Lean & Agile Project Management: For Executives, Sr. Managers, & Key Decision Makers

Lean & Agile
Project Management
for Executives, Sr. Managers,
& Key Decision Makers
Dr. David F. Rico, PMP, ACP, CSM
Twitter: @dr_david_f_rico
Website: http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfrico
Facebook: http://www.facebook.com/profile.php?id=1540017424

Author Background
 DoD contractor with 28+ years of IT experience
 B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.
 Large gov’t projects in U.S., Far/Mid-East, & Europe

 Published six books & numerous journal articles
 Adjunct at George Washington, UMUC, & Argosy
 Agile Program Management & Lean Development
 Specializes in metrics, models, & cost engineering
 Six Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000
 Cloud Computing, SOA, Web Services, FOSS, etc.
2

Agenda

• Motivation • Virtual Teams
• Introduction • Lean/Kanban
• Business Case • Metrics and Models
• Major Approaches • Costs and Benefits
• Major Phases • Earned Value Mgt.
• Release Planning • Major Tools
• Iteration Planning • Contract Models
• Estimating Practices • Change Models
• Risk Analysis • Case Studies
• Security Engineering • Summary
• Scaling Practices • Resources
3

Information Age
 U.S. is no longer an industrial age nation
 U.S. part of a group of post industrial countries
 U.S. consists of information age knowledge workers
100%

80%
Percent of Economy

Information
60%
Service

40% Industry

Agriculture
20%

0%
1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990

Bell, D. (1999). The coming of post industrial society. New York, NY: Basic Books.
4

System Complexity is Growing
 21st century systems are becoming more complex
 Number of physical parts are becoming smaller
 Nano-circuitry and software hide complexity

Moody, J. A., et al. (1997). Metrics and case studies for evaluating engineering designs. Upper Saddle River, NJ: Prentice-Hall.
5

Software Century
 No. of software-intensive systems is growing
 80% of US DoD functions performed in software
 Major driver of cost, schedule, & tech. performance

Kennedy, M. P., & Umphress, D. A. (2011). An agile systems engineering process: The missing link. Crosstalk, 24(3), 16-20.
6

Technological Change
 21st century systems are technology intensive
 Technology is evolving at an exponential speed
 Technology is obsolete before project completion

Kurzweil, R. (2005). The singularity is near: When humans transcend biology. New York, NY: Penguin Group.
7

Large, Traditional Projects
 Big projects result in poor quality and scope changes
 Productivity declines with long queues/wait times
 Long projects are unsuccessful or canceled
Size vs. Quality Size vs. Requirements Growth
16.00 40%
Defect Density

12.80 32%

Percentage
9.60 24%

6.40 16%

3.20 8%

0.00 0%
0 2 6 25 100 400 0 2 6 25 100 400
Lines of Code (Thousands) Lines of Code (Thousands)

Size vs. Productivity Size vs. Success
5.00 60%
Code Production Rate

4.00 48%
Percentage

3.00 36%

2.00 24%

1.00 12%

0.00 0%
0 2 6 25 100 400 0 2 6 25 100 400
Lines of Code (Thousands) Lines of Code (Thousands)

Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill. 8

Global Project Failures
 Challenged and failed projects hover at 67%
 Big projects fail more often, which is 5% to 10%
 Of $1.7T spent on IT projects, over $858B were lost
$1.8
2010 33% 41% 26%

2008 32% 44% 24%
$1.4

Trillions (US Dollars)
2006 35% 46% 19%

2004 29% 53% 18% $1.1
Year

2002 34% 51% 15%

2000 28% 49% 23% $0.7

1998 26% 46% 28%
$0.4
1996 27% 33% 40%

1994 16% 53% 31%
$0.0
0% 20% 40% 60% 80% 100% 2002 2003 2004 2005 2006 2007 2008 2009 2010

Successful Challenged Failed Expenditures Failed Investments

Standish Group. (2010). Chaos summary 2010. Boston, MA: Author.
Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.
9

Requirements Defects & Waste
 Requirements defects are #1 reason projects fail
 Traditional projects specify too many requirements
 More than 65% of requirements are never used at all
Defects Waste
Never
Requirements
45%
47%
Other 7% Always 7%

Implementation
Often 13%
18% Rarely
Design 19%
28% Sometimes
16%

Sheldon, F. T. et al. (1992). Reliability measurement: From theory to practice. IEEE Software, 9(4), 13-20
Johnson, J. (2002). ROI: It's your job. Extreme Programming 2002 Conference, Alghero, Sardinia, Italy.
10

Agenda

11

Today’s Whirlwind Environment

Global
Competition
Work Life
Imbalance
Demanding
Customers
 Overruns
Vague  Attrition
Requirements  Escalation
 Runaways
 Cancellation
Organization
Downsizing
Technology
Change
System
Complexity

12

Need for a New Model
 Need for a new model of project management
 Cope with high-level of uncertainty and ambiguity
 With just the right balance of flexibility and discipline
R&D Oriented People Centered Adaptive Customer Friendly Fast & Efficient Disciplined

 New discoveries  Highly-talented people  Global threats  Customer interaction  New technology  Lightweight strategy

 Complex problems  Cross-functional teams  Market threats  A lot of communication  Quick decision-making  Lightweight plans
 One-off systems  Small team size  New customer needs  Customer demos  Iterative delivery cycles  Lightweight lifecycles
 Vague requirements  A lot of communication  Changing scope  Customer feedback  Frequent deliveries  Security engineering
 Incomplete information  Interpersonal trust  Changing technology  Business value focus  Fast delivery schedules  Light requirements

 High uncertainty  Rich collaboration  Changing regulations  Customer satisfaction  Short timelines  Light architecture
 Experimentation  Empowered decisions  Continuous change  Customer responsive  Fast time-to-market  Lightweight design
 Simulations  Sustainable pace  Flexible culture  Customer sensitivity  First-mover capability  Code reviews
 Prototyping  Daily interaction  Flexible attitudes  Customer relationships  Minimal process costs  Rigorous V&V

 Innovation oriented  Rich communications  Flexible policies  Customer contact  Low work-in-process
-  Rigorous CM
 New products  Face-to-face interaction  Flexible processes  Customer involvement  Flexible processes  Rigorous QA
 Creative solutions  Cohesiveness  Flexible technologies  Customer driven  Market responsiveness  Project reviews

Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.
Chin, G. (2004). Agile project management: How to succeed in the face of changing project requirements. Broadway, NY: Amacom.
DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 13

What is Agility?
 A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness,
lightness, and ease of movement; To be very nimble
 The ability to create and respond to change in order to
profit in a turbulent global business environment
 The ability to quickly reprioritize use of resources when
requirements, technology, and knowledge shift
 A very fast response to sudden market changes and
emerging threats by intensive customer interaction
 Use of evolutionary, incremental, and iterative delivery
to converge on an optimal customer solution
  Maximizing the BUSINESS VALUE with right sized, just-
enough, and just-in-time processes and documentation 
Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.

14

Values of Agile Project Mgt.
 People-centric way to create innovative solutions
 Market-centric model to maximize business value
 Alternative to large document-based methodologies
Agile Methods Agile Methods Traditional Methods
‘Values’ ‘Principles’ ‘Values’
Customer also Customer valued Contract
known as more than
Collaboration Interaction Negotiation

Individuals & also High Performance valued Processes
known as more than
Interactions Teams & Tools

Working also Iterative valued Comprehensive
known as more than
Systems Development Documentation

Responding also Adaptability valued Following
to Change known as more than a Plan
or Flexibility

Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org
15

How do Lean & Agile Intersect?
 Agile is naturally lean and based on small batches
 Agile directly supports six principles of lean thinking
 Agile may be converted to a continuous flow system
Agile Values Lean Pillars Lean Principles Lean & Agile Practices Flow Principles
 Customer relationships, satisfaction, trust, and loyalty
Empowered Relationships  Team authority, empowerment, and resources Decentralization
Teams  Team identification, cohesion, and communication
 Product vision, mission, needs, and capabilities
Respect
Customer Value  Product scope, constraints, and business value Economic View
for People  Product objectives, specifications, and performance
Customer
 As is policies, processes, procedures, and instructions
Collaboration  To be business processes, flowcharts, and swim lanes
WIP Constraints
Value Stream
 Initial workflow analysis, metrication, and optimization & Kanban
 Batch size, work in process, and artifact size constraints
Control Cadence
Iterative Continuous Flow  Cadence, queue size, buffers, slack, and bottlenecks
Delivery  Workflow, test, integration, and deployment automation & Small Batches
 Roadmaps, releases, iterations, and product priorities
Continuous  Epics, themes, feature sets, features, and user stories
Customer Pull Fast Feedback
Improvement  Product demonstrations, feedback, and new backlogs
Responding
 Refactor, test driven design, and continuous integration
to Change  Standups, retrospectives, and process improvements
Manage Queues/
Perfection
 Organization, project, and process adaptability/flexibility Exploit Variability

  
Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.
Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas.
Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6). 16

When to use Agile Proj. Mgt.
 On exploratory or research/development projects
 When fast customer responsiveness is paramount
 In organizations that are highly innovative & creative
Traditional Project Management Agile Project Management
 Predictable situations  High levels of uncertainty and unpredictability
 Low technology projects  High technology projects
 Stable, slow moving industries  Fast paced, highly competitive industries
 Low levels of technological change  Rapid pace of technological change
 Repeatable operations  Research oriented, discovery projects
 Low rates of changing project performance  Large fluctuations in project performance
 Long term, fixed price production contracts  Shorter term, performance based RDT&E contracts
 Achieving concise economic efficiency goals  Achieving high impact product/service effectiveness
 Highly administrative contracts  Highly creative new product development contracts
 Mass production and high volume manufacturing  Customer intensive, one off product/service solutions
 Highly predictable and stable market conditions  Highly volatile and unstable market conditions
 Low margin industries such as commodities  High margin, intellectually intensive industries
 Delivering value at the point of plan  Delivering value at the point of sale

Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.
17

Agile World View
 “Agility” has many dimensions other than IT
 It ranges from leadership to technological agility
 The focus of this brief is program management agility
Agile Leaders
Agile Organization Change
Agile Acquisition & Contracting
Agile Strategic Planning

 Agile Capability Analysis
Agile Program Management

Agile Project Management
Agile Systems Development
Agile Processes & Practices
Agile Tools
Agile Information Systems
Agile Tech. 18

Agenda

19

Agile Adoption Rates
 VersionOne found 80% using agile methods today
 Most are using Scrum with several key XP practices
 Release planning/continuous integration are vital tools

House, D. (2012). Sixth annual state of agile survey: State of agile development. Atlanta, GA: VersionOne.
20

Surveys of Agile Methods
 Many surveys of agile methods since 2003
 AmbySoft and VersionOne collect annual data
 Agile benefits are above 50% in most categories

Rico, D. F. (2008). What is the return-on-investment of agile methods? Retrieved February 3, 2009, from http://davidfrico.com/rico08a.pdf
21

Case Studies of Agile Methods
 Agile (138 pt.) and traditional methods (99 pt.)
 Agile methods fare better in all benefits categories
 Agile methods 359% better than traditional methods
Category Agile Traditional Difference
Cost Reduction 9%
Schedule Reduction 33%
Productivity Improvement 55%
Quality Improvement 24%
Customer Satisfaction Imp. 56%
Return on Investment 2,811% 470% 2,341%

Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.
22

Benefits of Agile Methods
 Analysis of 23 agile vs. 7,500 traditional projects
 Agile projects are 54% better than traditional ones
 Agile has lower costs (61%) and fewer defects (93%)
2.8 18
Before Agile Before Agile
3.00 20
After Agile After Agile
2.25 15 11
1.1
1.50 10

