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POTUS and SECDEF: “DoD Will Be Agile”
“The United States is going to maintain our military superiority with armed forces that are agile, flexible and
ready for the full range of contingencies and threats.”
- President Obama
“The US joint force will be smaller and leaner. But its great strength will be that it will be more agile, more
flexible, ready to deploy quickly, innovative, and technologically advanced. That is the force for the
future.”
- Secretary Panetta
Defense Security Review, 5 Jan 12 2
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Benefits from Implementing Agile
3
Ability to manage changing priorities
Improved project visibility
Increased productivity
Improved team morale
Faster time-to-market
Better alignment between IT & Business Objectives
Enhanced software quality
Simplify development process
Reduce risk
Improved/increased engineering discipline
Enhanced software maintainability/extensibility
Reduce cost
Manage distributed teams
Source: Version One: State of Agile Survey 2011
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4
Agile Does NOT Guarantee Success
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What is Agility?
• “The speed of operations within an organization and speed in responding to customers (reduced cycle times)” (Mass. Inst. Tech.)
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Learn. Perform. Succeed.
Organizational Structure
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Aspects of Product Development
• Business Aspect– Responsible for the overall acquisition:
contracting, funding, operational requirements, and system delivery structure
• Project / System Aspect– Overall technical management. Further decompose
the requirements and allocate them to software or hardware
• Development Aspect– Developmental items
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Different Focus – Same Goal
BusinessAspect
Projects are held captive by the slowest Aspect
Project / System Aspect
DevelopmentAspect
=
Strategic GoalsContractsFunding
Op. Requirements
Tech. RequirementsProject Planning Systems Planning
Technical StandardsIntegration
DevelopmentTest
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Learn. Perform. Succeed.
Agility within the Development Aspect
In the beginning…
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• The foundational document for Agile software development
• Signed by 17 software developers in Feb 2001
• Core Values– Individuals and interactions over processes and tools– Working software over comprehensive documentation– Customer collaboration over contract negotiation– Responding to change over following a plan
Agile Manifesto
http://agilemanifesto.org/
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1. Continuous delivery of valuable software
2. Welcome changing requirements
3. Deliver working software in weeks/months
4. Work together daily
5. Build projects around motivated individuals
6. Face-to-face conversation
7. Working software is the measure of progress
8. Promote sustainable development
9. Good design enhances agility
10. Simplicity is essential
11. Self-organizing teams
12. Reflect on how to become more effective
12 Principles of the Agile Manifesto
http://agilemanifesto.org/
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Agile Software Development Methodologies
• Scrum• eXtreme Programming (XP)• Dynamic Systems Development Method• Rapid Application Development• Crystal• Kanban• …
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Scrum
• Project management focused• One of the “agile processes”• Self-organizing teams• Product progresses in a series of “sprints”• Requirements are captured as items in a list of “product
backlog”• No specific engineering practices prescribed• Uses generative rules to create an agile environment for
delivering projects
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Scrum – Product Backlog
• A user Prioritized list of requirements• Time estimates completed by the team
performing the work
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Scrum – Sprint Backlog
• Subset of items from the product backlog• Based on teams velocity
If the teams Velocity was: 275
Sprint Backlog
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Scrum – The Sprint
• Requirements CAN NOT change during the Sprint
• Reflect daily on current status– What did you do yesterday?– What are you going to do tomorrow?– Did anything get in your way?
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Scrum – Product
• Potentially shippable product: – “Definition of Done”
• Documented • Tested• Passed Information Assurance (IA)• Etc…
• Accepted by the user– If not accepted or “Done” - the item goes back into the
product backlog and NO credit is given
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Learn. Perform. Succeed.
Business aspect
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Fast, Inexpensive, Simple, Tiny (F.I.S.T.) Manifesto*
• Similar to the Agile Manifesto but targets the Business Aspect
• Values– Talent trumps process– Teamwork trumps paperwork– Leadership trumps management– Trust trumps oversight
* Lt. Col. Dan Ward: DAU Publications
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F.I.S.T.
• Principles– A project leader’s influence is inversely proportional to the project’s budget and schedule;– Constraints foster creativity;– Fixed funding and floating requirements are better than fixed requirements and floating funding;– An optimal failure costs a little and teaches a lot;– Complexity is cost, Complexity reduces reliability, Simplicity scales, Complexity does not;– Iteration drives learning, discovery and efficiency.
