Michele Sliger - StickyMinds · Better Software Conference & Expo 5 2006 Agile Principles—The...
Transcript of Michele Sliger - StickyMinds · Better Software Conference & Expo 5 2006 Agile Principles—The...
BIO PRESENTATION
Better Software Conference June 26 – 29, 2006 Las Vegas, NV USA
W3
6/28/2006 11:30 AM
RISK MANAGMENT ON AN AGILE
PROJECT
Michele Sliger Rally Software Development
Michele Sliger Michele Sliger has worked in software development for almost 20 years. Michele has extensive experience in agile methodologies, having employed agile practices as a founding member of the engineering teams at biotech start-ups UroCor and Genomica. At Genomica, Michele honed her Scrum and XP skills while working under Mike Cohn, a recognized founder of the Agile movement. She carried that experience forward into Qwest, where she served as an XP Coach on a team tasked with developing high-profile financial applications. She has an undergraduate degree in MIS and an MBA. She is a certified Project Management Professional (PMP), a Certified Scrum Master (CSM) and an active member of the board of the Agile Denver chapter. Currently, Sliger works as an agile consultant at Rally Software Development, where she trains software development teams in agile methodologies. In addition to her work for Rally, Sliger is also an adjunct faculty member of the University of Colorado where she teaches Software Project Management to graduate engineering students. Throughout her career, she has performed the gamut of software development roles, including programmer, database administrator, quality assurance manager, process manager and project manager.
Better Software Conference & Expo 2006
Risk Management on an Agile Project
Presented by Michele Sliger Agile Coach and PMP
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Background on Speaker
Michele Sliger15+ years software development experiencePMP (Project Management Professional)CSM (Certified Scrum Master)6 years experience on Agile teamsAgile Denver Board Member Currently an Agile consultant for Rally Software DevelopmentAdjunct instructor at the University of Colorado -Boulder
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Objectives for Today
What you will learn:The differences between risk management in
traditional and agile environmentsWhere the project manager and the team fit in the
agile risk management processTypical risk management activities on an agile project
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A Brief Agile Overview
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Agile Principles—The Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.”
“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
-- http://www.agilemanifesto.org/
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Agile — Project Vision Drives the Features
Constraints
Estimates
Features
ScheduleCost
ScheduleCost
Features
PlanDriven
Value / VisionDriven
The Plan createscost/schedule estimates
The Vision createsfeature estimates
Waterfall Agile
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A Generalized Agile Process
Release
• Feature 1• Feature 2• Feature 3a
Release 1: Theme
Iteration 1 Iteration 2 Iteration 3 Iteration …• Story 1• Story 2
• Story 3• Story 4
• Story 5• Story 6• Story 7
• Story 8• Story 9• Story 10
R
Backlog Backlog• Story 1• Story 2• Story 3• Story …
• Story 11• Story 12• Story …
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Measuring the Transition
Waterfall Iterative Iterative andIncremental Parallel Acceptance
Test Driven
Agile Development
Risks
Cycle Time
FeedbackDelays
DetailedInventory
Year +
Whole Project
2 weeks
Increment
Increase Throughput
Decrease Investment
$1,200,000 $50,000Decrease Risk!
Most Defects caught in system test
Most defects caught in the feature development
Decrease Operating Expense
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The Agile Framework Addresses Core Risks
Intrinsic schedule flaw (estimates that are wrong and undoable from day one, often based on wishful thinking)A Detailed estimation is done at the beginning of each iterationSpecification breakdown (failure to achieve stakeholder consensus on what to build)A Assignment of a product owner who owns the backlog of workScope creep (additional requirements that inflate the initially accepted set)A Change is expected and welcome, at the beginning of each iterationPersonnel lossA Self-organizing teams experience greater job satisfactionProductivity variation (difference between assumed and actual performance)A Demos of working code every iteration
Core risks from Tom DeMarco and Tim Lister: “Risk Management During Requirements” IEEE Software
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Relating traditional risk management activities to agile practices
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Risk Management Planning
TraditionalPlanning meetings with managers and corporate representativesResulting in a formal document outlining the risk management processTell the team
AgileReview of corporate risk requirements and discussions of needLittle or no documentation on the processMerging corporate requirements into emergent team activities
The process of deciding how to approach and conduct risk management –
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Risk Identification
TraditionalVia checklists, doc reviews, info gathering, assumption analysis, diagrammingIn limited meetingsFormally documented
AgileVia info gathering, assumption analysisIn every planning meeting with the whole teamInformally documented
Determining which risks might affect the project and documentingtheir characteristics –
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Risk Analysis
TraditionalQualitative and QuantitativePrioritization (Probability and Impact)Risks to respond to and risks to watch
AgileQualitative
Prioritization (Probability and Impact)Risks to respond to and risks to watch
Analysis and prioritization, determining which risks warrant response –
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Risk Response Planning
TraditionalOne or more people assigned to develop strategies:
AvoidMitigatePlan ContingencyTransferAccept
AgileThe team brainstorms strategies*:
AvoidMitigateContainEvade
Developing options and actions to reduce threats and increase opportunities –
*From “Waltzing with Bears” DeMarco & Lister
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Risk Monitoring and Controlling
TraditionalRisk reassessmentRisk auditsVariance/trend analysisTechnical performance measurementReserve reviewStatus meetings
AgileRisk reassessment in planning meetingsReviews and RetrospectivesTask Boards and Burndown ChartsDaily Stand-up meetings
Watching for new risks, tracking and validity of identified risks, tracking and reviewing risk responses –
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Risk Management Techniques for Agile Projects
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Identifying Risks in Planning Meetings
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Identification Daily
Daily Stand-up Meeting• Done since last meeting• Plan for today• Obstacles?
24 hours
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Risk Analysis and Response Planning
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Response Planning, Monitoring, Controlling
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Response Planning, Monitoring, Controlling
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Monitoring
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Summary
Risk management is owned by the teamThe project manager facilitates the process and makes the results visibleRisks are identified in all planning meetings: release, iteration, and dailyRisks are analyzed and addressed in iteration and release planning meetings – the focus is on qualitative analysis, not quantitativeRisks are monitored by the use of high visibility information radiators, daily stand-ups, and iteration reviews and retrospectives
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The Art of the Possible
“People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.” –Peter Drucker
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Additional Sources
Websites:http://www.agilemanifesto.org/http://www.agilealliance.comhttp://www.scrumalliance.orghttp://www.rallydev.com/agile_knowledge.jsp
Books:Waltzing with Bears by Tom DeMarco and Tim ListerAgile Project Management with Scrum by Ken SchwaberLean Software Development by Mary and Tom Poppendieck