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Lean & AgileEnterprise FrameworksFor Managing Large U.S. Gov’tCloud Computing ProjectsDr. David F. Rico, PMP, CSEP, ACP, CSM, SAFeTwitter: @dr david f ricoWebsite: http://www.davidfrico.comLinkedIn: http://www.linkedin.com/in/davidfricoAgile Capabilities: le Resources: mAgile Cheat Sheet: -principles.pdf
Author BACKGROUND Gov’t contractor with 32 years of IT experienceB.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.Large gov’t projects in U.S., Far/Mid-East, & Europe Career systems & software engineering methodologist Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000 NASA, USAF, Navy, Army, DISA, & DARPA projects Published seven books & numerous journal articles Intn’l keynote speaker, 125 talks to 12,000 people Specializes in metrics, models, & cost engineering Cloud Computing, SOA, Web Services, FOSS, etc. Adjunct at five Washington, DC-area universities2
Lean & Agile FRAMEWORK? Frame-work (frām'wûrk') A support structure, skeletalenclosure, or scaffolding platform; Hypothetical model A multi-tiered framework for using lean & agile methodsat the enterprise, portfolio, program, & project levels An approach embracing values and principles of leanthinking, product development flow, & agile methods Adaptable framework for collaboration, prioritizingwork, iterative development, & responding to change Tools for agile scaling, rigorous and disciplined planning& architecture, and a sharp focus on product quality Maximizes BUSINESS VALUE of organizations, programs,& projects with lean-agile values, principles, & practicesLeffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.3
How do Lean & Agile INTERSECT? Agile is naturally lean and based on small batchesAgile directly supports six principles of lean thinkingAgile may be converted to a continuous flow systemAgile ValuesLean Pillars Lean borationRespectfor People Customer relationships, satisfaction, trust, and loyalty Team authority, empowerment, and resources Team identification, cohesion, and communication Product vision, mission, needs, and capabilitiesCustomer Value Product scope, constraints, and business value Product objectives, specifications, and performanceValue Stream As is policies, processes, procedures, and instructions To be business processes, flowcharts, and swim lanes Initial workflow analysis, metrication, and optimization Batch size, work in process, and artifact size constraintsContinuous Flow Cadence, queue size, buffers, slack, and bottlenecks Workflow, test, integration, and deployment automationIterativeDeliveryRespondingto ChangeLean & Agile PracticesContinuousImprovementCustomer PullPerfection Roadmaps, releases, iterations, and product priorities Epics, themes, feature sets, features, and user stories Product demonstrations, feedback, and new backlogs Refactor, test driven design, and continuous integration Standups, retrospectives, and process improvements Organization, project, and process adaptability/flexibility Flow PrinciplesDecentralizationEconomic ViewWIP Constraints& KanbanControl Cadence& Small BatchesFast FeedbackManage Queues/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).4
Models of AGILE DEVELOPMENT Agile methods spunoff flexible manufacturing 1990sExtreme Programming (XP) swept the globe by 2002Today, over 90% of IT projects use Scrum/XP hybridCRYSTAL METHODS- 1991 -SCRUM- 1993 -DSDM- 1993 -FDDXP- 1997 -- 1998 - Use Cases Planning Poker Feasibility Domain Model Release Plans Domain Model Product Backlog Business Study Feature List User Stories Object Oriented Sprint Backlog Func. Iteration Object Oriented Pair Programmer Iterative Dev. 2-4 Week Spring Design Iteration Iterative Dev. Iterative Dev. Risk Planning Daily Standup Implementation Code Inspection Test First Dev. Info. Radiators Sprint Demo Testing Testing Onsite Customer Reflection W/S Retrospective Quality Control Quality Control Continuous Del.Cockburn, A. (2002). Agile software development. Boston, MA: Addison-Wesley.Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.Stapleton, J. (1997). DSDM: A framework for business centered development. Harlow, England: Addison-Wesley.Palmer, S. R., & Felsing, J. M. (2002). A practical guide to feature driven development. Upper Saddle River, NJ: Prentice-Hall.Beck, K. (2000). Extreme programming explained: Embrace change. Reading, MA: Addison-Wesley.5