• Implementation Guidelines– Minimize team size and maximize team talent;– Use schedules and budgets to constrain the design;– Insist on simplicity in organizations, processes and technology;– Incentivize and reward under runs;– Requirements must be achievable within short time horizons;– Designs must only include mature technologies;– Documents and meetings: have as many as necessary, as few as possible; – Delivering useful capabilities is the only measure of success.
Fixed Funding + Fixed Requirements + Fixed Schedule by Definition IS NOT AGILE
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Business Aspect Frameworks
• Business Capabilities Lifecycle Framework
• DoD 5000.02
IOCBAEngineering & Manufacturing Development
Production & Deployment Operations & Support
C
MaterielSolutionAnalysis
TechnologyDevelopment
Post CDRAssessment
FRPDecisionReview
FOC
MaterielDevelopmentDecision
Post PDRAssessment
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Learn. Perform. Succeed.
Project / System Aspect
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Busin
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Aspe
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yste
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Aspe
ctSo
ftwar
eAs
pect
How do we…
?
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Agile Practices
Incremental Development Small Teams
Iterative Development Time Boxing
Short Time-lines Lean Initiatives
Retrospectives (Lessons learned) Prototyping
Empowered / Self-organizing / Managing teams
Continuous User Involvement
Prioritized Product Backlog (Requirements)
Co-located Teams
Kennedy / Ward
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Busin
ess A
spec
t
“Traditional” Project PlanIOCBA
Engineering & Manufacturing Development
Production & Deployment Operations & Support
C
MaterielSolutionAnalysis
TechnologyDevelopment
Post CDRAssessment
FRPDecisionReview
FOC
MaterielDevelopmentDecision
Post PDRAssessment
Proj
ect /
Sys
tem
As
pect
Stable FundingFlexible Contracts
Flexible RequirementsIncremental Deliveries
Etc…
ProvidesEnables
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“Traditional” Project Planning Meeting
Proj
ect /
Sys
tem
Asp
ect
(incr
emen
t n)
Time
1
…
n
Components Design Build Document Test Integrate Test IA UAT Deploy O+S
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“Traditional” Project ExecutionPr
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Test Integrate Test IA UAT Deploy O+S
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Components BuildDesign Document
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“Traditional” Project ExecutionPr
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Integrate Test IA UAT Deploy O+S
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“Traditional” Project ExecutionPr
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IA UAT Deploy O+S
1
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Components Design TestBuild IntegrateDocument
?
Test
?
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“Traditional” Project ExecutionPr
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IA UAT Deploy O+S
1
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Components Design TestBuild IntegrateDocument
?
Test
?
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RESULTS!
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“Programmed” Thought Process
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Step 1: Go to College
KennedyUniversity
Business
Accountancy
IS Management
Marketing
Engineering
Aerospace
Computer Science
Electrical
Liberal Arts
Mathematics
Statistics
Social Work
Social Work
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Step 2: Get a Job
Kennedy Inc.
Business Development
Client Relations
Marketing
Engineering
Development
Aerospace
Documentation
Software Development
Operations
Project Management
QA
Test
Safety
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Step 3: Develop a Product Pr
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DesignEng.
SysEng.
Tech.Writers
TestersVarious Int. Testers Security Etc…
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Everything is Stovepiped
• Even Our Contracts– Development Contract– QA Contract– Technical Writing Contract– Etc…
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Rewire How We Think
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Agile Uses Multidisciplinary Teams
Capability Focused
Domain Focused
Traditional Agile
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The ‘New’ Cyber Security Domain
• Universities are offering degrees in Cyber Security• Federal Government is standing up an FFRDC for
Cyber Security• Departments have cyber security centers of excellence
How will we implement this ‘new’ Cyber Security Domain?
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How will we respond?
Cyber Security
Traditional Agile
Cyber Security
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“Agile” Project Planning MeetingPr
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Components Deploy O+SBuild/Test/ Document
Fixed Time
Integrate / Build / ??
Build/Test/ Document
Integrate / Build / ??
