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Software Engineering InstituteCarnegie Mellon UniversityPittsburgh, PA 15213
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Agile: Not just for software
Eileen Wrubel
2Agile: Not just for software© 2018 Carnegie Mellon University
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Copyright 2018 Carnegie Mellon University. All Rights Reserved.
This material is based upon work funded and supported by the Department of Defense under Contract No. FA8702-15-D-0002 with Carnegie Mellon University for the operation of the Software Engineering Institute, a federally funded research and development center.
The view, opinions, and/or findings contained in this material are those of the author(s) and should not be construed as an official Government position, policy, or decision, unless designated by other documentation.
References herein to any specific commercial product, process, or service by trade name, trade mark, manufacturer, or otherwise, does not necessarily constitute or imply its endorsement, recommendation, or favoring by Carnegie Mellon University or its Software Engineering Institute.
NO WARRANTY. THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN "AS-IS" BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT.
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This material may be reproduced in its entirety, without modification, and freely distributed in written or electronic form without requesting formal permission. Permission is required for any other use. Requests for permission should be directed to the Software Engineering Institute at [email protected].
DM18-0407
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Multiple presentations,NDIA SE Agile WG Co-Chair,podcasts
Agile Defense Adoption Proponents Team (ADAPT) member
E-LearningAgile Course Multiple
Presentationsfrom 2010 forward
Consulting on Actual DoD & Federal Programs 2011 and forward
Policy & regulations barriers analysis
Executive Briefing
Mgmt roles, estimation, culture, milestone reviews-barriers & high level recommendations (CMU/SEI-2011-TN-002)
Our Journey 2009-2018
2009 2010 2011 2012 2013 2014
NDIA C4ISRCommittee
CrossTalk Article
Systems Eng, Metrics
Contracts804 response, ReqmtsMgmt, other topics per Agile Collab Grp (multiple publications)
Scaled Agile, Agile Success Measures
Denotes Air Force Funded
AFEI/SEI DoDAgile Summit
Prototype course, SEI Agile Toolkit, Myths Booklet, 5000.02 paper
CongressionalTestimony
Webinars
Courses
Blogs
Conferences
Symposia
Program Coaching
Section 809Panel
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“Simply delivering what was initially required on cost and schedule can lead to failure in achieving our evolving national security mission — the reason defense acquisition exists in the first place.”
Honorable Frank Kendall Under Secretary of Defense (AT&L)
2015 Performance of The Defense Acquisition System
Why do we care?
Deliver performance at the speed of relevance
Streamline rapid, iterative approaches from development to fielding
National Defense Strategy SummaryJan 2018
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6Agile: Not just for software© 2018 Carnegie Mellon University
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Agile Manifesto
http://www.agilemanifesto.org/
That is, while there is value in the items on the right, we value the items on the left more.
Through this work we have come to value:
7Agile: Not just for software© 2018 Carnegie Mellon University
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Twelve Agile Principles Support the Manifesto
1. Highest priority is satisfy the customer through early and continuous delivery of software
2. Welcome changing requirements, even late in development
3. Deliver working software frequently, from a couple of weeks to a couple of months
4. Business people and developers must work together daily throughout the project
5. Build projects around motivated individuals. Provide environment and support they need
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
7. Working software is the primary measure of progress
8. Agile processes promote sustainable development…a constant pace indefinitely
9. Continuous attention to technical excellence and good design enhances agility
10. Simplicity—the art of maximizing the amount of work not done—is essential
11. The best architectures, requirements, and designs emerge from self-organizing teams
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
8Agile: Not just for software© 2018 Carnegie Mellon University
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Key Elements of Scrum
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Key Elements of Kanban
Explicit Acceptance Criteria
Useful for Tasks That Don’t Easily Conform to a Time Box
Rules about Limiting Work in Process for Each State
Defined States the Work Progresses Through
© Scaled Agile, Inc.10
#1 - Take an economic view
#2 - Apply systems thinking
#3 - Assume variability; preserve options
#4 - Build incrementally with fast, integrated learning cycles
#5 - Base milestones on objective evaluation of working systems
#6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths
#7 - Apply cadence, synchronize with cross-domain planning
#8 - Unlock the intrinsic motivation of knowledge workers
#9 - Decentralize decision-making
SAFe Lean-Agile principles
11Agile: Not just for software© 2018 Carnegie Mellon University
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Spend time doing only valuable work
Sequence work according to value
Use decision rules about value to communicate the economic view
Economic View:What’s valuable to you?
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Assume there are multiple ways to get from here to there
There’s No One True Way
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Agile Software Teams + Systems Engineering Teams
Agile software teams interacting with
traditional systems engineering
Systems engineers acting as Agile team
members
Systems engineers applying Agile
methods to their own work
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Stakeholders applying Agile methods to their own work
Agile software teams interacting with stakeholders
Stakeholders acting as Agile team members
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Consider the Full Value Stream
• All stages from initial concept to final realization of value
• Optimize the flow across those stages, not the productivity of one stage over all others
• The product or service is a system too
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Related Business Processes
17Agile: Not just for software© 2018 Carnegie Mellon University
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Agile & Lean IV&V
18Agile: Not just for software© 2018 Carnegie Mellon University
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How do I take a 2-week slice of this?
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Iterate on Both Process and Product
20Agile: Not just for software© 2018 Carnegie Mellon University
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What’s next?
How Agile can you get?
21Agile: Not just for software© 2018 Carnegie Mellon University
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Contact Information
Eileen WrubelTech Lead, Agile in GovernmentContinuous Lifecycle Solutions InitiativeSoftware Engineering InstituteEmail: [email protected]: +1 412 268-9976
U.S. MailSoftware Engineering InstituteCustomer Relations4500 Fifth AvenuePittsburgh, PA 15213-2612USA
Customer RelationsEmail: [email protected]: +1 412-268-5800SEI Phone: +1 412-268-5800SEI Fax: +1 412-268-6257
Webwww.sei.cmu.edu>Research and Capabilities> All Work > Filter by “Agile”
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