61% 39%
0.75 5
Lower Less
Cost Staff
Project Cost in Millions $ Total Staffing

18 2270
Before Agile Before Agile
20 2500
13.5 After Agile After Agile
15 1875

10 1250
381
93%
5 24% 625 Less
Faster
Defects
Delivery Time in Months Cumulative Defects

Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada.
23

Agile Testing Costs & Benefits
 Most agile testing tools are “free” open source
 A build server is no more than a commodity PC
 10x more efficient/effective than traditional testing

Grant, T. (2005). Continuous integration using cruise control. Northern Virginia Java Users Group (Novajug), Reston, Virginia, USA.
Fredrick, J. (2008). Accelerate software delivery with continuous integration and testing. Japanese Symposium on Software Testing, Tokyo, Japan.
24

Business Value of Agile Methods
 Productivity is accelerated with light weight processes
 Quality goals are obtained with disciplined processes
 Agile Methods have up to 20 times lower total costs

Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods:
Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross.
25

Benefits of Organizational Agility
 Study of 15 agile vs. non-agile Fortune 500 firms
 Based on models to measure organizational agility
 Agile firms out perform non-agile firms by up to 36%

Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation
and adaptability and its effect on financial performance. Stamford, CT: BTM Institute.
26

Agenda

27

Scrum Project Management
 Created by Jeff Sutherland at Easel in 1993
 Product backlog comprised of customer needs
 Barely-sufficient project management framework
Initial Planning Sprint Cycle

Discovery Session Sprint

 Agile Training  Select Tasks and Create Tests
 Project Discovery  Create Simple Designs
 Code and Test Software Units
 Process Discovery
 Perform Integration Testing
 Team Discovery
 Maintain Daily Burndown Chart
 Initial Backlog  Update Sprint Backlog

Release Planning Sprint Planning Daily Scrum Sprint Review

 Business Case  Set Sprint Capacity  Completed Backlog Items  Present Backlog Items
 Desired Backlog  Identify Tasks  Planned Backlog Items  Record Feedback
 Estimate Tasks  Impediments to Progress  Adjust Backlog
 Hi-Level Estimates
 Prioritize Backlog
 Finalize Backlog
Sprint Retrospective

Product Backlog Sprint Backlog Potentially Shippable Product

 Prioritized Requirements  List of Technical Tasks Assigned to a Sprint  Working Operational Software

Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.
28

XP Project Management
 Created by Kent Beck at Chrysler in 1998
 Release plan is comprised of customer needs
 Lightweight, rigorous near-term planning element
Release Planning Iteration Planning

Exploration Phase Exploration Phase

 Build a Team  Split User Stories  Analyze Release Plan  Read User Stories
 Write User Stories  Spike User Stories  Identify Iteration Goal  Develop Tasks
 Estimate User Stories  Write User Tests  Select User Stories  Split Tasks

Commitment Phase Commitment Phase

 Sort by Value  Choose a Scope  Accept Tasks  Analyze Schedules
 Sort by Risk  Set Iteration Length  Set Individual Velocity  Set Load Factors
 Set Velocity  Develop Release Plan  Estimate Tasks  Balance Tasks

Steering Phase Steering Phase

 Select Iteration  New Release Plan  Select Partner  Unit/Integration Test
 Adjust Velocity  Select Tools  Write Unit Tests  User Acceptance Test
 Insert New Stories  Adjust Teams  Design and Code  Record Progress

Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.
29

Project Leadership Model
 Created by Sanjiv Augustine at CC Pace in 2005
 Builds agile cultures, mind-sets, and environments
 Leadership model for managing agile project teams
Foster Alignment and Cooperation Encourage Emergence and Self Organization Learning/Adaptation

Organic Teams Guiding Vision Simple Rules Open Information Light Touch Adaptive Leadership

Leadership Leadership Leadership Leadership Leadership Leadership

 Craftsmanship  Team Vision  Culture of Change  Conduct Standups  Adapt Style  Embodied Presence
 Collaboration  Team Alignment  Value Focus  Promote Feedback  Roving Leadership  Embodied Learning
 Guiding Coalition  Bold Future  Build Trust  Go With Flow
 Community  Shared Expectations  Facilitate Action  Work Life Quality
 Build on Strengths
 Gain Commitments

Management Management Management Management Management Management

 Identify Community  Business Outcomes  Assess Status Quo  Team Collocation  Decentralize Control  Daily Feedback
 Design Structures  Delineate Scope  Customize Method  Get Onsite Customer  Pull vs. Push  Monitor/Adapt Rules
 Get Team Players  Estimate Effort  Release Plan  Practice Pairing  Manage Flow  Monitor Practices
 Adaptive Enterprise  Design Vision Box  Iteration Plans  Information Radiator  Use Action Sprints  Retrospectives
 Elevator Statement  Facilitate Design  Map Value Stream  Scenario Planning
 Conduct Testing
 Manage Releases

30

Flexible Project Management
 Created by Doug DeCarlo at Cutter in 2004
 Focus is on collaboration, scoping, and speed
 Thinner traditional project management approach
Visionate Speculate Innovate Re-Evaluate Disseminate

Sponsor’s Vision Planning Meeting Learning by Doing Business Questions Product Launch

 Interview Sponsor  Collective Vision  SCORE Model  Who Needs It?  Acceptance Testing
 Describe Objectives  Size Deliverables  Architecture  What Will It Take?  Documentation
 Project Prospectus  Map Schedule  Development  Can We Get It?  Support Plan
 Business Questions  Choose Life Cycle  Construction  Is It Worth It?  Maintenance Plan
 Requirements ID’d  Testing  Deploy Solution
 Development Tools  Time Boxing  Customer Service
Collective Vision Project Review
 Risk Planning  Trial and Error
 Scope Meeting  Check Performance
 Collaboration
 Future Scenarios  Check Schedule Stabilization
Post Meeting
 Project Skinny  Check Costs  Training/Education
 Project Boundaries  PM Infrastructure Generate Results  Check Benefits  Utilization
 Project Vision  Financial Goals  Visibility  Check Project ROI  Performance
 Win Conditions  Benefit Plan  Early Value  Go/No-Go Decision  Feedback
 Benefit Map  Partner Agreements  Fast Failures  Corrective Action
 Wow Factor
Project Changes
 Uncertainty Profile Business Questions Business Questions Lessons Learned
 Re-Direct As-Needed
 Go/No-Go Decision  Modify Questions  Update Vision
Collective Vision Team Rewards
 Update Stakeholders
Select Core Team Update Prospectus Update Prospectus  Re-examine Team Track Benefits

31

Adaptive Project Framework
 Created by Bob Wysocki for consulting in 2008
 Designed to be a generic model for non-IT projects
 Lightweight traditional project management approach
Adaptive Project Framework

Scoping Planning Feasibility Checkpoint Review

 Identify Opportunity  Identify Project Type  Develop Prototype  Analyze Needs  Finalize Documents
 Develop CoS  Prioritize Constraints  Reprioritize Needs  Evaluation Solution  Lessons Learned
 Write PoS  Develop WBS  Detailed WBS  Estimate Value  Process Changes
 Document Needs  Team Formation  Estimate Resources  Determine Success  Final Report
 Stage Gate 1 Review  Stage Gate 2 Review  Stage Gate 3 Review  Stage Gate 4 Review  Stage Gate 5 Review

Cyclical Product or Service Implementation

Cycle Planning Product or Service Implementation Daily Meetings Cycle Reviews

 Responsibilities  Select Personnel with Needed Skills  Arrange Facilities  Update Requirements
 Timelines  Identify Detailed Technical Tasks  Prepare Agendas  Update Scope
 Work Packages  Create Detailed Architectures and Designs  Send Meeting Notices  Update Schedules
 Communications  Select and Implement Technical Solutions  Facilitate Meetings  Update Plans
 Governance  Perform Development and Operational Tests  Record Action Items  Inform Stakeholders

Continuous Improvement
Stage Gate 3.n
 Continually improve process, documents, team, architecture, designs, implementation, tests, etc. Review

Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.
32

Agile Project Management
 Created by Jim Highsmith at Cutter in 2003
 Focus on strategic plans and capability analysis
 Most holistic agile project management framework
Innovation Lifecycle

Envision Speculate Explore Launch Close

 Product Vision  Gather Requirements  Iteration Management  Final Review  Clean Up Open Items
 Product Architecture  Product Backlog  Technical Practices  Final Acceptance  Support Material
 Project Objectives  Release Planning  Team Development  Final QA  Final Retrospective
 Project Community  Risk Planning  Team Decisions  Final Documentation  Final Reports
 Delivery Approach  Cost Estimation  Collaboration  Final Deployment  Project Celebration

Iterative Delivery

Technical Planning Development, Test, & Evaluation Operational Testing Adapt

 Story Analysis  Development Pairing  Integration Testing  Focus Groups
 Task Development  Unit Test Development  System Testing  Technical Reviews
 Task Estimation  Simple Designs  Operational Testing  Team Evaluations
 Task Splitting  Coding and Refactoring  Usability Testing  Project Reporting
 Task Planning  Unit and Component Testing  Acceptance Testing  Adaptive Action

Continuous
Story Deployment
 Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and Integration

Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
33

Agenda

34

Envision Phase
 Determine product vision and project objectives
 Identifies project community and project team
 The major output is a “Product Vision Box”
Envision Phase

Product Vision

 Product Vision Box
 Elevator Test Statement
 Product Roadmap
 Product Features
Delivery Approach  Product Vision Document Product Architecture

 Self-Organization Strategy  Skeleton Architecture
 Collaboration Strategy  Hardware Feature Breakdown
 Communication Strategy  Software Feature Breakdown
 Process Framework Tailoring  Organizational Structure
 Practice Selection & Tailoring  Guiding Principles

Project Community Project Objectives

 Get the Right People  Project Data Sheet
 Participant Identification  Key Business Objectives
 Types of Stakeholders  Tradeoff Matrix
 List of Stakeholders  Exploration Factor
 Customer-Developer Interaction  Requirements Variability

35

Speculate Phase
 Determine organizational capability/mission needs
 Identifies feature-sets and system requirements
 The major output is a “System Release Plan”
Speculate Phase

Gather Requirements

 Analyze Feasibility Studies
 Evaluate Marketing Reports
 Gather Stakeholder Suggestions
 Examine Competitive Intelligence
Cost Estimation  Collaborate with Customers Product Backlog

 Establish Estimate Scope  Product Features List
 Establish Technical Baseline  Feature Cards
 Collect Project Data  Performance Requirements
 Size Project Information  Prioritize Features
 Prepare Baseline Estimates  Feature Breakdown Structure

Risk Planning Release Planning

 Risk Identification  Project Startup Activities
 Risk Analysis  Assign Stories to Iterations
 Risk Responses  First Feasible Deployment
 Risk Monitoring  Estimate Feature Velocity
 Risk Control  Determine Product Scope

36

Explore Phase
 Determine technical iteration objectives/approaches
 Identifies technical tasks and technical practices
 The major output is an “Operational Element”
Explore Phase

Iteration Management

 Iteration Planning
 Estimate Task Size
 Iteration Length
 Workload Management
Collaboration  Monitoring Iteration Progress Technical Practices

 Pair Programming  Reduce Technical Debt
 Daily Standup Meetings  Simple Design
 Daily Product Team Interaction  Continuous Integration
 Stakeholder Coordination  Ruthless Automated Testing
 Customer Interactions  Opportunistic Refactoring

Team Decisions Team Development

 Decision Framing  Focus Team
 Decision Making  Molding Group into Team
 Decision Retrospection  Develop Individual Capabilities
 Leadership and Decision Making  Coach Customers
 Set and Delay Decision Making  Orchestrate Team Rhythm

37

Adapt Phase
 Determine the effectiveness of operational elements
 Identifies customer feedback and corrective actions
 The major output is a “Process Improvement Plan”
Adapt Phase

