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Integrating Agile Software Development (Agile) on Earned Value Management ProgramsStarting with an EIA–748–C compliant Earned Value Management System, integrating an Agile Software Development Lifecycle (Agile) is straight forward when there is a Bright Line between the Performance Measurement Baseline (PMB) and the Sprints and Tasks of the Agile Software Development Process.
§ Content Page0 Executive Overview 51 Introduction 212 Opening Background 763 Start With The End in Mind 1384 Framing Assumptions 1515 Foundations of Earned Value and Agile 1926 Performance Planning and Measurement 2207 Connecting the Dots Between Agile and EVM 2628 The Requirements Elicitation Problem 3089 Planning, Estimating, and Budgeting 33110 Building the PMB for an Agile Project 37011 Dependency Management in Agile 39912 Risk Management on Agile Programs 41013 Change Control in Agile and EVM 45914 Physically Connecting the Dots 51615 The Dark Side and EVM and Agile 52716 Failure Modes of Agile + Earned Value Management 54517 Maturity Models for Agile and Earned Value Management 60018 Root Cause Analysis 63819 Agile Contracts 70420 Conclusion 70521 Resources 726
Robert Gates, the United States Secretary of Defense, in a September 2008 speech, said,
Our conventional modernization programs seek a 99% solution in years. Stability and counterinsurgency missions—the wars we are in—require 75% solutions in months. The challenge is whether in our bureaucracy and in our minds these two different paradigms can be made to coexist
‒ Gates, R. M. Speech to National Defense University (Washington, D.C.) Monday, September 29, 2008.
+0. Executive OverviewEarned Value Management and Agile Software Development have much in common. The most important is progress to plan is measured by Physical Percent Complete with tangible evidence of working products at the end of planned period of performance.For software intensive system of systems, agile development provides powerful tools for producing working software on frequent boundaries to gain needed customer feedback to assure the program is going in the right direction.
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There are only two phases to a big program: Too early to tell and too late to stop!‒ Mr. Blaise Durante, Deputy Assistant Secretary (Acquisition Integration), U. S. Air Force
† Dr. Ashton Carter, Under Secretary of Defense for Acquisition, Technology and Logistics, Sep/Oct, 2010 Defense AT&L
Pembroke Welsh Corgi in a goat herding competition, Boulder County Fair, Longmont Colorado.Chubby body, short legs, not “lean,” but able to turn “inside the loop” of the sheep = “agile?”
+ What Is The Real Goal of Any Method – Agile or Traditional?
Increase The Probability of Program Success
1.0 Communications and Computing Infrastructure1.1 Acquisition, Logistics and Technology Enterprise Systems and Services (ALTESS)
1.2 Army Knowledge Online (AKO)/Defense Knowledge Online (DKO)1.3 Computer Hardware, Enterprise Software, and Solutions (CHESS)1.4 Defense Communications and Army Transmissions Systems (DCATS)1.5 Defense Messaging System-Army (DMS-A)1.6 Defense Wide Transmission Systems (DWTS)1.7 Force Projection Enablers (FPE)1.8 Information Technology Systems ( ITS)1.9 Installation Information Infrastructure Modernization Program ( I3MP)
1.10 Land Mobile Radio (LMR)1.11 Network Enterprise Services (NES)1.12 Network Service Center (NSC)1.13 Satellite Communications Systems (SCS)1.14 Vehicular Intercom Systems (VIS)1.15 Wideband Control (WC)2.0 Logistics
2.1 Army Enterprise Systems Integration Program (AESIP)2.2 Global Combat Support System-Army (GCSS-Army)2.3 Joint-Automatic Identification Technology ( J-AIT)2.4 Logistics Modernization Program (LMP)2.5 Movement Tracking System (MTS)2.6 Transportation Information Systems (TIS)3.0 Human Capital3.1 Army Human Resource System (AHRS)
3.2 Distributed Learning System (DLS)3.3 Force Management System (FMS)3.4 HR Solutions3.5 Installation Management Systems-Army ( IMS-A)3.6 Integrated Personnel and Pay – Army ( IPPS-A)3.7 Reserve Component Automation Systems (RCAS)4.0 Finance
4.1 General Fund Enterprise Business System (GFEBS)5.0 Medical 5.1 Medical Communications for Combat Casualty Care (MC4)6.0 Acquisition6.1 Acquisition Business (AcqBusiness)7.0 Biometrics7.1 Department of Defense (DoD) Biometrics (DoD Biometrics)7.2 Biometrics Enabling Capability (BEC)
7.3 Tactical Biometric Systems (TBS)
Army PEO EIS
1.1 Acquisition, Logistics, and Technology Enterprise Systems and Services (ATLESS)
Guidance to increasing the
PoPs
Seek ways to increase the Probability of Program Success not just apply new methods
+ While seeking to fulfill the directives of NDAA §804 …
Plus a few more … FAR 52.234-2, 34.201, 34.202, OMB Memo(s) M-05-23, M-04-24, DFAR 252.234–7002, DoD Instruction (DoDI) 5000.02, Defense Acquisition Guidebook, Chapter 11, Section 11.3.1.3.