Integrate
High Risk / Priority Items Developed First
Build/Test/ Document
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“Agile” Project ExecutionPr
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Build/Test/ Document
Integrate / Build / ??
Integrate
High Risk / Priority Items Developed First
Build/Test/ Document
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“Agile” Project ExecutionPr
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Fixed Time
Integrate / Build / ??
Build/Test/ Document
Integrate / Build / ??
IntegrateBuild/Test/ Document
Passed the Next Iteration
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“Agile” Project ExecutionPr
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IntegrateBuild/Test/ Document
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Incorporates System Engineering Best Practices
Proj
ect /
Sys
tem
As
pect
1
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Time
Integrate / Build / ??
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Interface Mgmt.
Risk Mgmt.
High Risk / Priority Items Developed First
Configuration Mgmt.
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Busin
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Holistic View
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Traditional vs. Agile Project Management
Traditional Agile
Issues discovered later in development lifecycle Issues discovered earlier in development
Single Integration Periodic / Continual Integration
Structured by Domain Multidisciplinary Teams
Adds Time / Money to release to adapt to issues / requirements
Reduces functionality in release (pushed to another release) to adapt to issues / requirements
Tracks Progress by Stages Tracks progress by Value (functionality complete)
‘Success’ is measured by conformance to a schedule
‘Success’ is measured by delivering useful capabilities
Project Management Provides Estimates Team Provides Estimates
VS
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The PM Spectrum
Modified from: http://leadinganswers.typepad.com/leading_answers/2007/06/agile_suitabili.html
AgileProject Management
TraditionalProject Management
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Learn. Perform. Succeed.
Example Project Management
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Agile Project Management Example
• Project Description– IT Health system / software integration and
development effort• 10 Contracts with different start / end dates
– 9 T&M– 1 Fixed Price
• 7 Systems (one external cloud based)
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• What we had (input):– The teams were in place
• Development• Program Management• Architecture• Systems
– Contract types known– Operational Requirements Defined
Agile Project Management Example
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Project Team Composition
Project ManagerSystems EngineerSoftware EngineerSecurity EngineerSystems Architect
=
Core PM Team*
* Many other specialties dynamically incorporated throughout project
Architecture Archite
cture Architecture
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Busin
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Remember this…
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Let’s Use It!
RequirementsConstraints: Contracts, Funding, etc…
Work Packages
Core PM Team
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Managing Risk“Black-box Trust”
• Each Work Package Needs– Input Criteria
• What does the team need to perform the work?– User(s)
• Who will be validating the work once complete?– Time-boxed
• How long will the work take?– Exit Criteria
• What should be complete at the endof the Sprint?
Time-Boxed
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Integration Work Package
VISIBILITY
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Work Package(s) were Assigned to Team(s)
Capability Focused
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Project Planning
RequirementsConstraints: Contracts, Funding, etc…
Work Packages
Feedback and Time Estimates for each work package
Project Estimate
Iterative
Hours / Days NOT Weeks
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Iterations of Work Packages
• All of the work packages contained enough information for that work to be completed - some contained architecture diagrams and / or standard specifications
• Review / Negotiation of time estimates– Either too high or too low raises a flag
• Caused more work packages to be generated– We could not think of everything– These iterations caused further derived
requirements to be identified
Iterative
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Things to consider while prioritizing Work Packages
• Risk: Development, contract, funding, etc…• User needs (as defined by the user)• Other Sprint / System Dependencies• Contract End Dates• Funding type / expiration• Specialized resource availability
– Ex., SME (Domain specific integration)
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It does not look Agile?
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Issues Encountered
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Learn. Perform. Succeed.
Making The Move Toward Agile
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The Way Forward
1) Define the problem to be solved• User satisfaction, quality, supportability, etc…
2) Figure out where you are now• Define metrics based on the problem
3) Identify potential solutions• Maybe agile techniques… Maybe not
4) Develop a plan to move forward5) Execute, assess and readjust
“A problem well stated is a problem half-solved.” - Charles Kettering
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General Training is Required at ALL Levels!
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Organizational Coaching is Likely Required
• “Canned” training can only take you so far• Your organization needs to define their path
forward– Metrics, reporting, etc…
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Parting Thought
• You can’t use agile project management without an agile project!
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Matthew R. Kennedy, PhD, [email protected]