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Agiledevelopmentmethodologiesemergedinresponseto
failingsoftraditionalsoftwaredevelopmenttoreliably
produceresultsinapredictabletimeframe.
CriticismoftheRequirementsEngineering(RE)practicein
traditionalorganizationsisprominentamongthe
motivationsspurringtheAgilemovement.
Astudyof8,380ITprojectsrevealstwomainreasons
projectsfail:(1)lackofuserinputand(2)incompleteor
changingrequirements.
WhenusinganAgileSoftwareDevelopmentMethod
(ASDM)usersdescribethetaskstheymustbeableto
accomplishwiththesystem,buttheycan’tidentifyallthe
specificfunctionalandnon-functionalrequirements
neededtoimplementedtoletthemaccomplishthose
tasks.
Intraditionalprojects,theresponseistoabetterjobof
requirementsengineering.InCommercialASDM,the
responseiscontinuous,on-site,customercollaboration
withthedevelopers.Asworkprogresses,additional
requirementswillemergeandwillberapidlyaddressedby
thecustomeranddeveloper.
InFederalITacquisition,thismaybeproblematicdueto
organizationalissues,remoteusercommunities,andother
structuralissues.
Estimatingtheneededworkinthepresenceofthese
issuesisdifficultintraditionalproject.WhenASDMare
usedtheseestimatesbecomemoreproblematic,duethe
emerging natureoftherequirements.
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DHSEstimatingandReportingAgileProjects
ALL PROJECTS OPERATE IN THE PRESENCE OF UNCERTAINTY
Uncertaintycomesintwoforms:
§ AleatoryUncertainty‒thisisthenaturallyoccurring
statisticalvariancesintheunderlyingprocesses,
environment,andtechnology.
§ EpistemicUncertainty‒thisaprobabilisticeventthere
willoccursomethingthatiscurrentlyuncertain.
Boththeseuncertaintiescreaterisk:
§ Irreducible riskfromaleatoryuncertainty– whichcan
onlybemanagedwithMargin.
§ Reducible riskfromepistemicuncertainty‒whichcan
bemanagedwithriskbuydownactivities,fundedon
thePerformanceMeasurementBaseline.
RiskManagementisHowAdultsManageProjects– TimLister
Beanadultandmangetheprojectasariskmanager.
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ThomasJ.Coonce/GlenB.Alleman,July2017 2
TheacquisitionordevelopmentofSoftwareIntensive
SystemofSystems(SISoS)inthecurrentparadigmismade
bothcomplexandcomplicatedbyexternalinfluencers.
§ Technologicalchangeisaccelerating,possiblefaster
thantherequirementscanbestabilized.
§ Commonalityofsystemsisnowthenorm,withpossibly
unknowninteractionbehaviors.
§ NeedtohaveaGlobalunderstandingsofhowsystems
workisnowthenorm.
§ Informationisacommodityandrequiresmanagement
onitsown.
§ Collaboration outsideourcomfortzonesisrequired
§ Economiesofscaledrivenewtechnologyandrapid
change,reducingtheabilitytobuildpurposebuilt
productsorservices.
§ CommercialOffTheShelfeverythingwithreducing
controloverthebehavioroftheseproducts.
§ Weneversawitcoming isnowthenorm.
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ThomasJ.Coonce/GlenB.Alleman 3
WhyAgilityMatters?Wetendtotakethefactthatagilityisimportantasa
given,whentherealityisthatnoteveryoneinthe
businessworldhasreachedthesameconclusion. Thus,
it’simportantsometimestotakeastepbackand
examine why agilityactuallymatters,sothatwhenwe’re
facedwithpeoplewhoaren’tasconvincedasweare,we
havesalientpointsthatwecanraisetohelpthem
understandthevaluethatagilitybringswithit. Herearea
fewimportantthingstorememberwhenthinkingabout
whyagilityisimportantinourjobs
†TheCleverPM,July20,2017
http://www.cleverpm.com/2017/07/20/why-does-agility-
matter/
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ThomasJ.Coonce/GlenB.Alleman,July2017 4
Whilethe6stepsaboveareCriticalSuccessFactorsfor
increasingtheProbabilityofProgramSuccess(PoPS),
therearefourimmutabletruthsinthedevelopemntof
softwareusingagileinsidetheFARprocurement
framework.
