Waterfall To Agile: Contracts and other Rough Edges
5th SCRUM meet up11-Feb-2014
Dimitris DimitrelosSenior Project Manager
Dienekis Information Systems [email protected]
All Photographs by Christos Georgalas
christosg.org
The problem with contracts
Keep – you have to
Change – you can’t
Contract Types
• Fixed Cost• Cost Reimbursable• Time & material• Other…
Everybody loves Fixed Price Contracts
EasyRisk to YOUReally?they are here to STAY
FP + Waterfall + PM
More Analysis >> Better Estimation >> Detailed Contract >> Less Risk
Project Plan
Offer/Contract
Reqs/Analyse/Estimate
The estimation Paradox
• Low Risk vs. Getting the deal!• What’s it gonna be?
• Analysis Carries costs• Realistic pricing means
higher pricing
Can it go wrong?
UnderestimationScope changeChange management does not
workCustomer bullyingAnalysis fights
What if it goes wrong?
• Accountability >> Blame• Challenges Relationship• Options– Break the project– Take the hit– Formally renegotiate– Negotiate/threat/adjust/silently change
the contract
What should we do?
“I have a dream; the dream that IT professionals stop offering on fixed price bids. Because it is unethical, risky and untrustworthy to make that kind of hard-coded promises in a complex and fast-changing environment. It is… unprofessional. ”
Gunther Verheyen
Fixed Price with SCRUM
• Do it with a friend…• …who wants to get
involved• Fixed Price, Schedule• Fixed Scope?
SCRUM for FP contracts
• Vagueness is your friend!• Propose SCRUM (just don’t call it that)• Find a product owner. Find a product owner. Repeat
until you have a product owner.• Product backlog: High level/must be complete• SCRUM• Deliver value / Let customer take lead• Watch your back(log)
Public sector?
• RFP (Διακήρυξη)• Analysis after the contract?• Use SCRUM instead• Key risk: Product owner
Why AGILE? (Vote)
A. Customer/Organization forced me toB. Have been burned by WaterfallC. Want to increase software qualityD. Want to reduce development timesE. Is a big trend in S/W project management
My experience
The nightmare
• New customer / High priority project
• Underestimation• Scope changed• Death March• Heading for the Rocks
The turnaround
• Stopped fighting change• Built Full Backlog• Planned for 1 month only• Released every 10 days• Self organization• Followed Contract time limit• Then, T&M
How did it go?
• Terrible, for 2 sprints
• Overcontrolled
• Overcommited
• Underdelivered
• Missed deadlines
• But then, it took off. Happy ending.
Other Rough Edges
Self organization
• PM will not let go• Team will not pick up• Tip: Take the leap of faith• LET GO!
Overcommiting
• Team is not used in estimating using buffers
• Tip: Teach them• Tip: Measure/Adjust
Customer involvement
• Keep customer involved• Needs to maintain a product log• Should Inspect and evaluate every
sprint outcome• Tip: Offer higher quality
Management Support
• Get Management support• Fear of “Loss of Control”• Fear of “Planning Block”• Tip: Another presentation
Thank you
All Photographs by Christos Georgalas
christosg.org
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