Customer Focus Groups

 Requirements Reviews
 Preliminary Design Reviews
 Critical Design Reviews
 Product Demonstration Reviews
Adaptive Action  Acceptance Testing Reviews Technical Reviews

 Release Plan Adaptations  Desk Checks/Individual Reviews
 Iteration Plan Adaptations  Structured Walkthroughs
 Feature Set Adaptations  Formal Software Inspections
 User Story Adaptations  Quality Assurance Audits
 Task Plan Adaptations  Configuration Management Audits

Project Reporting Team Evaluations

 Scope and Quality Status  Communications Quality
 Cost and Schedule Status  Team Cohesiveness
 Risk and Value Status  Interpersonal Trust
 Customer Satisfaction Status  Individual Talent and Effort
 Team and Agility Status  Team Performance/Effectiveness

38

Close Phase
 Determine project outcome and effectiveness
 Identifies strengths, weaknesses, and rewards
 The major output is a “Lessons-Learned Report”
Close Phase

Clean Up Open Items

 Close Open Action Items
 Close Open Change Requests
 Close Open Problem Reports
 Close Open Defect Reports
Project Celebration  Close Open Project Issues Support Material

 Individual Rewards  Finalize Documentation
 Group Rewards  Finalize Production Material
 Partner Rewards  Finalize Manufacturing Material
 Managerial Rewards  Finalize Customer Documentation
 Product Rewards  Finalize Maintenance Information

Final Reports Final Retrospective

 End-of-Project Reports  Process Performance Assessment
 Administrative Reports  Internal Product Assessment
 Release Notes  External Product Assessment
 Financial Reports  Team Performance Assessment
 Facilities Reports  Project Performance Assessment

39

Agenda

40

Write User Stories
 Release planning begins by identifying user needs
 User needs are captured in form of user stories
 Customer records needs on user story cards
Write User Stories

Hold
Customer
Meeting
Verify Propose
User User
Stories Stories

Record Clarify
User User
Stories Stories

Cohn, M. (2004). User stories applied: For agile software development. Boston, MA: Pearson Education.
41

Estimate User Stories
 The complexity of each user story is then estimated
 Complexity is captured in the form of story points
 Story points are a relative size of user needs
Estimate User Stories

Estimate
Using
Delphi (PERT)
Estimate Estimate
Using Using
Prototypes (Spikes) Planning Poker

Estimate Estimate
Using Using
Algorithmic Models Analogy

42

Prioritize User Stories
 Customers must prioritize all of their user stories
 Cost, value, risk, and other factors are considered
 Tradeoffs are made when rank ordering user stories
Prioritize User Stories

Estimate
Total
Resources
Verify Estimate
Overall Business
Sequence Value

Sequence Estimate
User Technical
Stories Risks

43

Split User Stories
 Stories may be decomposed for a variety of reasons
 Oftentimes, user stories are too big and complex
 Customers are responsible for splitting them
Split User Stories

Evaluate
User Story
Size
Divide Evaluate
and Reorder Needed
User Stories Resources

Evaluate Evaluate
Risks and Business
Sequence Value

44

Develop Release Plan
 Customers identify which user stories they want
 Developers estimate iteration length, budget, etc.
 A release plan is designed covering 9 to 18 months
Develop Release Plan

Select
Release
Scope
Develop Select
Release Iteration
Plan Velocity & Length

Identify Estimate
Overall Release
Constraints Budget

45

User Story Example
 Simple one sentence user needs from customers
 May be decomposed into lower level user stories
 Acceptance test criteria are often written as well

46

Agenda

47

Write Technical Tasks
 Customers and developers review user stories
 Developers divide user stories into technical tasks
 Detailed technical activity is recorded on task cards
Write Technical Tasks

Hold
Customer
Meeting
Develop Review
Acceptance User
Criteria Stories

Write Identify
Task Technical
Descriptions Tasks

48

Assign Technical Tasks
 Complete task list is reviewed by developers
 Technical requirements are aligned by skill sets
 Technical tasks are assigned to programmer pairs
Assign Technical Tasks

Evaluate
Initial
Tasks
Assign Identify
Tasks Technical
to Pairs Requirements

Organize Align with
Into Skills and
Pairs Interests

49

Estimate Technical Tasks
 Technical tasks are analyzed by pair groupings
 Effort is estimated by analogy, Delphi method, etc.
 Unit test cases are developed and tasks are verified
Estimate Technical Tasks

Analyze
Assigned
Tasks
Verify Estimate
Technical by Analogy,
Tasks Delphi, Tool, etc.

Develop Determine
Unit Level Effort in
Test Cases Ideal Days

50

Decompose Technical Tasks
 Overall technical task sizes are evaluated
 Larger tasks are decomposed into smaller ones
 New technical tasks are developed and propagated
Decompose Technical Tasks

Analyze
Technical
Task Sizes
Assign New Decompose
Technical Tasks Large
to Pairs Technical Tasks

Write New Identify
Technical Task New
Descriptions Technical Tasks

51

Develop Iteration Plans
 Establish individual productivity time and pace
 Balance the workload among individual resources
 Develop iteration plans with tasks, dates, pairs, etc.
Develop Iteration Plans

Establish
Personnel
Load Factors
Establish Balance
Iteration Personnel
Plan Resources

Compile Establish
Technical Task Technical Task
Assignments Traceability

52

Release/Iteration Plan
 An example of release and iteration plan
 Relationships between user stories and plans
 Shows key data such as story points and velocity
Product Backlog, Release Plan, & Iteration Plan

Product Backlog Release Plan Iteration Plan
User Story Points Release Iteration Task Team Plan Actual

 Find a flight 1  Release 1 Iteration 1  Specify airport Bob/Sue 2 hours 1 hours
 Specify dates 2 hours 1 hours
 Specify times 2 hours 1 hours
 Reserve a flight 2 Iteration 2  Enter name John/Dave 4 hours 3 hours
 Enter address 4 hours 3 hours
 Get confirmation no 4 hours 3 hours
 Book a flight 4 Iteration 3  Enter credit card Barb/Carol 8 hours 6 hours
 Enter billing info 8 hours 6 hours
 Get receipt 8 hours 6 hours
 Verify a flight 1  Release 2 Iteration 4  Enter confirmation no Matt/Ken 2 hours 2 hours
 View itinerary 2 hours 2 hours
 View payment info 2 hours 2 hours
 Generate itinerary 2 Iteration 5  Enter confirmation no Jim/Jane 4 hours 3 hours
 Print itinerary 4 hours 3 hours
 Download itinerary 4 hours 3 hours
 Check flight status 4 Iteration 6  Enter confirmation no Nat/Tim 8 hours 6 hours
 View flight status 8 hours 6 hours
 View gate info 8 hours 6 hours
 Change flight 4  Release 3 Iteration 7  Enter confirmation no Kim/Pat 8 hours 6 hours
 Change dates 8 hours 6 hours
 Change times 8 hours 6 hours
 Cancel flight 1 Iteration 8  Enter confirmation no Sam/Ron 2 hours 2 hours
 Cancel flight 2 hours 2 hours
 Verify cancellation 2 hours 2 hours
 Get a refund 2 Iteration 9  Enter confirmation no Mark/Dan 4 hours 4 hours
 Initiate refund 4 hours 4 hours
 Verify refund status 4 hours 4 hours

53

Agenda

54

Wideband Delphi (PERT)
 Created by RAND corporation in 1940s
 Applied to software effort estimation in 1970s
 Relies on expert judgment and consensus (PERT)
Estimate Using Wideband Delphi (PERT)

Hold
Meeting with
Customers
Discuss Review
and Verify Each
Estimates User Story

Use PERT Solicit
to Combine Individual
Estimates Estimates

Graefe, A., & Armstrong, J. S. (2011). Comparing face-to-face meetings, nominal groups, delphi, and prediction markets on an estimation task.
International Journal of Forecasting, 27(1), 183-195.
55

Planning Poker
 Created by James Grenning for Scrum in 2002
 Similar to Wideband Delphi (or PERT) estimating
 Goal is to estimate size (complexity) in story points
Estimate Using Planning Poker

Hold
Meeting with
Customers
Discuss Distribute
and Verify Planning
Estimates Poker Cards

Vote on Review
Size in Each
Story Points User Story

Molokken-Ostvold, K., & Haugen, N. C. (2007). Combining estimates with planning poker: An empirical study. Proceedings of the 18th Australian
Software Engineering Conference (ASWEC 2007), Melbourne, Australia, 349-358.
56

Analogous Estimating
 Utilized for software estimating in the 1970s
 Goal is to match new user stories with prior ones
 Generates estimate based on similar historical work
Estimate by Analogy

Hold
Meeting with
Customers
Agree on Review
Size of New Each
User Stories User Story

Match Analyze
Old and New Previous
User Stories User Stories

Wen, J., Li, S., & Tang, L. (2009). Improve analogy-based software estimation using principal components analysis and correlation weighting.
Proceedings of the 16th Asia-Pacific Software Engineering Conference (APSEC'2009), Penang, Malaysia, 179-186.
57

Algorithmic Models
 First regression models popularized in 1970s
 Grew into complex logarithmic models in 1990s
 Many algorithms and tools exist for agile estimates
Estimate Using Algorithmic Models

Hold
Meeting with
Customers
Average Review
Output of Each
Algorithmic Models User Story

Generate Select
One or More One or More
Estimates Algorithmic Models

Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? An analysis of extreme programming, test-driven development,
pair programming, and scrum (using real options). TickIT International, 10(4), 9-18.
58

Prototypes (Spikes)
 Prototyping applied to software in the 1970s
 Used for estimation by JAD and Spiral in 1980s
 Agile teams create rapid “Spikes” to size user stories
Estimate Based on Prototypes (Spikes)

Hold
Meeting with
Customers
Estimate Review
User Story Each
from New Data User Story

Develop Identify
Rapid Problematic
Prototype (Spike) User Stories

Keaveney, S., & Conboy, K. (2006). Cost estimation in agile development projects. Proceedings of the
European Conference on Information Systems (ECIS 2006), Goteborg, Sweden.
59

Agenda

60

Risk Planning
 Kickoff meeting is held during release planning
 Type of project and risks of initial stories identified
 Risk management process is aligned with challenges
Risk Planning

Hold
Customer
Meeting
Identify
Review and Approve
Risk Processes
Risk Plan
or Stages

Identify Identify
Risk Evaluation Risk Tracking
Criteria Artifacts

Hamilton-Whitaker, T. (2009). Agile risk management for projects and programmes. Retrieved April 20, 2011
from http://agile101.net/2009/07/27/agile-risk-management-for-projects-and-programmes.
61

Risk Identification
 Low level risks identified at each stage
 Risks are attached to stories, tasks, tests, etc.
 Many risks identified during standups/retrospectives
Risk Identification

Identify
Risks During
Release Planning
Identify Identify
Risks During Risks During
Retrospectives Sprint Planning

Identify Identify Risks
Risks During During Daily
Sprint Reviews Standups

62

Risk Assessment
 Risk backlog is periodically reviewed
 Risks are categorized along with likelihood
 Risk impact is estimated and risk data is verified
Risk Assessment

Review
Risk
Backlog
Verify Categorize
Risk or Determine
Assessment Data Type of Risk

Identify Determine
Impact of Risk Probability
Potential Risk or Likelihood

63

Risk Response
 Risks are reviewed along with response types
 Appropriate responses are selected and assigned
 Contingency plans are developed if risks are realized
Risk Response

Review
Risk
Assessment Data
Verify Review
Risk Risk Response
Response Data Categories

Define Select a
Contingency Risk Response
Plans and Actions Category

64

Risk Review
 Risk meetings are held with customers
 High priority risks are evaluated from backlog
 Risks are mitigated and reprioritized as necessary
Risk Review

Review
Risk
Backlog
Re-categorize Evaluate
& Reprioritize High-Priority
Risk Backlog Risks