1. Onsoftwareintensivesystemofsystems,capabilities
maybefixed,buttechnicalandoperational
requirementsemerge.
2. Astheprogramevolves,changeswilloccur.Thisisa
desiredconditionforAgiledevelopment.
3. Withemergingrequirements,boundedtimeandcost
willconstraintheabilitytorespondtotheseemerging
requirements.
4. Estimatinginthepresenceofuncertaintyand
emergencemeanscontinuousupdatingthatestimate
inresponsetothesechanges.
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ThomasJ.Coonce/GlenB.Alleman 5
EMBRACING AGILE MEANS
Applyingthesesixcriticalsuccessfactorstoincreasethe
probabilityofprogramsuccess
1. StartwiththedescriptionofwhatDONElookslikein
theConceptofOperations,butbepreparedfor
emergingrequirementstochange thedescription.2. BuildtheIntegratedMasterPlanandidentifythetop
levelrisksfromtheGovernment’spointofviewbefore
issuingtheRFP,andupdatethatplanwhennew
requirementsappear.
3. Awardacontractbasedontheassessmentofthe
vendorsProbability ofmeetingstheMeasuresof
EffectivenessandPerformance,ontheneeded
completiondatafortheneededcost.
4. AssessthePMBattheIBRandrequireanIMP,a
technicalplan,ahighintegrityWBSandWBS
Dictionary,andaProgramManagementPlan.Confirm
thesearebeingfollowedandupdatethenwhen
changeoccurs.
5. UsethesedocumentsasProgramPerformance
Managementprocessesinthepresenceofuncertainty
andemergence.
6. MeasurePhysicalPercentCompleteagainsttheRisk
AdjustedPMBonamonthlybasiswithpossibleaMid-
MonthFlashReport.Nevermeasureprogressasthe
passageoftimeandconsumptionofmoney‒working
productsontheplanneddatefortheplannedcost.
TakecorrectiveactionstoKeeptheProgramGreen
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Inthefederalacquisitiondomain,thePerformanceMeasurementBaseline(PMB)andContractBudgetBase(CBB)aretheanchordocumentsforthecontractualwork.
TheseTraditional documentsdescribewhatisbeingdeliveredandwhattobudgetisforeachdeliverable.
IntheAgileacquisitiondomain,definitizedrequirementsarenotavailable,noraretheyencouraged.
Whatneedstobeonbaseline isthesetofCapabilitiestheprojectwillproducewhenitisdone.
Capabilitiesdescribeasolutionindependentrequirementsfortheneededsystem.AbovetheLINE,capabilitiesarebaselinedforthecontractualcompliance.BelowtheLINE,therequirementscanemergeastheprojectprogresses.
AstheCapabilitiesarefulfilledbyemergingRequirementsintheformofFeaturesandStories,theuserofthesystemcanassessthematurityofthoseCapabilitiesusingPhysicalPercentCompleteMeasuresofEffectivenessandMeasuresofPerformance.
Thisidealized viewofsystemsdevelopment,mustbemanagedwithtraditionalChangeControltoavoidtheDeathMarch
projectswhereboththeCapabilitiesandemergingrequirementshaveopenendedsolutions.
ThisissueisaddressedinAgileSoftwareDevelopmentwithaCapabilitiesBasedPlanningprocess[1]inthesamewayRequirementsManagementisusedontraditionaldevelopmentprojects.
Thismeanscontinuousdeterminationofwhatcapabilitiesareneededatwhattime,whatisthefundingforthosecapabilities,whattechnicalrequirementsareneededtofulfilthosecapabilities,andhowtobalancetheseneededcapabilitiesacrosstheuser’sneeds,withintheconstraintsofthebusiness,technical,andoperationalenvironment.
[1]“CapabilitiesEngineering– AnAnalysisofPerspectives,INCOSEInternationalSymposium,Volume21,Issue1,June2011,Pages:712–727.
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GOVERNMENT PROGRAMS ARE NOT LIKE COMMERCIAL PROGRAMS
ThebudgetforGovernmentprogramsbelongstoa
sovereign.