Basic SCRUM Framework Created by Jeff Sutherland at Easel in 1993Product backlog comprised of prioritized featuresIterative sprint-to-sprint, adaptive & emergent modelSchwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.6
Models of AGILE PROJECT MGT. Dozens of Agile project management models emergedMany stem from principles of Extreme ProgrammingVision, releases, & iterative development commonRADICAL- 2002 -EXTREME- 2004 -ADAPTIVE- 2010 -AGILE- 2010-SIMPLIFIED APM- 2011 - Prioritization Visionate Scoping Envision Vision Feasibility Speculate Planning Speculate Roadmap Planning Innovate Feasibility Explore Release Plan Tracking Re-Evaluate Cyclical Dev. Iterate Sprint Plan Reporting Disseminate Checkpoint Launch Daily Scrum Review Terminate Review Close RetrospectiveThomsett, R. (2002). Radical project management. Upper Saddle River, NJ: Prentice-Hall.DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.7
Simplified AGILE PROJECT MGT F/W Created by Mark Layton at PlatinumEdge in 2012Mix of new product development, XP, and ScrumSimplified codification of XP and Scrum hybridLayton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.8
Models of AGILE ENTERPRISE MGT. Numerous models of agile portfolio mgt. emergingBased on lean-kanban, release planning, and ScrumInclude organization, program, & project managementESCRUM- 2007 -SAFELESSDADRAGE- 2007 -- 2007 -- 2012 - Product Mgt Strategic Mgt Business Mgt Business Mgt Business Program Mgt Portfolio Mgt Portfolio Mgt Portfolio Mgt Governance Project Mgt Program Mgt Product Mgt Inception Portfolio Process Mgt Team Mgt Area Mgt Construction Program Business Mgt Quality Mgt Sprint Mgt Iterations Project Market Mgt Delivery Mgt Release Mgt Transition Delivery- 2013 -Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance9
Enterprise Scrum (ESCRUM) Created by Ken Schwaber of Scrum Alliance in 2007Application of Scrum at any place in the enterpriseBasic Scrum with extensive backlog groomingSchwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.10
Scaled Agile Framework (SAFE) Created by Dean Leffingwell of Rally in 2007Knowledge to scale agile practices to enterpriseHybrid of Kanban, XP release planning, and ScrumLeffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.11
Large Scale Scrum (LESS) Created by Craig Larman of Valtech in 2008Scrum for larger projects of 500 to 1,500 peopleModel to nest product owners, backlogs, and teamsDaily ScrumFeature Team Scrum MasterSprint Planning IIProductOwnerAreaProductOwnerSprintBacklog2 - 4 hoursProductBacklog1 Day2 - 4 Week Sprint2 - 4 hoursSprintPlanning I15 minutesSprint RetrospectiveProduct Backlog Refinement5 - 10% of SprintPotentially ShippableProduct acklogLarman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.12
Disciplined Agile Delivery (DAD) Created by Scott Ambler of IBM in 2012People, learning-centric hybrid agile IT deliveryScrum mapping to a model-driven RUP frameworkAmbler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.13
Recipes for Agile Governance (RAGE) Created by Kevin Thompson of cPrime in 2013Agile governance model for large Scrum projectsTraditional-agile hybrid of portfolio-project planningThompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance14
Agile Enterprise F/W COMPARISON Numerous lean-agile enterprise frameworks emergingeScrum & LeSS were 1st (but SAFe & DaD dominate)SAFe is the most widely-used (with ample resources)FactorSimple Well-Defined Web PortalBooksMeasurableResultsTraining & Cert ConsultantsToolsPopularity eScrumInternationalFortune 500GovernmentLean-Kanban SAFe LeSS DaD RAGE Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 2014 from http://davidfrico.com/safe-comparison.xls 15
Agile Enterprise F/W ADOPTION Lean-agile enterprise framework adopt stats emergingNumerous lean-agile frameworks now coming to lightSAFe is most widely-adopted “formalized” frameworkHoller, R. (2015). Ninth annual state of agile survey: State of agile development. Atlanta, GA: VersionOne.16