Activate Determine if
Risk Responses Risks Have
if Necessary Been Realized

65

Agenda

66

Security by Plan
 First step is to appoint a security team lead
 Identifying security risks & requirements is key
 Emphasis on training & security incident prevention
Security by Plan

Appoint
Security
Coordinator
Develop Perform
Security Security
Plan Training

Identify Security Perform Security
& Privacy & Privacy Risk
Requirements Assessment

Microsoft. (2009). Security development lifecycle for agile development. Redmond, WA: Author.
Microsoft. (2010). Security development lifecycle. Redmond, WA: Author.
67

Security by Design
 Next step is to identify design requirements
 Identify security architecture and subsystems
 Develop threat model and reduce attack surface
Security by Design

Identify Security
& Privacy Design
Requirements
Perform Document Security
Security Architecture &
Design Review Attack Surface

Develop and
Identify Critical
Analyze Threat
Components &
Model & Reduce
Security Assets
Attack Surface

68

Security by Implementation
 Then identify development & evaluation tools
 Identify and apply security patterns & practices
 Must perform manual & automated code reviews
Security by Implementation

Identify
Development
Environment
Perform Manual
Identify Static
& Automated
& Dynamic
Security
Security Tools
Code Analysis

Identify Security
Apply
Coding Patterns,
Security Coding
Standards, &
Best Practices
Practices

69

Security by Validation
 Also develop security test plans and procedures
 Perform automated security testing & analysis
 Validate to-be vs. as-is security architecture
Security by Validation

Create
Security & Privacy
Test Plans &
Review Procedures
Perform Dynamic
Test Results &
Security Testing
Update Security
& Analysis
Documentation

Perform Threat Perform Fuzz
Model & Attack & Penetration
Surface Review Testing

70

Security by Support
 Finally, develop security incidence response plan
 Systematically collect security incident reports
 Analyze, implement, re-verify, and update
Security by Support

Develop
Incidence
Response Plan
Implement & Verify
Perform Final
Security Changes,
Security Review &
Enhancements,
Archive Project
& Upgrades

Collect, Analyze,
Develop & Prioritize
& Classify
Security
Security Incident
Maintenance Plans
Reports

71

Top 25 Vulnerabilities
 Top 25 security vulnerabilities identified each year
 Many resources available to help mitigate them
 88% are preventable by security engineering
Top 25 Most Dangerous Security Vulnerabilities

Interactions Resources Defenses

 Cross Site Scripting  Buffer Overflow  Access Control

 SQL Injection  Path Traversal  Untrusted Inputs

 Cross Site Requests  PHP File Inclusion  Missing Encryption

 Unrestricted File Upload  Incorrect Buffer Length  Hard Coded Credentials

 OS Command Injection  Improper Exceptions  Missing Authentication

 Information Exposure  Array Index Validation  Permission Assignment

 URL Redirection  Integer Overflow  Cryptographic Algorithm

 Race Condition  Buffer Size Calculation

 Software Download

 Resource Allocation

Brink, D. E. (2010). Security and the software development lifecycle: Secure at the source. Boston, MA: Aberdeen Group.
Sans Institute. (2010). Top 25 most dangerous software errors. Retrieved April 21, 2011 from http://www.sans.org/top25-software-errors
72

Agenda

73

Multi-Level Teams
 Enables projects to plan for the future and present
 Decomposes capabilities into implementable pieces
 Unclogs the drainpipes to let the execution flow freely
Multi-Level Teams

Product Management Team Product Management Team

 Chief Product Manager
 Chief Architect
 Product Development Manager
 Release Management Team members (1-2 per release team)

Release Management Team Release Management Team

 Product Manager
 Project Manager
 Chief Architect
 Feature team members (1-2 per feature team)

Feature Team Feature Teams

 Product Specialist (and owner)
 Iteration Manager
 Technical and product Members
 Development team members (1-2 per development team)

74

Multi-Level Planning
 Enables multiple level enterprise plans to co-exist
 Allows stakeholders to build viewpoint-specific plans
 Ensures capabilities are delivered at regular intervals
Multi-Level Planning

Product Roadmap Product Roadmap

 Enterprise architecture needs
 Capability focused
 Vision, objectives, and backlog
 18 to 36 weeks

Release Plan Release Plan

 Subsystem architecture
 Feature set focused
 Strategy, objectives, and backlog
 6 to 12 weeks

Iteration Plan Iteration Plan

 Component-level architecture
 User story focused
 Implementation plan, objectives, and backlog
 2 to 4 weeks

75

Multi-Level Backlog
 Enables multiple levels of abstraction to co-exist
 Allows customers and developers to communicate
 Makes optimum use of people’s time and resources
Multi-Level Backlog

Capabilities Capability

 Mission goal or objective level
Capability Capability Capability  High-level business or product function
1 2 3
 Also called an Epic, i.e., multiple feature sets
 Comprises 18-90 days worth of work

Feature Sets Feature Set

 Cross-functional mission threads
Feature Feature Feature
1 2 3
 Related user stories that are grouped together
 Also called a Theme, i.e., implemented as an entity
 Comprises 6 to 30 days worth of work

User Stories User Story

Story 1 Story 4 Story 7  Functional, system-level requirements
 Simple requirement written by customer or user
Story 2 Story 5 Story 8
 A small unit of functionality having business value
Story 3 Story 6 Story 9  Comprises 2 to 10 days worth of work

76

Multi-Level Coordination
 Enables lean and agile methods to scale-up
 Allows enterprises to create large-scale programs
 Unleashes optimum productivity and overall control
Multi-Level Coordination

Capability Team

Feature Set Team Feature Set Team Feature Set Team

Feature Team Feature Team Feature Team

77

Multi-Level Governance
 Enables enterprises to achieve functional needs
 Allows programs to coordinate functional activities
 Ensures optimal technical performance is achieved
Multi-Level Governance

Governing Team

R T S

Functional Team Functional Team Functional Team
R R R T T T S S S
R R R T T T S S S
R R R T T T S S S

Feature Team Feature Team Feature Team
R A D R A D R A D R A D R A D R A D R A D R A D R A D
I T C I T C I T C I T C I T C I T C I T C I T C I T C
Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S

78

Multi-Level Delivery Model
 Begins with a high-level product vision/architecture
 Includes multi-level teams and product requirements
 Demonstrates agile delivery model for large programs

Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.
79

Agenda

80

Standard Practices
 Standard practices is an oft cited aid to virtual teams
 Agile methodologies are not known in every country
 Training should be provided and standards created

VIDEO
Video used to record and playback
communications

CODING
Coding conventions are established

WIRE FRAMES
Wire frames are used for visual support

USER STORIES
Customer needs are captured in user stories

TEMPLATES
Templates are established for project communications
PROCESSES
Entire team follows the same agile process
TRAINING
Entire team is trained on agile methods

Young, C., & Terashima, H. (2008). How did we adapt agile processes to our distributed development? Agile Conference, Toronto, Canada, 304-309. 81

Virtual Infrastructure
 Infrastructure needs are most often overlooked
 Many countries do not have adequate computers
 Internet service is also a luxury in across the globe

SECURITY
Information security is established to
protect project information

SUPPORT
24x7 infrastructure support is available

INTERNET
Broadband Internet is leased and utilized

SOFTWARE
Synchronous and asynchronous tools are selected

SERVERS
Dedicated servers are established for project information
LAPTOPS
Entire team is provided with laptops for office and home use
MOBILE
Entire team is provided with cell phones, smart phones, tablets, etc.

Vax, M., & Michaud, S. (2008). Distributed agile: Growing a practice together. Agile Conference, Toronto, Canada, 310-314. 82

Virtual Tools
 Many projects do not standardize development tools
 Complete development tools are easy to assemble
 Development environments should be integrated

MULTIMEDIA
Development tools with collaborative
capabilities are utilized

CONTENT
Wikis and other repositories are utilized

METRICS
Code metrics and defect tracking tools are used

TESTING
Unit, system, and acceptance testing tools are used

BUILD
Build tools are used for continuous integration and deployment
VERSIONING
Configuration management tools are used to manage source code
WORKFLOW
Release and iteration workflow tools are used

Cannizzo, F., Marcionetti, G., & Moser, P. (2008). Evolution of the tools and practices of a large distributed agile team. Agile Conference, Toronto, Canada, 513-518. 83

Virtual Meetings
 Frequent communication is a key to project success
 Communication is better than documentation alone
 A critical key is to encourage frequent interactions

SPLINTER
Virtual splinter group meetings are
held, i.e., design, brainstorming, etc.

RETROSPECTIVE
Virtual iteration retrospectives are held

DEMONSTRATION
Entire team participates in virtual demonstrations

DEVELOPMENT
Virtual development meetings held, i.e., pair programming

STANDUP
Entire team participates in virtual daily standup meetings
ITERATION
Entire team participates in virtual iteration planning meetings
RELEASE
Entire team participates in virtual release planning sessions

Summers, S. (2008). Insights into an agile adventure with offshore partners. Agile Conference, Toronto, Canada, 513-518. 84

Light Coordination
 The work of two or more teams requires facilitation
 Local/remote team leaders must communicate often
 All team leaders can then pass on critical information

FEEDBACK
Customer feedback to developers is
provided very quickly

REPORTING
Manual and automated status reporting

FACILITATION
Proactive management of intercultural dissonance

TECHNICAL
Coordination between local and remote technical leaders

GOVERNANCE
Lightweight governance teams with local and remote members
LEADERSHIP
Regular communications between local and remote process leaders
CUSTOMER
Regular communications between customers and remote teams

Drummond, B. S., & Unson, J. F. (2008). Yahoo distributed agile: Notes from the world over. Agile Conference, Toronto, Canada, 315-321. 85

Periodic Rotations
 Periodic F2F interaction is a CSF for virtual teams
 Teams should meet at critical junctures, i.e., kickoff
 Rotating customers and leaders helps establish trust

ENDPOINTS
Teams collocate at critical junctures,
i.e., kickoff, middle, closeout, etc.

DEVELOPMENT
Teams periodically collocate for iterations

PLANNING
Teams collocate for release and iteration planning

PERSONNEL
Individuals rotate to maintain healthy relationships

LEADERS
Project leaders keep local and remote teams in-synch
AMBASSADORS
Ambassadors are exchanged to minimize intercultural dissonance
CUSTOMERS
Customer apprises remote teams of product vision, mission, goals, objectives, etc.