SpendingthatbudgetissubjecttoFARclauses.
ThePerformanceMeasurementBaseline(PMB),withit’s
timephasedcosttoproducethecontractualoutcomesis
thecoredocumentinGovernmentSoftwaredevelopment.
IntegratingAgilewithFARprocurementisstraightforward
andatthesametimedifficult.
TheAgileManifestoassumessmall,self-organizingteams
andlowformalitycontracts.
DataandtheresultingInformationisthebasisofall
decisionmakinginthepresenceofuncertainty.
Softwaredevelopmentandacquisitionprojectsarehighly
uncertain.
Weneedanintegratedsetofdatafromwhichtoextract
informationtomakeinformeddecisionsinthepresenceof
uncertainty.
Here’sthestructureofthisdata,startingwiththeRFPand
movingtoProgramExecution.
BothhorizontalandVerticalintegrationofthedatais
needed.Withoutthisintegrationthereisnointegrityis
theinformationproducedbythedata.
VerticallywegofromRFPCapabilitiesdowntotheWork
PackagesthatimplementtoFeaturesofthesoftwarethat
implementthoseCapabilities.
HorizontallywegofromRFPtoprogramexecution.
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Thereare10stepsinestimating,developing,managing,
anddeliveringasoftwareprogramusingAgilemethods.
Thistalkfocusesondevelopingthe❶ Engineering
Estimateandtheuseofthatestimateinthemeasurement
ofprogresstoplan.
Theother9stepsareneededofcourse,butarethe
subjectofanothertalk.
Thiseffortneedstoproduceacredibleestimateforthe
neededCapabilities.
WecanstartthiseffortbydecomposingCapabilitiesthose
intoFeaturesandstartingdevelopingthesoftware.
TheseCapabilitiesaredescribedintheProductRoadmap
andReleasePlan.
TheFeaturesaredescribedintheProductBacklog.
TheStoriesthatimplementtheFeaturesaredescribedin
theSprintBacklog.
Allthesecontainers (backlogs,roadmaps,andplans)of
informationprovideinputtotheestimatingprocess– up
anddownthechainofdeliverables,forCapability
estimatesatthehighestleveltoTasksatthelowestlevels.
ThecollectionofthisdataisthefoundationforReference
Classes.
ThisisthestartingpointforestimatingAgiledevelopment.
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§ ConOps‒describesthecharacteristicsoftheproposed
systemfromtheviewpointofanstakeholderswhowill
usethatsystem.Itcommunicatesthequantitative
(Performance)andqualitative(Effectiveness)system
characteristics.
Ournewwarehousemanagementsystemwill
improveresponsetime,reducewaste,andincrease
efficiencyandeffectivenessofourcapitalassets
andstaff
§ Capabilities‒ahigh-levelsolutionbehaviorproviding
theabilitytoaccomplishsomebusinessfunctionorfulfill
amission.
Weneedtheabilitytoprocess100Ktransactionsa
dayforournational-widewarehouseinventory
trackingsystem
§ Feature‒adistinctelementoffunctionalitythatfulfilla
stakeholderneed.
Weneedtoaddanewsuppliertothewarehouse
inventorycontrolsystem
§ Story‒auserorienteddescriptionofenough
informationsodeveloperscanhaveareasonable
understandingofhowtheywouldneedtoimplement.
Asawarehousemanager,Iwanttotrack
movementofshippablegoodsinrealtime,soIcan
scheduleforktruckandloadingdockpersonnel
§ Task– asmallactivitythatisrequiredtogettheStory
done.
Createdatabaseentriestocapturetheavailability
offorktruckdriversbyspecificshiftandgeographic
location
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Estimatingingeneralishardwork.
EstimatingonAgileprojects,whererequirementsare
changing,usersarenotclearonthedetailsoftheneeded
softwareisevenharder.
Butestimatesareneeded,nomatterwhatdomainwe’re
in.
IntheFARacquisitiondomain,estimatingisnotonlya
criticalsuccessfactor,butitisacontractualobligation.
Whenwedon’thaveReferenceClassesofFeature,we
havetostartbuildingourestimatingdatabaseusing
FunctionPointsasdefinedinIFPUGguidance.