SAFe REVISITED Proven, public well-defined F/W for scaling Lean-Agile Synchronizes alignment, collaboration, and deliveries Quality, execution, alignment, & transparency focusPortfolio ProgramTeamLeffingwell, D. (2014). Scaled agile framework (SAFe). Retrieved June 2, 2014 from http://www.scaledagileframework.com17
SAFe—Scaling at PORTFOLIO Level Vision, central strategy, and decentralized controlInvestment themes, Kanban, and objective metricsValue delivery via epics, streams, and release trains AGILE PORTFOLIO MANAGEMENT Decentralized decision making Demand-based continuous flow Lightweight epic business cases Decentralized rolling wave planning Objective measures & milestones Agile estimating and ManagementLeffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.18
SAFe—Scaling at PROGRAM Level Product and release management team-of-teamCommon mission, backlog, estimates, and sprintsValue delivery via program-level epics and features AGILE RELEASE TRAINS Driven by vision and roadmap Lean, economic prioritization Frequent, quality deliveries Fast customer feedback Fixed, reliable cadence Regular inspect & adapt ryLeffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.19
SAFe—Scaling at TEAM Level Empowered, self-organizing cross-functional teamsHybrid of Scrum PM & XP technical best practicesValue delivery via empowerment, quality, and CI AGILE CODE QUALITY Pair development Emergent design Test-first Refactoring Continuous integration Collective ownership eedLeffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. 20
SAFe METRICSLeffingwell, D. (2015). Scaled agile framework (SAFe). Retrieved June 12, 2015 from http://www.scaledagileframework.com21
SAFe CASE STUDIES Most U.S. Fortune 500 companies adopting SAFeGoal to integrate enterprise, portfolios, and systemsCapital One going through end-to-end SAFe adoptionJohn DeereSpotifyComcast Agricultural automation Television cable/DVR boxes GUI-based point of sale sys 800 developers on 80 teams Embedded & server-side Switched from CMMI to SAFe Rolled out SAFe in one year 150 developers on 15 teams 120 developers on 12 teams Transitioned to open spaces Cycle time - 12 to 4 months QA to new feature focus Field issue resolution up 42% Support 11 million DVRs Used Rally adoption model Quality improvement up 50% Design features vs. layers 10% productivity improvement Warranty expense down 50% Releases delivered on-time 10% cost of quality reduction Time to production down 20% 100% capabilities delivered 200% improved defect density Time to market down 20% 95% requirements delivered Production defects down 50% Job engagement up 10% Fully automated sprint tests Value vs. compliance focusLeffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC.Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt22
SAFe BENEFITS Cycle time and quality are most notable improvementProductivity on par with Scrum at 10X above normalData shows SAFe scales to teams of 1,000 pak52Product 0%1350%200%63%10%Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC.Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt39%23
SAFe SUMMARY Lean-agile frameworks & tools emerging in drovesFocus on scaling agility to enterprises & portfoliosSAFe emerging as the clear international leaderis extremely well-defined in books and Internet SAFe has ample training, certification, consulting, etc. SAFe leads to increased productivity and quality SAFe is scalable to teams of up to 1,000 developers SAFe is preferred agile approach of Global 500 firms SAFe is agile choice for public sector IT acquisitions SAFe cases and performance data rapidly emerging SAFeRico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com24