Robarts, J. M. (2008). Practical considerations for distributed agile projects. Agile Conference, Toronto, Canada, 327-332. 86

Regional Localization
 Minimizing interfaces between timezones is oft cited
 Products should be structured to localize activities
 It’s easier to communicate with nearshore teams

DEVELOPMENT
Subsystem interfaces are devised to
localize development activities

SOCIALIZATION
Remote teams engage in social activities

EMPOWERMENT
Empower remote teams to make technical decisions

MEETINGS
Hold synchronous meetings at the local level

LEADERS
Empower local personnel to serve as process facilitators
CUSTOMERS
Empower local personnel to serve as customer proxies
TIMEZONES
Minimize organizational interfaces and organize teams by timezones

Ramesh, B., Cao, L., Mohan, K., & Xu, P. (2006). Can distributed software development be agile? Communications of the ACM, 41(10), 41-46. 87

Agenda

88

What is Kanban?
 Kan-ban ('kæn-bæn): Signboard, billboard, signal
cards; Lean, just-in-time system of production
 A lean and just-in-time manufacturing process for
regulating the flow of production based on demand
 A pull-system philosophy of customized production vs.
a push system of mass-market manufacturing
 A set of principles for creating a lean, efficient, and
waste-free product flow by limiting work-in-process
 Use of simple organizational policy changes resulting
in order-of-magnitude performance improvements

  Framework for optimizing workflow that maximizes
efficiency, product quality, and customer satisfaction
Kniberg, H., & Skarin, M. (2010). Kanban and scrum: Making the most of both. Toronto, ON: C4 Media, Inc.
Ladas, C. (2008). Scrumban: Essays on kanban systems for lean software development. Seattle, WA: Modus Cooperandi.
Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. 89

Kanban Goals
 Kanban initially seeks to change as little as possible
 Change without resistance is the first Kanban goal
 Focus on improving quality, lead time and morale
Goal 1 Optimize existing processes (rather than change them)

Goal 2 Deliver high product quality (to build stakeholder trust)

Goal 3 Reduce long lead times (and stabilize them)

Goal 4 Achieve sustainable pace (work-life balance)

Goal 5 Provide process slack (for process improvement)

Goal 6 Simplify workload prioritization (of customer needs)

Goal 7 Provide transparency (into design and operations)

Goal 8 Strive for process maturity (to improve performance)

Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.
90

Kanban Recipe for Success
 Based on principles for product development flow
 Uses operations and mathematical queue theory
 Pragmatic operating principles for development
Focus on Quality Reduce WIP Deliver Often Balance Demand Prioritize Attack Variability

 Walkthroughs  Process flowcharts  Short releases  Regulate inputs  Prioritize inputs  Work item size

 Inspections  Workflow analysis  Short increments  Identify bottlenecks  Business focus-  Work item type mix
 Technical reviews  Kanban boards  Short iterations  Create slack  Business value focus  Service class mix
 Peer reviews  Limit work tasks  Small releases  Limit work-in-process  Influence prioritization  Irregular flow
 Pair programming  Limit queues  Frequent releases  Create pull system  Stabilize process  Rework

 Test driven design  Limit buffers  Small batch sizes  Focus on precision  Build stakeholder trust  Ambiguous reqmnts.
 Continuous integration  Limit backlogs  Customer collaboration  Focus on quality  Perform risk analysis  Expedited requests
 Design patterns  Simple prioritization  Developer collaboration  Take pride in work  Analyze demand  Environment avail.
 Refactoring  Adequate resources  Ample communication  Improve morale  Evaluate size  Market fluctuations

 Design simplicity  Process automation  Frequent builds  Learn new skills  Evaluate complexity  Coordination
 Usability engineering  Policy statements  Deploy often  Obtain training  Market forecasting  Technological change
 Formal methods  Simplify process  Automatic updates  Continuously improve  Technology analysis  Skill/experience mix

91

Value Stream Mapping
 Start by flow-charting the as-is product workflow
 Add buffers and queues one feels are necessary
 Add WIP limits to buffers, queues, and activity

92

Work-in-Process
 High work-in-process leads to longest lead times
 Low work-in-process greatly reduces lead times
 Results in better customer trust and satisfaction
Bad Project Good Project
175 240

140 192
Features

Features
105 144

70 96

35 48

0 0
10/9 10/23 11/6 11/20 12/4 12/18 1/1 1/15 1/29 2/12 2/26 2/10 2/17 2/24 3/2 3/9 3/16

Time Time
Inventory Started Designed Coded Complete Inventory Started Designed Coded Complete

93

Agenda

94

Basic Agile Proj. Mgt. Metrics
 Agile methods are based on traditional measures
 Size, effort, velocity, structure, and quality common
 Top-notch shops use satisfaction and business value
Type Example
Size Story Points, Ideal Days, Function Points, Lines of Code, etc.

Effort Ideal or Actual Hours, Days, Weeks, Months, Years, etc.

Velocity Release/Iteration Burndown/Burnup, Cumulative Flow, EVM, etc.

Structure Object-Oriented, Relational Database, McCabe, Halstead, etc.

Quality Running Tested Features, Defect Density, FURPS, MTBF, etc.

Satisfaction CUPRIMDA, Communications, Trust, Loyalty, Retention, etc.

Business Value Costs, Benefits, BEP, B/CR, ROI, NPV, IRR, ROA, EBV, etc.

Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation.
Ft. Lauderdale, FL: J. Ross Publishing.
95

Burndown/Burnup Metrics
 Time expended is used for project tracking
 Tracked on a per iteration or per sprint basis
 Often described as a basic earned value metric
Type Example
Ideal Days How many days something takes without interruptions

Actual Days How many days something takes with interruptions

Ideal Hours How many hours something takes without interruptions

Actual Hours How many hours something takes with interruptions

User Stories How many customer requirements have been satisfied

Story Points How many units of software size have been satisfied

Technical Tasks How many technical tasks have been completed

Cohn, M. (2006). Agile estimating and planning. Upper Saddle River, NJ: Pearson Education.
96

Agile Cost Models
 Costs based on productivity and quality models
 Development costs based on LOC  productivity rate
 Maintenance costs based on defects  KLOC  MH
Type Example
Basic Form (LOC  Productivity + Quality  KLOC  100)  Hourly Rate

XP (LOC  16.1575 + 0.7466  KLOC  100)  Hourly Rate

TDD (LOC  29.2800 + 2.1550  KLOC  100)  Hourly Rate

PP (LOC  33.4044 + 2.3550  KLOC  100)  Hourly Rate

Scrum (LOC  05.4436 + 3.9450  KLOC  100)  Hourly Rate

Agile (LOC  21.2374 + 1.7972  KLOC  100)  Hourly Rate

97

Agile Business Value
 A major principle of Agile Methods is creating value
 ROI is the measure of value within Agile Methods
 There are seven closely related ROI measures
Type Example
Costs Total amount of money spent on agile methods

Benefits Total amount of money gained from using agile methods

Breakeven Point when the benefits of using agile methods exceed the costs

B/CR Ratio of agile methods benefits to costs of using agile methods

ROI Ratio of adjusted agile methods benefits to costs of using them

NPV Present value of agile methods benefits that result from their use

Real Options Value gained from incremental investments in high-risk projects

98

Agile EVM
 EVM has been adapted to Agile Methods
 EVM based on notion that total scope is known
 EVM may “not” be well-suited for large agile projects
Type Example
PMB Total number of story points planned for a release

SBL Total number of iterations multiplied by iteration length

BAC The planned budget for the release

PPC Number of current iterations divided by planned iterations

APC Total story points completed divided by story points planned

SPC Story points of work completed from backlog during iteration

SPA Story points added/subtracted from backlog during iteration

Sulaiman, T., Barton, B., & Blackburn, T. (2006). Agile EVM: Earned value management in scrum projects. Proceedings of the Agile 2006 Conference (Agile
2006), Minneapolis, Minnesota, USA, 7-16.
99

Agenda

100

Extreme Programming
 Costs based on avg. productivity and quality
 Productivity ranged from 3.5 to 43 LOC an hour
 Costs were $136,551, benefits were $4,373,446
Metric Formula Value
Costs (10,000 16.1575 0.7466 10 30) 100 $136,551

Benefits (10,000 .51 – 6,666.7 ) 100 – $136,551 $4,373,446

B/CR $4,373,446 $136,551 32:1

ROI ($4,373,446 – $136,551) $136,551 100% 3,103%

NPV ( ($4,373,446 1.055) – $136,551
5
i 1 5) $3,650,396

BEP $136,551 ($4,509,997 $136,551 – 1) $4,263
NORMSDIST (8.07) $4,373,446 –
ROA $4,267,100
NORMSDIST (7.59) $136,551 EXP (–5% 5)

101

Test Driven Development
 Productivity ranged from 12 to 46 LOC an hour
Costs (10,000 29.2800 + 2.1550 10 100) 100 $249,653

Benefits (10,000 10.51 – 6,666.67 9) 100 – $249,653 $4,260,344

B/CR $4,260,344 $249,653 17:1

ROI ($4,260,344 – $249,653) $249,653 100% 1,607%

NPV ( ($4,260,344 1.055) – $249,653
5
i 1 5) $3,439,359

BEP $249,653 ($4,509,997 $249,653 – 1) $14,629
NORMSDIST(2.79) $4,260,344 –
ROA $4,074,506
NORMSDIST(1.27) $249,653 EXP(–5% 5)

102

Pair Programming
 Productivity ranged from 15 to 86 LOC an hour
Costs (10,000 33.4044 + 2.3550 10 100) 100 $265,436

Benefits (10,000 10.51 – 6,666.67 9) 100 – $265,436 $4,244,561

B/CR $4,244,561 $265,436 16:1

ROI ($4,244,561 – $265,436) $265,436 100% 1,499%

NPV ( ($4,244,561 1.055) – $265,436
5
i 1 5) $3,409,909

BEP $265,436 ($4,509,997 $265,436 – 1) $16,599
NORMSDIST(2.69) $4,244,561 –
ROA $4,050,919
NORMSDIST(1.10) $265,436 EXP(–5% 5)

103

Scrum
 Productivity ranged from 4.7 to 5.9 LOC an hour
Costs (10,000 5.4436 + 3.9450 10 100) 100 $578,202

Benefits (10,000 10.51 – 6,666.67 9) 100 – $578,202 $3,931,795

B/CR $3,931,795 $578,202 7:1

ROI ($3,931,795 – $578,202) $578,202 100% 580%

NPV ( ($3,931,795 1.055) – $578,202
5
i 1 5) $2,826,321

BEP $578,202 ($4,509,997 $578,202 – 1) $85,029
NORMSDIST(2.08) $3,931,795 –
ROA $3,660,805
NORMSDIST(-0.15) $578,202 EXP(–5% 5)

104

Agile Methods
 Productivity ranged from 3.5 to 86 LOC an hour
Costs (10,000 21.2374 + 1.7972 10 100) 100 $226,807

Benefits (10,000 10.51 – 6,666.67 9) 100 – $226,807 $4,283,190

B/CR $4,283,190 $226,807 19:1

ROI ($4,283,190 – $226,807) $226,807 100% 1,788%

NPV ( ($4,283,190 1.055) – $226,807
5
i 1 5) $3,481,988

BEP $226,807 ($4,509,997 $226,807 – 1) $12,010
NORMSDIST(2.99) $4,283,190 –
ROA $4,110,305
NORMSDIST(1.59) $226,807 EXP(–5% 5)

105

ROI of Agile Methods
 XP ROI 18X more than traditional methods
 Scrum ROI 3.4X more than traditional methods
 Agile methods ROI 10X more than trad. methods
3,700%

3,103%
Return on Investment

2,775%

1,788%
1,850% 1,607%
1,499%

925%
580%

173%
0%
XP Agile TDD PP Scrum CMMI®

Software Method

106

Agenda

107

Burndown
 Most basic tracking chart for agile projects
 Tracks number of work or time units completed
 Commonly used to track no. story points completed
Burndown Chart
Work (Story, Point, Task) or Effort (Week, Day, Hour)

Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)

Rawsthorne, D. (2009). Agile metrics. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA.
108

Burnup
 Popular tracking chart for agile projects
 Tracks number of work or time units completed
 Basic form of cumulative workflow & overall progress
Burnup Chart


Nicolette, D. (2009). Agile metrics. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA.
109

Cumulative Flow (Trad. vs. Agile)
 High work-in-process leads to longest lead times
 Low work-in-process greatly reduces lead times
 Results in better customer trust and satisfaction
Traditional vs. Agile Cumulative Flow

Traditional Cumulative Flow Agile Cumulative Flow


Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.) Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)

Anderson, D. J. (2004). Agile management for software engineering. Upper Saddle River, NJ: Pearson Education.
110

Agile EVM
 Adaptation of EVM for agile projects
 Mapping between traditional and agile projects
 Work completed is more authoritative in agile projects
Agile EVM Chart

CPI

SPI

PPC

APC


Sulaiman, T., Barton, B., & Blackburn, T. (2006). Agile EVM: Earned value management in scrum projects.
Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 7-16.
111

Earned Business Value
 ROI is estimated for user stories in agile projects
 Value accrues with each completed user story
 Value of completed tasks is more meaningful
Earned Business Value


Rawsthorne, D. (2010). Monitoring scrum projects with agile evm and earned business value metrics. Brisbane, CA: Collab.Net.
112

Agenda

113

APM Tool Variety
 There are literally dozens, if not 100s of APM tools
 There are dozens of free open source software tools
 Annual tool & price surveys are frequently conducted

VersionOne. (2010). 5th annual state of agile survey. Atlanta, GA: Author. 114
Allen, W. (2008). Agile PM tools (hosted). Retrieved May 11, 2011 from http://weblogs.asp.net/wallen.