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ThebasisofsuccesswithReferenceClassForecastingisto
buildadistributionalinformationdatabaseinsteadofa
singularinformation estimate.
Singularinformation iswhatweknowaboutanindividual
case ‒aPointEstimate.
Distributionalinformation,bycontrast,consists
of knowledgeaboutthedistributionofoutcomesinsimilar
situations.
Asthedatabaseofcomparablecasesgrows,thepredictive
accuracyofnewproductfeaturesimproves.
Thiseffortstartswiththedevelopofcategorical tagsand
applyingthembothtocompletedandnewbacklogitems.
Productfeaturetags and process featuretags canbe
assignedtocapturethewaysthatagivenfeatureinvolves
complexityordependenciesonexternalfactorsoractors.
Product featuretags focusonwhattheplannedfeature
does(e.g. “hasafront-enduserinterface” or “connects≥2
databases”)while process featuretags focusonwhatthe
productdevelopmentteamdoestodevelopthefeature.
Processfeaturetags arederivedfromaskingthefollowing
questionsduringestimation:
§ Doesexternaldependencyonotherteamsexist?
§ Dowedependoncodethatdoesnotrelyonthesame
standards(e.g.RubyonRails,APIs)? Isresearchneeded
tocompleteaproblem?
§ Dowehavetowritetests?
§ Arethereinterdependencieswithinthecodebase?
§ Arewetouchingnewterritoryinsomeotherway?
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13
DevelopingtheEngineeringEstimateisthestartingpoint
formanagingtheAgileSoftwareDevelopmentprogram.
ThisestimateisrequiredtorespondtotheRFP..
Thisisdifferentfromthecommercialsoftware
developmentdomain.
InourFARdomain,weneedtoprovideaPerformance
MeasurementBaselineontheproposal.Theawardofthe
contractisbasedonthecost,schedule,andtechnical
performanceproposal‒longbeforethewritingofcode.
Here’sthestepstodeveloptheEngineeringEstimate.
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DHSEstimatingandReportingAgileProjects
Amajorsourceofriskinprojectmanagementis
inaccurateforecastsofprojectcosts,demand,andother
impacts.
Forecastsofcost,demand,andotherimpactsofplanned
projectshaveremainedconstantlyandremarkably
inaccuratefordecades.Noimprovementinforecasting
accuracyseemstohavetakenplace,despiteallclaimsof
improvedforecastingmodels,betterdata,etc.
ReferenceClassForecastingwasfirstdescribedby
KahnemanandTverskyin1979tocompensatefor
cognitivebiastheyfoundintheirworkondecision
making.
Theyfoundthatmanyerrorsofjudgmentaresharedby
expertsandlaypeoplealike.Theyfoundthaterrorsremain
compellingevenwhenoneisfullyawareoftheirnature.
ReferenceClassForecastinghasthreesteps:
1. Identifyarelevantreferenceclassofpast,similar
projects.Theclassmustbebroadenoughtobe
statisticallymeaningfulbutnarrowenoughtobetruly
comparablewiththespecificproject.
2. Establishaprobabilitydistributionfortheselected
referenceclass.Thisrequiresaccesstocredible,
empiricaldataforasufficientnumberofprojects
withinthereferenceclasstomakestatistically
meaningfulconclusions.
3. Comparethespecificprojectwiththereferenceclass
distribution,inordertoestablishthemostlikely
outcomeforthespecificproject.
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SinceStoryPointsareOrdinalnumbers– relative
measures,withnocalibrated value‒weneedameasure
thatisOrdinal.
TheSRDRusesStoriesandStoryPoints,whicharenot
calibrated anddonothavethesamemeaningforeffortor
complexityashoursanddollarsdo,outsideofasingle
developmentteam,letaloneacrossmultiplecontractors.
HoursandDollarsareCardinal.
Butestimatinginhoursordollarsisdifficult,when
definitizedrequirementsarenotpresent
FunctionPointCountingcanbeawaytoestimateagile
developmentefforts,andstillhaveacardinalmeasureof
costandschedule.
Thereisresearchandexperiencereportsonconnecting
agileestimatestoFunctionPoints.