Key Agile SCALING POINTERSOne must think and act small to accomplish big thingsSlow down to speed up, speed up ‘til wheels come offScaling up lowers productivity, quality, & business value EMPOWER WORKFORCE - Allow workers to help establish enterprise business goals and objectives. ALIGN BUSINESS VALUE - Align and focus agile teams on delivering business value to the enterprise. PERFORM VISIONING - Frequently communicate portfolio, project, and team vision on continuous basis. A S B S A C REDUCE SIZE - Reduce sizes of agile portfolios, acquisitions, products, programs, projects, and teams.CT MALLE MALL- Get large agile teams to act, behave, collaborate, communicate, and perform like small ones.- Get small projects to act, behave, and collaborate like small ones instead of trying to act larger.CT OLLOCATED- Get virtual distributed teams to act, behave, communicate and perform like collocated ones. USE SMALL ACQUISITION BATCHES - Organize suppliers to rapidly deliver new capabilities and quickly reprioritize. USE LEAN-AGILE CONTRACTS - Use collaborative contracts to share responsibility instead of adversarial legal ones. USE ENTERPRISE AUTOMATION- Automate everything with Continuous Integration, Continuous Delivery, & DevOps.Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com25
Dave’s PROFESSIONAL eringBPR, IDEF0,& DoDAFValuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc.CMMI &ISO 9001TechnicalProjectMgt.PSP, TSP, &Code thodsLean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOps, etc.DoD 5000,TRA, & SRAStatistics, CFA,EFA, & SEMLeanKanbanSixSigmaMetrics,Models, & SPCWorkflowAutomationBig Data,Cloud, NoSQLSTRENGTHS – Data Mining Gathering & Reporting Performance Data Strategic Planning Executive & Management Briefs Brownbags & Webinars White Papers Tiger-Teams Short-Fuse Tasking Audits & Reviews Etc.32 YEARSIN ITINDUSTRY Action-oriented. Do first (talk about it later).Data-mining/analysis. Collect facts (then report findings).Simplification. Communicating complex ideas (in simple terms).Git-r-done. Prefer short, high-priority tasks (vs. long bureaucratic projects).Team player. Consensus-oriented collaboration (vs. top-down autocratic control).PMP, CSEP,ACP, CSM,& SAFE26
Books on ROI of SW METHODS Guides to software methods for business leadersCommunicates the business value of IT approachesRosetta stones to unlocking ROI of software methods http://davidfrico.com/agile-book.htm (Description)http://davidfrico.com/roi-book.htm (Description)27
Backup Slides
Agile for PUBLIC SECTOR U.S. gov’t agile jobs grew by 13,000% from 2006-2013Adoption is higher in U.S. DoD than Civilian AgenciesGDP of countries with high adoption rates is greater13,000%HighCOMPETITIVENESSGOVERNMENT COMPETITIVENESSPERCENTAGEGOVERNMENT AGILE JOB GROWTH0Low2006YEARS2013LowAGILITYSuhy, S. (2014). Has the U.S. government moved to agile without telling anyone? Retrieved April 24, 2015, from http://agileingov.comPorter, M. E., & Schwab, K. (2008). The global competitiveness report: 2008 to 2009. Geneva, Switzerland: World Economic Forum.High29
Agile for SECURITY ENGINEERING Microsoft created software security life cycle in 2002Waterfall approach tailored for Scrum sprints in 2009Uses security req, threat modeling & security testingSEE DETAILED - SECURITY LIFE CYCLE e.txtMicrosoft. (2011). Security development lifecycle: SDL Process Guidance (Version 5.1). Redmond, WA: Author.Microsoft. (2010). Security development lifecycle: Simplified implementation of the microsoft SDL. Redmond, WA: Author.Microsoft. (2009). Security development lifecycle: Security development lifecycle for agile development (Version 1.0). Redmond, WA: Author.Bidstrup, E., & Kowalczyk, E. C. (2005). Security development lifecycle. Changing the software development process to build in security from the start. Security Summit West.30
Agile for EMBEDDED SYSTEMS Iterations, Integrations, & Validations 1st-generation systems used hardwired logic2nd-generation systems used PROMS & FPGAs3rd-generation systems use APP. SW & COTS HWAGILE“Software Model”- MOST FLEXIBLE -Lead ShortLeast Cost STARTCompetingWith SWLowest Risk90% SoftwareCOTS HardwareEarly, Iterative Dev.Continuous V&VNEO-TRADITIONAL“FPGA Model”- MALLEABLE - Moderate LeadModerate CostModerate Risk50% HardwareCOTS ComponentsMidpoint Testing“Some” Early V&VTRADITIONAL“Hardwired Model”- LEAST FLEXIBLE - Long LeadHighest CostHighest Risk90% HardwareCustom HardwareLinear, Staged Dev.Late Big-Bang I&TGOAL – SHIFT FROM LATE HARDWARE TO EARLIER SOFTWARE SOLUTIONPries, K. H., & Quigley, J. M. (2010). Scrum project management. Boca Raton, FL: CRC Press.Pries, K. H., & Quigley, J. M. (2009). Project management of complex and embedded systems. Boca Raton, FL: Auerbach Publications.Thomke, S. (2003). Experimentation matters: Unlocking the potential of new technologies for innovation. Boston, MA: Harvard Business School Press.RISKEmbeddedSystemsMore HWThan SW STOPCompetingWith HW31