VersionOne
 One of the first APM tools created in 2003
 Has about 36% of the marketshare for APM tools
 Free for small teams, but increases sharply thereafter
Product Roadmapping Iteration Closeout Reviews

 
 Roadmap Authoring  Sprint Reviews
 Customization  Sprint Retrospectives
 Collaboration  Issue and Action Item Tracking
 Publishing  Backlog reconciliation

Product Planning Tracking

 
 Backlog Planning and Management  Sprint and Member Tracking
 Epics, Goals, Themes, Feature Groups  Storyboard Wall
 Customer Requests and Idea Management  Task Board and Test Board
 Product Roadmapping Features  My Work and My Dashboard

Release Planning Reporting and Analytics

 
 Release Planning  Program Dashboard
 Release Forecasting  Project Dashboard
 Cross Project Planning and Scheduling  Iteration Dashboard
 Regression Test Planning  Burnup/Burndown Reports

Sprint Planning Other Features

 
 High Level Sprint Planning  Agile Closeout Reviews
 Detailed Sprint Planning  Test Management
 Capacity Planning  Collaboration
 Issue Management Features  Open Source Integration

http://www.versionone.com 115

Rally
 One of the first web-based APM tools created in 2004
 Has about 20-30% of the marketshare for APM tools
 Also free for small teams and gets more expensive
Agile Project Management Communication and Collaboration

 
 High Level Roadmap Decomposition  Customizable Role Dashboards
 Epic, Theme, and Feature Tracking  Rich Text, Email, and RSS Support
 User Story Planning and Tracking  Social Media Style Interfaces
 User Story Breakdown Management  Comments, Discussions, and IM

Multi-Team Management Development Management

 
 Organization Chart Mirroring  Requirements Management
 Multi Level Project Hierarchies  Test Management
 Common Progress and Status Views  Defect Management
 Program, Feature, and Resource Rollup  Build and Source Code Traceability

Release Planning Reporting

 
 Step by Step Release Planning  Flexible Queries and Filters
 Team Velocity Determination  Customer Tabular Graphical Reports
 Release and Iteration Schedules  Burnup/Burndown Reporting, etc.
 User Story Allocation to Iterations  User Generated Mashup Support

Iteration Planning Product Management

 
 Iteration Goal and Theme Support  Customer Feedback Management
 Team Capacity Determination  Product Field Support
 Backlog Item Prioritization  Demand Management
 Task Creation, Estimation, and Tracking  CRM Integration and Support

http://www.rallydev.com 116

ScrumWorks
 Scrum project management tool created circa 2004
 Similar size of user base to VersionOne and Rally
 Leadership in agile metrics and business value
Product Management Real Time Custom Dashboards

 
 Project Milestone Management  Velocity Charts
 Epics for Project Scope Goals  Milestone Charts
 Categorization using Themes  Cycle Time Charts
 Business Weighting and ROI  Cross Product Status Reporting

Program Management Data Accessibility

 
 Coordination of Multiple Projects  Full Excel Import/Export
 Manage and Track Overlapping Goals  Print to User Story Cards
 Shared Component/System Modeling  Web Services API
 High Level Feature Management  Backups and Notifications

Iteration Management User Management

 
 Drag and Drop Iteration Planning  Full Access Control
 Team Task Board  Role Based Access Permissions
 Sprint Task Tracking  Cross Site Role Templates
 Impediment Tracking  Security Management

Reporting and Analytics Integration

 
 Release Date Forecasting  Commercial Environment Integration
 Basic Burnup/Burndown Reporting  Open Source Environment Integration
 Canned and Custom Report Generation  Issue and Defect Tracking Integration
 Analysis of Planned vs. Actuals  Support for Tool Plugins

http://www.danube.com 117

ExtremePlanner
 XP project management tool created around 2004
 Noted commercial tool for managing XP projects
 No free version, although it is moderately priced
Multiple Project Support Test Management

 
 Multiple Project Definition  Test Criteria Generation
 Multiple Project Status Tracking  Test Case Generation and Capture
 Multiple Project Report Generation  Test Case Initiation
 Multiple Project Task Tracking  Test Status Reporting

User Story Generation Integrated Issue Tracking

 
 Cross Project Story Themes  Track Customer Support Requests
 Create a Story from an Issue  Track Bug Reports
 Theme and Story Template Reuse  Track Ad Hoc Suggestions
 Inter Project Story Management  Transition Issues to User Stories

Release Planning Report Generation

 
 Capture User Stories Generated  Velocity and Task Tracking
 Estimate and Prioritize User Stories  Iteration Burnup/Burndown Charts
 View Schedule Stories for Releases  Cumulative Workflow Diagrams
 View Estimated Effort for Releases  User Defined Reports

Drag and Drop Iteration Planning Notification and Alerts

 
 Iteration Generation and Management  Email Notifications
 Drag and Drop User Story Management  Notification Capture and Management
 Iteration Effort Estimation  Notification Viewing and Filtering
 Iteration Status Reporting  User Selectable Notifications

http://www.extremeplanner.com 118

Mingle
 APM tool created by ThoughtWorks in late 2007
 Extensible templates for multiple agile methods
 Growing user base that is free for small teams
Program Management Test Management

 
 Support for Multiple Projects  Visual Defect Workflows
 Multi Project Status Tracking  User Story and Defect Traceability
 Multi Project Report Generation  RSS and Email Test Alerting
 Resource Allocation and Management  Wiki Support for Screenshots and Reports

Project Management Project Collaboration

 
 Multi Agile Method Support  Virtual Drag and Drop Card Walls
 Customizable Dashboards  Integrated Wiki
 Workflow Generators  RSS Feeds and Email Alerts
 User Management and Access Control  Murmurs, Queues , and Comments

Release and Iteration Planning Enterprise Support

 
 Hierarchical Card Trees  Application Life Cycle Management
 Prioritized Card Ranking  Integration with IDEs
 User Story Searching and Recall  Integration with Versioning Tools
 Global User Story Updating  Integration with Build/Deployment Tools

Tracking and Reporting External Interfaces

 
 Customizable Templates  I/O from Common Data Formats
 Customizable Tabs, Favorites, and Views  Integration with External Databases
 Advanced Filtering, Properties, and Tags  Integration with Workflow Tools
 Burndown, Velocity, and Ad Hoc Reports  Integration with External Software

http://www.thoughtworks-studios.com 119

Target Process
 APM tool originally created for XP circa 2004
 Now includes support Scrum, Lean, Kanban, etc.
 Also free for small teams and then price rises sharply
Agile Planning and Tracking Quality Assurance

 
 Backlog Management and Prioritization  Test Plan and Test Case Generation
 Release and Iteration Planning  Automated Test Initiation
 Task Boards and Personal To Do Lists  User Story/Test Case Traceability
 Impediments and Blockage Management  Defect Tracking and Management

Lean Development Reports and Dashboards

 
 Value Stream Mapping  Customizable Dashboards
 Kanban Boards  Release and Iteration Forecasting
 Cumulative Workflow Diagrams  Release and Iteration Burndown Charts
 Work in Process Limits  Task, User Story, and Iteration Progress

Customization Collaboration

 
 Customizable Development Process  Customizable Email Notifications
 Customizable User Roles and Terminology  Content Sharing and Management
 Customizable Navigation and Lists  Support for Multiple Content Types
 Customizable Fields and Other Attributes  Integration with Synchronous Tools

Integration Product Support

 
 Web Services API  Customer Help Desk Portal
 Visual Studio and Eclipse IDE Integration  Ideas and Issues Tracking
 Subversion, Bugzilla, JUnit, and Selenium  Bug Reports Traceable to User Stories
 Single Sign On Support  Full Customer Email Integration

http://www.targetprocess.com 120

Agenda

121

Agile Contracting Models
 New contract models emerged for agile contracts
 Goals, objectives, and visions are established early
 Buyers and suppliers collaborate throughout contract
Contract Type Description
Dynamic Value Specify initial scope and needs (with iterative enhancements)

Performance Based Establish performance objectives (but not technical solutions)

Target Cost Broad boundaries for time, cost, and quality (but not scope)

Optional Scope Set minimum and maximum costs (based on initial scope)

Collaborative Outline initial scope (with fixed no. of releases and iterations)

Lean Lean tools such as small batches, Kanban, WIP constraints, etc.

Rico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com.
122

Performance Based Acquisition
 Developed by U.S. DoD in the 2000 timeframe
 Born out of radical acquisition reforms of 1990s
 Focuses on objectives and outcomes vs. process
Performance Based Services Acquisition

Integrated Solutions Team Problem Statement Private and Public Solutions
 Ensure management involvement  Link acquisition to strategic roadmap  Team approach to market research
 Tap multi disciplinary expertise  Link acquisition to mission objectives  Learn from public sector
 Define roles and responsibilities  Link acquisition to performance goals  Consult with private sector firms
 Develop rules of conduct  Define desired results at a high level  One on one industry meetings
 Empower and incentivize team  Decide what constitutes success  Look for existing contracts
 Identify stakeholders  Determine current performance level  Document market research

Statement of Objectives Measure Performance Select Contract Manage Performance
 Elevator message  Success determinants  Compete the solution  Keep the team together
 Describe the scope  Quality standards  Oral presentations  Roles and responsibilities
 Performance objectives  Proposed metrics  Past performance  Assign accountability
 Share objectives  Meaningful measures  Best value evaluation  Formal kick off meeting
 Identify the constraints  Contractual language  Final source selection  Performance based mgt
 Develop the background  Order of precedence  Conflict of interest  Review performance

Gansler, J. S. (2000). Guidebook for performance based services acquisition in the U.S. DoD. Washington, DC: Author.
Sade, M. (2009). Seven steps to performance based services acquisition. Washington, DC: General Services Administration.
123

Target Cost
 Concept attributed to Toyota Production System
 Adapted for agile project management in 2005
 Good balance of structure, flexibility, & trust
Target Cost Contract

Scope Statement Statement of Work Master Agreement Release Plan Closeout
 Business vision  Development days  Non -disclosure terms  Feature priorities  Acceptance test
 System metaphor  Support estimate  Product ownership  Wireframes  Final documentation
 User stories  Contingency  Indemnification terms  Development tasks  Document handover
 Effort estimate  Cost estimate  Non-compete terms  Task effort  Deployment testing
 Priorities  Fixed profit  Administration  Iteration plan  Joint evaluation
 Roadmap  Total cost estimate  Termination terms  Workflow tool  Administrative close

Development

Iterations, Sprints, or Increments Change Management
 Perform daily standup meetings  Perform customer demonstration
 Develop acceptance and unit tests  Solicit feedback from client
 Create or refactor software code in pairs  Classify and categorize feedback
 Check-in code and perform unit testing  Negotiate scope changes with client
 Perform continuous integration  Update letter of agreement (LOA)
 Hold iteration retrospective  Update release and iteration plans

Support Processes
 Security engineering, user experience design, software certification testing, quality assurance, configuration management, etc.