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ForallcontractworkintheFederalGovernment,someset
ofcapabilitiesandsupportingFeaturesneededtobe
statedintheRequestforProposal.
TheConOpsandtheStatementofWorkaregoodspotsto
capturethesecapabilities.
IntheAgileparadigm,thesecanbedecomposedto
Features
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These10stepsareneededtoproduceacredibleestimate
onanyprogram‒agileortraditional.
Thestepsdon’tactuallyproducetheestimate,theyare
preparationsforproducingtheestimate.
Thesestepsaretypicallymissingwhenweseepoor
estimatesorestimatesthatarenotcredible.
Withthisinformationinplace,wecanstarttheestimating
process.
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Here’sanexampleofaworksheetforcapturingestimates
onaagileprojectintheFederalSpace.
SincetheFARrequiresusknowinghowmuchitwillcost
indollars‒contractbudgetbase‒andhowlongitwill
take‒periodofperformance‒inhours,theestimates
submittedbythecontractortothegovernmenthastobe
inthoseunitsofmeasure.
StoryPointsandFunctionPointsarenotunitsofmeasure
inthecontractawardawarddocuments.
SowehavetoproducethisEngineeringEstimate inthose
units.
But,thoseunitscanbederivedfromFunctionalPoints,
Featureestimates,andreferenceclassesforecasts.
Thisisthecurrentchallengeindeployingagile
developmentinthefederalspace‒theunitsofmeasure
ofagilefromthecommercialworld,don'tmatchupwith
thefederal(FAR)procurementworld.
Thereisnosimplesolution,butatransitionfromthe
currentsituationtoonewhereagilecanprovide
informationforthedollar/hourestimatescanbe
developed,startingwithReferenceClassForecasting
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Thecriticalsuccessfactorforallprojects‒agileor
traditional‒istomeasureprogressasActualPhysical
PercentComplete againstthePlannedPhysicalPercent
Complete atthePlannedTime.
Here’sanexamplefromanAgiletool(rally)wherethe
plannedpercentcompleteisdefinedinhoursfortheTasks
thatimplementeachStory.
ThestoriesimplementtheFeature,andtheFeaturemay
(inthisexample)spanmultipleSprints(threehere).
InagilenewworkcanbediscoveredaftertheSprintstarts.
Thisemergent workispartoftheagileprocessesandin
encouraged.
Thekeyhereis,whenthenewworkisdiscoveredtheTO
DOfieldisincreased.Thisindicatedmoreworkis
identifiedandthecurrentPhysicalPercentComplete goes
DOWN.
Intheinitialplannedeffort,100hourswereassignedothe
Feature.DuringtheexecutionoftheSprint25morehours
ofworkwerediscovered.Thatisrecordedinthesystem
andusedtocalculatePhysicalPercentComplete.
WhentheTODOequalsZERO,theUserStoryisdone.
WhenalltheUserStorieshavetheirTODOZERO,the
Sprintiscomplete,assumingtheSprintdidnotcometoan
endbeforethat.
TheformulaforPhysicalPercentComplete(P%C)is
P%C=(PlannedWork– TODO)/PlannedWork
IfthePlannedWorkgoesuptheP%Cgoesdown
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WhileEarnedValueManagementmayappear
burdensomeandoverlycomplex,itisactuallyverysimple.
§ WhatisthePlannedBudgetforthedevelopmentofa
productorserviceataspecificpointintime?
§ WhatisourplannedPhysicalPercentCompleteatthat
pointintime?
§ WhatisouractualPhysicalPercentCompleteatthat
pointintime?
Withthosemeasures,wecandeterminehowfarbehind
weareinschedule,andhowfaroffweareofourbudget.
Withthosemeasures,wecandeterminewhatitwillcost
intheendandwhenwe’llactuallybedone,comparedto
whenweplannedtobedone.
EarnedValueisactuallyamisnomer‒itshouldbecalled
EarnedBudge.
WebudgetX$,didweearnedthatBudgetattheplanned
time?
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WithaBudgetSpreadforthedevelopmentandsupport
staffandanyotherdirectcosts,themeasuresofPhysical
PercentCompletecanbeusedtocalculatetheearningof
value intheEarnedValueManagementsense.
