Contracting for Agile Software Development
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The document discusses challenges and insights related to agile contracting in software development, emphasizing low success rates of projects according to the Standish Group's 2006 chaos report. It highlights the importance of client involvement, flexible scope, and effective change management strategies to improve project outcomes. Additionally, it addresses issues of accountability and the inherent risks of agile practices while suggesting methods to establish successful business relationships and project infrastructures.
Contracting for Agile Software Development
- 1. chris spagnuolo Rally Software {agile contracting } rachel weston Rally Software
- 2. contractors
- 3. the chaos of waterfall
- 4. System Requirements Software Requirements Analysis Design Coding Testing Operations
- 5. projects successful only 35% of The Standish Group, 2006 Chaos Report
- 6. projects cancelled 31% of The Standish Group, 2006 Chaos Report
- 7. rarely or ever used 64% of features The Standish Group, 2006 Chaos Report
- 8. on the dollar software value 59 ¢ The Standish Group, 2006 Chaos Report
- 9. Lean Software Development: From Concept to Cash. Mary and Tom Poppendieck. Addison-Wesley, 2006. are value added 6% of work tasks
- 11. triangle the old iron schedule scope budget
- 12. software/idea consulting government/ highly regulated commercial for internal use maintenance/ support commercial for shrink wrap
- 15. {agile contracting challenges }
- 17. General Observations Clients not agile Don’t understand Suspicious/concerned agile clients not
- 20. {proposals and marketing }
- 23. visibility
- 24. projects successful only 35% of The Standish Group, 2006 Chaos Report
- 25. projects cancelled 31% of The Standish Group, 2006 Chaos Report
- 26. rarely or ever used 64% of features The Standish Group, 2006 Chaos Report
- 27. on the dollar software value 59 ¢ The Standish Group, 2006 Chaos Report
- 28. Lean Software Development: From Concept to Cash. Mary and Tom Poppendieck. Addison-Wesley, 2006. are value added 6% of work tasks
- 32. { risk }
- 35. {change management }
- 36. change scope
- 40. {conflicting client practices }
- 42. dev teams joint
- 43. invoicing
- 44. {client involvement }
- 45. handle responsibility too much to
- 46. the pace client organization can’t handle
- 47. delayed acceptance feedback loops
- 49. testing user low
- 52. client losing
- 57. agile faking
- 58. client involve
- 59. {project closeout }
- 60. budget out of
- 61. done. done…
- 63. {contracting strategies }
- 65. {proposals and marketing }
- 66. sales force train your
- 67. project pilot
- 69. projects successful only 35% of The Standish Group, 2006 Chaos Report
- 70. projects cancelled 31% of The Standish Group, 2006 Chaos Report
- 71. rarely or ever used 64% of features The Standish Group, 2006 Chaos Report
- 72. on the dollar software value 59 ¢ The Standish Group, 2006 Chaos Report
- 73. Lean Software Development: From Concept to Cash. Mary and Tom Poppendieck. Addison-Wesley, 2006. are value added 6% of work tasks
- 74. Check the Fit Establish Business Relationship Project Inception Discovery Assessment Iteration 0 Set up Project Infrastructure Target System Incremental delivery in time-boxed 2 week iterations Iteration 1 Iteration 2 Iteration 3 Iteration n agile engagement roadmap Adapted from David Chilcott
- 75. Check the Fit Establish Business Relationship Project Inception Discovery Assessment Iteration 0 Set up Project Infrastructure the focus is here Adapted from David Chilcott
- 76. Project Backlog Iteration Backlog Iteration 2 Weeks Daily Synch Product Increment iteration mechanics
- 77. stats cite agile
- 78. Agile Methodologies: Survey Results, by Shine Technologies, 2003 productivity 93% increased
- 79. Agile Methodologies: Survey Results, by Shine Technologies, 2003 quality 88% increased
- 80. satisfaction 83% improved Agile Methodologies: Survey Results, Shine Technologies, 2003 stakeholder
- 81. 49% reduced Agile Methodologies: Survey Results, Shine Technologies, 2003 costs
- 82. { risk }
- 83. shared risk
- 84. In our agile approach, budget and time select the requirements that can be delivered. Our clients have the ultimate project control and may declare their satisfaction with the application as a whole at any time in the development process. Our clients can decide that although there is budget remaining, the delivery team has met their objectives and can call the project complete.
- 85. On the flip side, although the total budget may be expended on a project, and all backlog items may not have been developed, our clients are guaranteed to have live, working functionality that is of the highest value to them due to the constant inspection and adaptation of the project backlog.
- 86. {change management }
- 87. bigger boxes looser scope
- 88. flexible scope over t&m
- 89. boundaries scope
- 90. guarantee bid doesn’t a date
- 91. velocity extrapolate from At our slowest velocity we’ll finish here At our average velocity we’ll finish here At our current velocity we’ll finish here Adapted from Mike Cohn
- 92. estimating fixed-date The line of hope The line of despair Will Have Might Have Won’t Have Adapted from Mike Cohn
- 93. estimating fixed-scope 120 ÷ 20 = 120 ÷ 15 = Adapted from Mike Cohn Total Story Points Desired 120 Low Velocity 15 High Velocity 20
- 95. estimating fixed-scope cost 120 ÷ 20 = 6 Iterations X $10,000 = $60,000 120 ÷ 15 = 8 iterations X $10,000 = $80,000 Total Story Points Desired 120 Low Velocity 15 High Velocity 20
- 96. slack build in with full disclosure
- 97. {conflicting client practices }
- 100. {client involvement }
- 101. responsibilities define roles and
- 103. {project closeout }
- 104. done define