Agile for SYSTEMS ENGINEERING SAFe rapidly evolving & adapting to market needs A “draft” version was made for “systems engineering” SoS, Lean, Kanban, and continuous flow system focusSoS SystemSub-SysLeffingwell, D. (2014). Scaled agile framework (SAFe). Retrieved April 8, 2015 from http://www.scaledagileframework.com32
Agile Scaling w/CLOUD COMPUTING 1st-generation systems used HPCs & Hadoop2nd-generation systems used COTS HW & P2P3rd-generation systems use APP. SW & COTS HWRank Database delLangI/FFocusGenerLarge-scaleDocument C BSONalityWeb AppsExampleCRMUserRate KProExpedia 45%48Rapid-prototyping, Queries, Indexes, Replication, Availability, Load-balancing, Auto-Sharding, tyWideColumnJavaCQLFault-tolerantMissioniTunesData Stores Critical Data20%15Distributed, Scalable, Performance, Durable, Caching, Operations, Transactions, eed Key ter20%3 - 10M Gen App Reliable Low Cplx2 - 100M Schema Dist P2P Med Cplx14Real-time, Memory-cached, Performance, Persistence, Replication, Data structures, Age-off, etc. 14HBase2007MikeCarafellaPowerset ScaleWideColumnJava RESTPetabyte-sizeImageData Stores RepositoryEbay10%8Scalable, Performance, Data-replication, Flexible, Consistency, Auto-sharding, Metrics, etc.16ElasticSearch2004ShayBanonCompass Search Document Java RESTFull-textSearchInformationPortalsWikimedia5%1 - 1B Limited Sin PoF High Cplx7Real-time, Distributed, Multi-tenant, Document-based, Schema-free, Persistence, Availability, etc.Kovacs, K. (2015). Comparison of nosql databases. Retrieved on January 9, 2015, from http://kkovacs.euSahai, S. (2013). Nosql database comparison chart. Retrieved on January 9, 2015, from http://www.infoivy.comDB-Engines (2014). System properties comparison of nosql databases. Retrieved on January 9, 2015, from http://db-engines.com33
Agile Scaling w/AMAZON WEB SVCSAICPACSADoD CSMDIACAPAnalyticsMPAACompute &NetworkingStorage &Content Del.Deployment cationServicesFedRAMPGLBA PCICOBITFISMASSAE SOC AWS is most popular cloud computing platformScalable service with end-to-end security & privacyAWS is compliant & certified to 30 indiv. S&P stds.SAS ITARISAEISO/IEC NoSQL Sols MongoDB Cassandra HBaseHIPAABarr, J. (2014). AWS achieves DoD provisional authorization. Retrieved January 12, 2015, from http://aws.amazon.comDignan, L. (2014). Amazon web services lands DoD security authorization. Retrieved January 12, 2015, from http://www.zdnet.comAmazon.com (2015). AWS govcloud earns DoD CSM Levsl 3-5 provisional authorization. Retrieved January 12, 2015, from http://aws.amazon.com34
Agile Scaling w/CONTINUOUS DELIVERY Created by Jez Humble of ThoughtWorks in 2011Includes CM, build, testing, integration, release, etc.Goal is one-touch automation of deployment pipelineCoQ Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.Ohara, D. (2012). Continuous delivery and the world of devops. San Francisco, CA: GigaOM Pro.80% MS Tst8/10 No Val 24B in 90sRep by CDNot Add MLK35
Agile Scaling w/DEVOPS Assembla went from 2 to 45 releases every month15K Google developers run 120 million tests per day30K Amazon developers deliver 8,600 releases a day3,645x FasterU.S. DoDIT Project 62x FasterU.S. DoDIT ProjectSingleton, A. (2014). Unblock: A guide to the new continuous agile. Needham, MA: Assembla, Inc.36