Eckfeldt, B., Madden, R., & Horowitz, J. (2005). Selling agile: Target cost contracts. Proceedings of the Agile Conference (Agile 2005), Denver, Colorado, USA, 160-166.
124

PS2000 for Agile
 Developed by Norwegian Computer Society
 Adapted for IT, incremental, and agile methods
 Upfront scoping similar to Feature Driven Design
PS2000 Agile Contract

Needs Phase Solution Description Phase Approval and Completion Phase
 Perform needs analysis  Develop high level prototypes  Perform acceptance testing
 Develop uncertainty matrix Sign
 Develop architecture and design  Perform quality certification
 Analyze top level risks areas Contract  Establish development priorities  Deliver final documentation
 Identify development environment  Prepare description of solution  Perform joint project evaluation
 Prepare milestones and schedules  Verify solution description  Perform limited maintenance

Approve Prepare
Solution Delivery

Iterative Construction

Detailed Planning Product Development and Verification Testing and Debugging
 Analyze needs and solution description  Document development methods and tools  Prepare test plans and specifications
 Develop detailed iteration plan  Develop prototypes and components  Perform detailed component testing
 Develop detailed specifications  Demonstrate prototypes and components  Perform integration and system testing
 Develop detailed design models  Gather customer or end user feedback  Monitor, log, and remediate defects
 Verify detailed design  Perform verification and quality assurance  Perform quality and reliability modeling

Checkpoints, Beta Testing, and Other Services

 Configuration management, iteration retrospectives, checkpoint progress reviews, re-planning and mid-course corrections, training, etc.

Norwegian Computer Society. (2010). PS2000 standard contract for agile software development. Oslo, Norway: Author.
125

Evolutionary Acquisition
 Idea originated from Barry Boehm in 1985
 Adapted to U.S. DoD acquisitions in 1999/2000
 Incrementally insert emerging technology into acq.
Evolutionary Acquisition
MDD 6 Months MDD 12 Months MDD 18 Months MDD 24 Months MDD 30 Months
Material Increment 1 Increment 2 Increment 3 Increment 4 Increment 5
Solution Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3

Analysis Technology Strategy Technology Strategy Technology Strategy Technology Strategy Technology Strategy

A1 A2 A3 A4

Increment 1 Increment 2 Increment 3 Increment 4
Technology Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3
Development System Prototype System Prototype System Prototype System Prototype

B1 B2 B3

Increment 1 Increment 2 Increment 3
Engineering & Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3
Manufacturing Finished System Finished System Finished System

CDR C1 CDR C2 CDR

Increment 1 Increment 2
Production &
Spiral 1 Spiral 2 Spiral 3 Spiral 1 Spiral 2 Spiral 3
Deployment LRIP LRIP

FDR IOC FDR

Increment 1
Operations &
Spiral 1 Spiral 2 Spiral 3
Support FRPS

FOC

Ford, D. N., & Dillard, J. (2009). Modeling the performance an risks of evolutionary acquisition. Defense Acquisition Review Journal, 16(2), 143-158.
126

Lean & Agile Acquisition
 Originated from agile methods popularity in 2002
 Gained foothold in U.S. DoD with Scrum popularity
 Front loads acquisition process with early deliveries
Lean & Agile Acquisition

Material
Technology Engineering & Production & Operations &
Solution
Development Manufacturing Deployment Support
Analysis

6 months 12 months 18 months 24 months 30 months

Release 1 Release 2 Release 3 Release 4 Release 5
Program 1 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6

Operational Capability Operational Capability Operational Capability Operational Capability Operational Capability

MDD A1 B1 CDR C1 FDR FRP IOC FOC

Program 2 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6



Program n Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6 Sprint 0 Sprint 3 Sprint 6



Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. Defense AT&L Magazine, 39(6), 48-52.
127

Agenda

128

Diffusion of Innovations
 Idea originated with Everett Rogers in 1962
 A few early adopters will embrace a new idea
 The majority will resist change for a longer time
Diffusion of Innovations
Diffusion

Early Early Late
Innovators Laggards
Adopters Majority Majority

Rogers, E. (2003). Diffusion of innovations. New York, NY: Free Press.
129

Crossing the Chasm
 Idea originated with Geoffrey Moore in 1991
 Time between adoption phases is not uniform
 Large gap between early adopters and majority
Crossing the Chasm
Diffusion

Early Early Late
Innovators Laggards
Adopters Majority Majority

Moore, G. A. (2002). Crossing the chasm: Marketing and selling high tech products to mainstream customers. New York, NY: HarperCollins.
130

Virginia Satir Model
 Idea originated with Virginia Satir in 1980s
 Large changes plunge organizations into chaos
 Depth and length of chaos is related to its magnitude
Virginia Satir Model
Productivity

Status New
Resistance Chaos Recovery
Quo State

Satir, V., Banmen, J., Gerber, J., & Gomori, M. (1991). The satir model: Family therapy and beyond. Palo Alto, CA: Science and Behavior Books.
131

Incremental Change
 Large change, no matter how good, often fails
 Goal is to break changes into smaller increments
 Smaller and imperceptible change is more successful
Incremental Change
Productivity

Status Resist- Reco- New Status Resist- Reco- New Status Resist- Reco- New
Chaos Chaos Chaos
Quo stance very State Quo ance very State Quo ance very State

Smith, G., & Sidky, A. (2009). Becoming agile: In an imperfect world. Greenwich, CT: Manning Publications.
132

Organizational Change
 Change, no matter how small or large, is difficult
 Smaller focused changes help to cross the chasm
 Shrinking, simplifying, and motivation are key factors
How to Cross the Chasm

Switch How to Change Things When Change is Hard Influencer The Power to Change Anything

Direct the Rider Make the Undesirable Desirable
 Create new experiences - Make it interesting
 Follow the bright spots - Clone what works  Create new motives - Appeal to sensibility
 Script the critical moves - Use prescriptive behaviors
 Point to the destination - Focus on the end game Surpass your Limits
 Perfect complex skills - Establish milestones
 Build emotional skills - Build maturity and people skills

Motivate the Elephant Harness Peer Pressure
 Recruit public personalities - Involve public figures
 Find the feeling - Appeal to emotion
 Recruit influential leaders - Involve recognized figures
 Shrink the change - Use incremental change
 Grow your people - Invest in training and education Find Strength in Numbers
 Utilize teamwork - Enlist others to help out
 Enlist the power of social capital - Scale up and out

Shape the Path Design Rewards and Demand Accountability
 Use incentives wisely - Reward vital behaviors
 Tweak the environment - Simplify the change
 Use punishment sparingly - Warn before taking action
 Build habits - Create simple recipes for action
 Rally the herd - Get everyone involved Change the Environment
 Make it easy - Simplify the change
 Make it unavoidable - Build change into daily routine

Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.
Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.
133

Organization Change Methods
 Top down big bang change is most often tried
 Punctuated equilibrium is most well known form
 Project champions and coaching are very effective
Organization Change Methods
Punctuated Equilibrium One time radical organizational change often motivated by a severe crisis, i.e., crisis is a catalyst for change

Personal Influence Informal appeal for authority to change based on personal trust or relationships, i.e., elevator speech

Business Case Compelling qualitative and quantitative business value analysis, i.e., return on investment analysis

Executive Coaching Formal or informal mentoring or tutoring of organizational executives and senior leaders

Executive Commitment A personal endorsement for change from an organizational executive or senior leader

Adequate Resources Formal allocation of resources to execute a large organizational change initiative

Top Down Change One time organization change initiative based on a formal strategic plan, i.e., big bang organization change

Model Driven Change Isolated change initiatives based on step by step frameworks, i.e., PDCA, DMAIC, DMADV, etc.

Manager Involvement Psychological involvement and commitment of middle managers to avoid bureaucratic obfuscation

Employee Involvement Psychological involvement and commitment of lower level workforce to avoid operational resistance

Training & Education Formal classroom instruction and education to impart the skills necessary for successful change

Evolutionary Change The implementation of numerous smaller scale changes to prevent long term psychological resistance and chaos

Project Champion Formal appointment of an individual to take personal responsibility for success of change, i.e., heavyweight PM

Coaching & Mentoring Formal or informal mentoring or tutoring of employees or team members to help them overcome hidden obstacles

Just Do It Assuming personal responsibility for change with or without formal authorization, i.e., forgiveness vs. permission

Holman, P., Devane, T., & Cady, S. (2007). The change handbook: The definitive resource on today’s best methods for emerging whole systems. Berrett-Koehler.
134

Agenda

135

E-Commerce—Google
 Google started using agile methods in 2005
 Used it on one of their most profitable products
 Incrementally adopted agile one practice at a time
Project Name AdWords

Project Type Pay-per-Click (PPC) Internet Advertising Mechanism

Project Size 20 teams of 140 people distributed over 5 countries

Product Size 1,838 user stories, 6,250 function points, 500,000 lines of code

Environment Entrepreneurial, egalitarian, dynamic, unpredictable, informal, unstructured

Before APM Chronic schedule delays, poor quality, unpredictability, poor estimation

APM Practices Release planning, wikis for APM support, early testing and continuous integration

After APM Better planning and estimates, earlier testing, better quality, large-scale adoption

Lessons Learned Agile fit like a hand-in-glove, introduce agile methods slowly and then scale-up

Striebeck, M. (2006). Ssh: We are adding a process. Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 193-201.
136

Shrink-Wrapped—Primavera
 Primavera started using agile methods in 2004
 Used it on their flagship project management tools
 Adopted agile all-at-once with top down mgt. support
Project Name Primavera

Project Type Enterprise Project Management Tool

Project Size 15 teams of 90 people collocated at one site

Product Size 26,809 user stories, 91,146 function points, 7,291,666 lines of code

Environment Top-down, hierarchical, command and control, traditional, waterfall approach

Poor relationships, quality, usability, and customer satisfaction, functional silos,
Before APM 18-hour days, 7-day work weeks, frustration, disappointment, apathy, exhaustion

APM Practices Release planning, agile project management tools, automated testing tools

After APM 75% quality and 40% cycle time improvement, 40-hour work week, 0% attrition

Lessons Learned Agile results in better communication, motivation, and empowerment

Schatz, B., & Abdelshafi, I. (2005). Primavera gets agile: A successful transition to agile development. IEEE Software, 22(3), 36-42.
137

Healthcare—FDA
 FDA suppliers started using agile methods in 2008
 Used it on most stringent Class 3 certified products
 Used to modernize 1990s era products & processes
Project Name m2000 Real-time PCR Diagnostics System

Project Type Human Blood Analysis Tool (i.e., HIV-1, HBV, HCV, CT, NG, etc.)