ThisisnotbusinessValue,butitisthebasisofcomputing
theEstimatetoCompleteandEstimateatCompletion.
NormalAgiledevelopmentdoesnotprovidethese
measuresareinunitsmeaningfultothedecisionmakers.
TheseunitscanonlybeDollarsandHours.
ThisistheprimarybenefitofusingEarnedValue
ManagementonAgileprograms.
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ManagingSoftwareDevelopmentprogramsisdifficult.It’s
notthesameasmanagingbendingmetalintomoney
programs.
Thedeliverablesareintangibleinthesenseyoucannot
countthem,weighthen,turnwrench'stoassemblethem.
Buttherearetangibleoutcomesofsoftwaredevelopment
programs‒workingsoftwarethatprovidesaFeaturethat
enablesaCapabilitiestoaccomplishabusinessfunctionor
fulfillaMissionneed.
TheseFeaturesandCapabilitiescanbeassessedthrough
MeasuresofEffectivenessandMeasuresofPerformance.
Whatisdifferenceiswemaybeableknowupfrontknow
neededCapabilities,MeasuresofEffectivenessand
Performance,butnowknowthetechnicalrequirements
thatwilldeliverthose.
ThisiswhereAgiledevelopmentcomesin.
ButthePrinciplesofProgramPerformanceManagement
basedonassessingPhysicalPercentCompleteagainstthe
MOE,MOP,TPM,andKPPsisthesameintraditionaland
Agileprograms.
WiththeuseofPhysicalPercentCompleteforthe
FeaturesintheWorkPackagesinthePMB,program
performancemeasurescanproducecredibleEAC,ETC,
andECDusingstandardmethods.
ItgettingthePhysicalPercentCompletethatistheCritical
SuccessFactor.
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TheProductRoadmapisthestartingpointforEstimating.
ThisroadmapdescribedtheCapabilitiesneededbythe
customerinexchangefortheFundinginthecontract.
Thisdocumentispartofthetraditionalacquisitionprocess
– ConOps,IntegratedMasterPlanandAgile.
Acriticalsuccessfactorissimple
TheCustomerneedstoknowwhatDoneLooksLikeintermsofbusinessCapabilitiesneededtoaccomplishthe
MissionCapabilities Planning,isplanningunderuncertainty,to
providecapabilitiessuitableforawiderangeofmodern-
daychallengesandcircumstanceswhileworkingwithinan
economicframeworkthatnecessitateschoice.
Withoutthisunderstanding,we’renotonlynotgoingtobe
successfulatestimating,we’renotgoingtoreachDonein
anywaythatsupportsprojectsuccess.
InAgile,FeaturesandtheirStoriesandTasks,implement
theneededCapabilities
Storiesarethecriticalsuccessfactor.Thesestoriessaythe
following:
§ Whoistheuser?
§ Whyaretheyhere?
§ What’sanexampleofthisperson?
§ Whydotheywanttodothisthing?
§ What’sthebenefitofthemdoingit?
§ Howwillweknowitisworking?
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InFARprocurement,thebudgetfortheprogramis
establishedatcontractaward.ThiscouldbeaNotto
Exceed,andIDIQ,aCPAwardFee,andavarietyofother
fundingvehicles.
Butthebudgetisonbaseline.Thisbudgetisconsumedin
anAgilesoftwareprogrambythedevelopmentstaffand
theirmanagement.
InAgiledevelopment– Scrum,XP,DSDM,andothers– the
spendprofileisessentiallyflat.NoCurve,nospikes,no
rampupandrampdown– flat.
Thisistheidealsituationtomeasureprogram
performancebymeasuringvalue producedinexchangefor
budget.
PhysicalPercentComplete,definedfortheEffectiveness
andPerformanceMeasures,startingwiththeConOpsand
movedtotheProductRoadmap,canproducetheestimate
toComplete,EstimateatCompletion,andEstimated
CompletionDatainunitsofmeasuremeaningfultothe
decisionmakers.TheseUnitsareDollarsandHours.
Theunitsofmeasureinagile– StoryPoints– haveno
meaningforthosedecisionmakers.