Models of AGILE LEADERSHIP Numerous theories of agile leadership have emergedMany have to do with delegation and empowermentLeaders have major roles in visioning and enablingAGILE- 2005 -EMPLOYEE- 2009 -RADICALLEAN- 2010 -- 2010 -LEADERSHIP 3.0- 2011 - Organic Teams Autonomy Self Org. Teams Talented Teams Empowerment Guiding Vision Alignment Communication Alignment Alignment Transparency Transparency Transparency Systems View Motivation Light Touch Purpose Iterative Value Reliability Scaling Simple Rules Mastery Delight Clients Excellence Competency Improvement Improvement Improvement Improvement ImprovementAugustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Penguin Books.Denning, S. (2010). The leader’s guide to radical management: Reinventing the workplace for the 21st century. San Francisco, CA: John Wiley & Sons.Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education.Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.37
Models of AGILE ORG. CHANGE Change, no matter how small or large, is difficultSmaller focused changes help to cross the chasmSimplifying, motivating, and validation key factorsSWITCHMAKE IT DESIRABLEDIRECT THE RIDER Follow the bright spots Script the critical moves Create new experiences Create new motivesSURPASS YOUR LIMITS Point to the destination Perfect complex skills Build emotional skills Recruit public figures Recruit influential leaders Find the feeling Shrink the changeSTRENGTH IN NUMBERS Grow your people Utilize teamwork Power of social capitalSHAPE PATHDESIGN REWARDS Tweak the environment Use incentives wisely Use punishment sparingly Rally the herd USE PEER PRESSUREMOTIVATE ELEPHANT Build habitsDRIVEINFLUENCERCHANGE ENVIRONMENT Make it easy Make it unavoidable PURPOSEPurpose-profit equalityBusiness& societal benefitShare control of profitsDelegate implementationCulture & goal alignmentRemake society-globeAUTONOMYAccountable to someoneSelf-select work tasksSelf-directed work tasksSelf-selected timelinesSelf-selected teamsSelf-selected implement.TO SELLISHUMANDECISIVEATTUNEMENT Reduce Your Power Take Their Perspective Use Strategic Mimicry COMMON ERRORSNarrow framingConfirmation biasShort term emotionOver confidenceWIDEN OPTIONSBUOYANCY Avoid a narrow frame Multi-track Find out who solved it Use Interrogative Self-Talk Opt. Positivity Ratios Offer Explanatory StyleMASTERYCLARITYExperiment & innovateAlign tasks to abilitiesContinuously improveLearning over profitsCreate challenging tasksSet high expectations Find the Right Problem Find Your Frames Find an Easy PathTEST ASSUMPTIONS Consider the opposite Zoom out & zoom in OochATTAIN DISTANCE Overcome emotion Gather & shift perspective Self-directed work tasksPREPARE TO BE WRONG Bookend the future Set a tripwire Trust the processHeath, 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.Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books.Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.38
Models of AGILE CONTRACTING Communication, cooperation, and interaction keyShared responsibility vs. blame and adversarialismNeeds greater focus on collaboration vs. legal termsDynamic Value Performance Based Target Cost Optional Scope Collaborative Business & Mission Value OVER Scope, Processes, & Deliverables Personal Interactions OVER Contract, Auditor, & Legal Interactions Conversations and Consensus OVER Contract Negotiations & Control Collaboration & Co-Dependency OVER Methodology & Adversarialism Exploration, Evolution, & Emergence OVER Forecasting & Control Early Continuous Quality Solutions OVER Late, Long-Term Deliveries Entrepreneurialism & Openness OVER Compliance & Self-Interest Customer Satisfaction and Quality OVER Policies & GovernanceRico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com.Rico, D. F. (2013). Agile vs. traditional contract manifesto. Retrieved March 28, 2013 from http://www.davidfrico.com39
Principles of AGILE CONTRACTING Manage agile contracts like your personal checkbookOptimize value of dollars, i.e., get most bang for buckDon’t burden taxpayers with billion dollar acquisitions S M E F C C FEWER - Fewer high-priority acquisition priorities and needs (vs. kitchen-sink way of buying everything).MALLER- Smaller low-cost single-mission throwaway acquisitions (vs. century-long, trillion-dollar system
Agile directly supports six principles of lean thinking Agile may be converted to a continuous flow system 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 .