Product Size 1,659 user stories, 5,640 function points, 451,235 lines of code

Environment FDA-regulated medical devices, real-time, safety-critical, Class III–most stringent

Cumbersome process, poor quality, long cycle time, slow big-bang integration, obsolete,
Before APM hard-to-staff tools and methods, inability to keep pace with changing requirements,
Intense market competition, exponential rate of technological change, fewer resources

APM Practices Release planning, lighter-weight agile testing techniques, continuous integration

After APM 25% cycle time and staff-size reduction, 43% cost reduction, fewer defects

Lessons Learned Agile enables the ability to balance fast cycle time with high-quality safety-critical solutions

Rasmussen, R., Hughes, T., Jenks, J. R., & Skach, J. (2009). Adopting agile in an FDA regulated environment. Proceedings of the Agile 2009 Conference
(Agile 2009), Chicago, Illinois, USA, 151-155.
138

Law Enforcement—FBI
 IC started using agile methods following 9/11
 Used it on billion dollar transformation initiatives
 Goal is to catch bad guys better, faster, and cheaper
Project Name Inter-Agency Intelligence Sharing System

Project Type Domestic Terrorist Database/Data Warehouse


Product Size 643 user stories, 2,188 function points, 175,000 lines of code

CMMI Level 3, ISO 9001, government-mandated document-driven waterfall life cycle,
Environment emerging federal directives for more information sharing and integration among
intelligence community partners, rapidly changing customer requirements

Unresponsive waterfall life cycles, chronic schedule delays, anxious customers, unhappy
Before APM developers, resource focus on becoming CMMI Level 3 certified caused everyone to lose
track of the real goal, which was to “catch bad guys”

APM Practices Release planning, user stories, test-driven development, continuous integration

After APM 50% quality improvement, 200% productivity increase, FBI created policy for agile methods

Lessons Learned Agile enables fast response times, customer satisfaction, and ability to "catch bad guys"

Babuscio, J. (2009). How the FBI learned to catch bad guys one iteration at a time. Proceedings of the Agile 2009 Conference (Agile 2009), Chicago, Illinois,
USA, 96-100.
139

U.S. DoD—STRATCOM
 U.S. DoD started using agile methods following 9/11
 Used it on billion dollar software intensive systems
 Goals are to respond to rapidly emerging threats
Project Name Strategic Knowledge Integration Website (SKIweb)

Project Type Knowledge Management System (KMS)—Advanced Search Capability


Product Size 390 user stories, 1,324 function points, 105,958 lines of code

Traditional linear documentation-based development, contract-oriented, hierarchical
communication, rapidly changing operational requirements, need for leaner U.S. military
Environment force, seeking better and faster ways of getting critical information to decision makers,
decentralization, migration to net-centric service oriented architectures, egalitarian decisions

Before APM Long cycle times, dissatisfied customers, unresponsive life cycles, poor quality

APM Practices Release planning, frequent customer collaboration, continuous integration

After APM Good teamwork, 200% productivity increase, improved quality, fewer defects

Lessons Learned Agile improves customer satisfaction/communication, and overall product quality

Fruhling, A., McDonald, P, & Dunbar, C. (2008). A case study: Introducing extreme programming in a U.S. government system development project.
Proceedings of the 41st Annual Hawaii International Conference on System Sciences (HICSS 2008), Waikaloa, Big Island, Hawaii, USA, 464-473.
140

Agenda

141

Leadership Considerations
 Agile management is delegated to the lowest level
 There remain key leadership roles & responsibilities
 Communication, coaching, & facilitation are key ones
Facilitate selection of methods for obtaining and maintaining executive commitment, project
Customer Communication resources, corporate communications, and customer interaction
 Product Visioning
Facilitate selection of methods for communicating product purpose, goals, objectives, mission,
vision, business value, scope, performance, budget, assumptions, constraints, etc.

Distribution Strategy Facilitate selection of virtual team distribution strategy to satisfy project goals and objectives

Facilitate selection of methods for training, coaching, mentoring, and other team building
Team Development approaches
 Standards & Practices
Facilitate selection of project management and technical practices, conventions, roles,
responsibilities, and performance measures

Telecom Infrastructure Facilitate selection of high bandwidth telecommunication products and services

Development Tools Facilitate selection of agile project management tools and interactive development environment

High Context Meetings Facilitate selection of high context agile project management and development meetings
 Coordination Meetings
Facilitate selection of meetings and forums for regular communications between site
coordinators
Facilitate selection of methods for maximizing periodic face to face interactions and
F2F Communications collaboration
Facilities selection of methods for process improvement, problem resolution, conflict
Performance Management management, team recognition, product performance, and customer satisfaction

142

Advanced Agile Measures
 Agile Methods are a fundamentally new paradigm
 Agile Methods are “not” lighter Traditional Methods
 They should not be viewed through a traditional lens

Traditional Metrics
Customer Collaboration Contracts
 Interaction frequency  Customer trust valued  Contract compliance
 Comm. quality  Customer loyalty more than  Contract deliverables
Agile Metrics

 Relationship strength  Customer satisfaction  Contract change orders

Individuals & Interactions Processes
 Team competence  Team trust valued  Lifecycle compliance
 Team motivation  Team cohesion more than  Process Maturity Level
 Team cooperation  Team communications  Regulatory compliance

Working Software Documentation
 Batch/queue size  Experimental willingness valued  Document deliveries
 WIP/WIP constraints  Risk/failure threshold more than  Document comments
 Cadence/iterations  Feedback/criticism thresh.  Document compliance

Responding to Change Project Plans
 Org. flexibility  Process flexibility valued  Cost Compliance
 Mgt. flexibility  Design flexibility more than  Scope Compliance
 Individual flexibility  Technology flexibility  Schedule Compliance

143

Agile Teamwork Model
 A key element of any project is good teamwork
 Agile projects depend upon teamwork even more
 Balance between cohesion & out-of-the-box thinking
Factor Attributes
Leadership Credible, experienced, likeable, & nurturing project champion

Boundaries Clear vision, mission, goals, & objectives

Empowerment Adequate time, money, tools, & authority

Competence Applicable skills, knowledge, experience, & personality

Structure Clear roles, responsibilities, technical approach, & operating rules

Manageability Small, collaborative, cohesive, & frequently-communicating

Motivation Compensation, incentives, desire-to-succeed, & consequences

Rico, D. F. (2011). The key attributes and factors of teams and teamwork for agile project management. Fairfax, VA: Gantthead.Com.
144

Agile UX—User Experience Design
 User experience is key ingredient to success
 UX should be included throughout agile life cycle
 UX involves end to end product & service experience
Product Owner Agile UX Development

Define Product Vision & Define Build Build
Strategy User Needs User Experience Product

 Competitive Analysis  User Interviews  GUI Implementation  Front End Code
 Define Feature Set  Contextual Inquiry  Core Capabilities  Back End Code
 Quantify Business Value  User Flows  Core Services  Database Schema
 Prioritization  Wireframes & Mockups  Value Adding Capabilities  Technology Selection
 Define Business Rules  Prototyping  Value Adding Services  Usability Testing
 Pricing & Budgeting  Usability Testing  Distributed Framework  User Experience Testing
 Project Accountability  Web Metrics Analysis  Central Framework  Market Testing
 Partnerships & Licensing  User Feedback  Support Services  Overall Product Evaluation

Johnson, J. D. (2010). Agile UX retreat: We should value competencies over roles. Retrieved April 22, 2011 from http://www.jeremydjohnson.com/index.php/2010/03
Kollmann, J., Sharp, H., & Blandford, A. (2009). The importance of identity and vision to user experience designers on agile projects. Proceedings of the Agile 2009
Conference, Chicago, Illinois, USA, 11-18. 145

Myths about Agile Proj. Mgt.
 Common myths abound, although agile methods
have been around for ~20 years:
 Agile methods are only for software development
 Agile methods are only for small co-located teams
 Agile methods have no documentation
 Agile methods have no requirements
 Agile methods need traditional system architectures
 Agile methods have no project management
 Agile methods are undisciplined and unmeasurable
 Agile methods create unmaintainable systems
 Agile methods result in security vulnerabilities
146

Agile Documentation
 Myth that voluminous documentation is needed
 Myth that agile methods do not use documentation
 Right sized, just in time, and just enough documents
Document Type Agile Documentation
Contracts Performance, target cost, agile contract, lean acquisition
Project Plans Release plans, iteration plans, kanban boards, workflow tools
Requirements Vision, mission, capabilities, scope, user stories, use cases
Architecture Metaphors, story boards, system modeling language, spikes
Design Wire frames, design patterns, unified modeling language
Coding Code patterns, program design language, coding comments
Tests Unit, component, integration, system, and acceptance tests
User guides XML documents, online help, wikis, FAQs, video & audio clips
Quality Assurance Code structure, defects, running tests, reliability, performance

Rico, D. F. (2008). Agile methods and software documentation. Retrieved April 21, 2011 from http://davidfrico.com/rico08e.pdf
Rueping, A. (2003). Agile documentation: A pattern guide to producing lightweight documents for software projects. West Sussex, England: John Wiley & Sons.
147

Conclusion
 Agility is the evolution of management thought
 Confluence of traditional and non-traditional ideas
 Improve performance by over an order of magnitude
Agile project management is …
 A systems development approach
 New product development approach
 Expertly designed to be fast and efficient
 Intentionally lean and free of waste (muda)
 Systematic highly-disciplined approaches
 Capable of producing high quality systems
 Right-sized, just-enough, and just-in-time tools
 Scalable to large, complex mission-critical systems
 Designed to maximize business value for customers

“The world of traditional project management belongs to yesterday”
“Don’t waste your time using traditional project management on 21st century projects”
Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education. 148

Agenda

149

APM Textbooks I
 Over 15 text books for agile project management
 Many of them stem from Planning XP by Kent Beck
 Agile Project Mgt. by Jim Highsmith is most complete

Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.
Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education. 150

APM Textbooks II
 Many other Agile Project Management books
 Good background on Agile Project Management
 Newer Agile Project Management books emerging

Chin, G. L. (2004). Agile project management: How to succeed in the face of changing project requirements. New York, NY: Amacom.
Aguanno, K. (2005). Managing agile projects. Lakefield, Ontario, Canada: Multi-Media Publications.
Pries, K. H., & Quigley, J. M. (2010). Scrum project management. Boca Raton, FL: CRC Press.
Sliger, M., & Broderick, S. (2008). The software project manager's bridge to agility. Boston, MA: Addison-Wesley. 151

APM Textbooks III
 Project management books continuing to emerge
 Project management becoming dominant paradigm
 Some are from popular project management authors

Wysocki, R. K. (2009). Effective project management: Traditional, agile, and extreme. Indianapolis, IN: Wiley.
Anderson, D. J. (2004). Agile management for software engineering: Applying the theory of constraints for business results. Upper Saddle River, NJ: Pearson Education.
Goodpasture, J. C. (2010). Project management the agile way: Making it work in the enterprise. Ft. Lauderdale, FL: J. Ross Publishing.
Cobb, C. G. (2011). Making sense of agile project management: Balancing control and agility. Hoboken, NJ: John Wiley & Sons.
Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing. 152

Scaling Agile Methods
 Scaling is the new frontier in Agile Methods research
 Many of them stem from Planning XP by Kent Beck
 Books emerging on global distributed agile teams

Woodward, E., Surdek, S., & Ganis, M. (2010). A practical guide to distributed scrum. Indianapolis, IN: IBM Press.
Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.
Schiel, J. (2010). Enterprise-scale agile software development. Boca Raton, FL: CRC Press.
Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.
Larman, C., & Vodde, B. (2010). Practices for scaling lean and agile development. Boston, MA: Addison-Wesley. 153

Agile Organization Change
 Agile methods are one of the newest innovations
 Organizational change is a major obstacle for agile
 Many books emerging to help manage agile adoption

Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.
Cohn, M. (2010). Succeeding with agile: Software development using scrum. Boston, MA: Pearson Education.
Elssamadisy, A. (2009). Agile adoption patterns: A roadmap to organizational success. Boston, MA: Pearson Education.
Coplien, J. O., & Harrison, N. B. (2004). Organizational patterns of agile software development. Upper Saddle River, NJ: Prentice-Hall.
Smith, G., & Sidky, A. (2009). Becoming agile: In an imperfect world. Greenwich, CT: Manning Publications. 154

Agile Development
 100s of agile methods books exist for all disciplines
 Range from requirements through documentation
 Thwart notion that agile methods have big gaps

Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.
Coplien, J. O., & Bjornvig, G. (2010). Lean architecture: For agile software development. West Sussex, UK: John Wiley & Sons.
Martin, R. C. (2008). Clean code: A handbook of agile software craftsmanship. Upper Saddle River, NJ: Prentice-Hall.
Crispin, L., & Gregory, J. (2009). Agile testing: A practical guide for testers and agile teams. Boston, MA: Addison-Wesley.
Ruping, A. (2003). Agile documentation: A pattern guide to producing lightweight documents for software projects. West Sussex, UK: John Wiley & Sons. 155

Lean & Agile Project Management: For Executives, Sr. Managers, & Key Decision Makers

More Related Content

What's hot (12)

Similar to Lean & Agile Project Management: For Executives, Sr. Managers, & Key Decision Makers (20)

More from David Rico (16)

Lean & Agile Project Management: For Executives, Sr. Managers, & Key Decision Makers