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WiththecontractawardedandthePMBestablishedand
verifiedattheIntegratedBaselineReview(IBR),the
programcanstartstobeexecuted.
SuccessonAgileprogramsstartswithlimitingtheplanning
horizon.
RollingWaveplanningisonewaytodothis.Release
Planningisanother,butReleasePlanninghasatendency
tolockintheFeaturestoosoonandcommittothe
contentoftheRelease.
RollingWavesareeasiertomakechangesto,sincethey
arejustcontainersforthework,notthedefinitionofthe
work.
ThatdefinitiontalesplaceintheProductRoadmap,
ProductBacklog,andSprintBacklog.Therollingwaveis
justanartificialboundariestoperformthework,thenstop
andassesstheprogressfortheworkperformed
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Inthepresenceofuncertainty– bothaleatoryand
epistemic– requirementsevolveasanaturalprocess.
Inagileweencouragerequirementsevolution,sincewe
arediscoveringtheneedsofthecustomeratthelower
levelsofdetail.ThisideaispartofthecultureofAgile.
ButthereareotherdriversfortheuseofAgile.
Theriskproducedbytheuncertainty,theevolutionofthe
systemfromit’suse.
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§ Benchmarking‒thefunctionalsizeprovidedisassumed
tobethesizeofthesoftwaredeliveredattheendof
theproject,regardlessifthesoftwaredevelopmentor
managementmethodwasAgileornot.Itisreasonable
forAgileprojectstoprovidetheFunctionalSize
Measurementoffunctionalitiesdeliveredatproject
end.
§ Upfrontestimation‒programrequireallocating
budgetpriortostarting,basedonitscostestimation.
ThefirstchallengeinanAgilecontextistoobtainthis
estimationforadefinedprojectscope.Attheearly
stageofanAgileproject,scopecanbedefinedasalist
ofneededCapabilities,withtheirfunctional
requirementsbehaviors(FeaturesandStories).
§ IterationPlanningandProjectRe-Estimation‒AtSprint
Planning,withfunctionalsizeestimated,itis
appropriatetoperformaFunctionalSizeMeasurement
onProductBacklogitemsforthecurrentSprint.
§ ProcessImprovementMonitoring‒continuousprocess
improvementthrough“retrospective”isperformedat
theendofeachiteration.
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SuccessforAgileprojectsstartswiththeRFP/RFQ.
That’swherethegroundrulesfortheagileacquisitionare
laiddownforthesuppliers.
InthePWSthesupplierneedstodescribetheSoftware
DevelopmentMethodandhowthatmethodimplements
the12PrinciplesofAgile
AProductRoadmapisthefoundationofsuccessforAgile
projects.ItstateswhatFeatureswillbecontainedinwhat
releasesandwhenthosereleaseswillbereadyforuseby
theGovernment.ThereleasescanbeCapabilityReleases
orCadenceReleases.
APerformanceManagementPlanandQualityAssurance
SurveillancePlan(QASP)arethebasisofassessing
programmaticperformanceoftheprogram.Thisiswhere
theMeasuresofEffectiveness,MeasuresofPerformance,
andKeyPerformanceParametersarecollected.
TheseareconnectedtotheReleasedCapabilitieswith
thereFeaturesandformthebasisofPhysicalPercent
Complete.
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StartingwithITsystemssubjecttoOMBA-11Part7and
movingontheFAR34/DFARS234systems,agile
developmentprocessesareintegratedwithEarnedValue
Managementinthefollowingway.
EvenwithouttheflowdownforEVM,managingthe
developmentofsoftwareusingAgile,insideaFAR15
contract,canbedonewiththisstructure
§ Definetheneededcapabilities
§ ProduceaProductRoadmapandReleasePlan
§ Assignbudgetforthestaffdevelopingthesoftwareat
theSprintlevel
§ DecomposetheCapabilitiesintoFeatures,theninto
Stories,andassignthedevelopmentworktoSprint.
§ PerformtheworkintheSprint
§ MeasurePhysicalPercentCompleteattheSprintlevel
§ RollthisPhysicalPercentCompletetotheFeaturesand
CapabilitiesandcalculateETC,EAC,andECDfromthose
measures.
DHSEstimatingandReportingAgileProjects7/29/17
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