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Finbarr Joy presents a session on making agile methodologies pay - the business and contractual side of agile projects - how to arrive at the end and keep everyone happy.
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Disclaimer
I reserve the right to give you advice which conflicts with the ‘norm’.Based on my experiences not set texts!
I reserve the right to be heretical WRT ‘sacred’ texts’
Culture eats strategy for breakfastSo pick only those battles you can win..
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Devt. Cost– what’s the big deal?
Customer “changes their mind”Misinterpretations – requirements
Takes longer than expected – cascading impacts – badly estimated?
Testing reveals too many problems – cost of rework
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There’s a hole in my bucket..
Reduce scope for misinterpretations
Enable / work with / assume change
Improve levels of inspection/ testing
Reduce financial exposure per delivery
4Agile !!
Impedance mismatch
Expectations..?!
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I don’t have to make commitmentsI don’t have to document anything
I pay less for developmentI’ll get stuff fasterI can change my mind at any time
Impedance mismatch
Expectations..?!
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We can iterate over the requirementWe’ll decide at the last possible moment
Chaos is loomingI must pin them to a planI don’t know WHAT I’m getting
Fog
XP versus scrum versus DSDM versus ..
Terminology
Religion
DSDMCommon reference
Business – focused terminology
UK culture ..
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The road to hell..
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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Agilemanifesto.org
And..?
This will only work if:
We can prioritise (negotiate!)
You’re available to collaborate
We keep the plan fluid
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Don’t burn moneyPrioritisation – the right to negotiate
IncrementalFixed scope
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sometimes16%
rarely 19%
never45%
often13%
always7%
Source: Standish Group : Chaos Chronicles 2000
Prioritisation
You can’t have EVERYTHING
If you can’t prioritise then (arguably) you have no business case
Useful: Imagine if...
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PM – same as it ever was..
Controlling the project
Planning, estimating, budgeting
Managing change – negotiating priorities
Managing risk
Managing quality.
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PM Imperatives: Planning
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OR
Change Control
Agree in/ out of time-box boundaries
Context: renegotiating priorities
Explicit Trade offs
Central log, visible record / history
AssumptionsEstimates to hand
Velocity is known
Decision is objective
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Contract / Agreement
Essential:Change control – boundariesprioritisation
Deliverables – what paid for
Quality – nature of ‘re-work’
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Contract / Agreement
Are the right people in the room?
Authorised for cost sign off?
Highlight what WILL be done
Must haves
Timescales
Preventing over-spends
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Making the transition
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Caution..
Knee-jerk response .. Not a panacea – culture?Complexity? Skills? Budgets/Expectations?
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Realistic Targets
Avoid ‘cultish’ terminology
Use the dictionary not a creed..
Impact of IT organisation business change
Benefits management
Agree benchmark/ targets.
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Stakeholder buy-in
How much will this cost?
What will be delivered?
How will I know whether you’re on track
How will I know that what you’re building will work.
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Roadmap
Small projectsMinimal risk
Piecemeal technique adoption
Perceived wisdom
Critical projectsSuccess better recognised
Easier to get broader support
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Implications
Collaborative culture Stakeholder time!
TRUST
Decisions ‘at last minute’ rather than up front
Freedom to honour the ‘spirit’ of the contract
Team skill sets
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