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About Me – Sally Elatta • President Agile Transformation Inc. • Author/Publisher of www.AgileVideos.com • Leading Agile Transformation Coach, Trainer and Speaker • Agile Portfolio Transformation Book (In the works!) • Certified by PMI, ScrumAlliance, IBM, Microsoft, ICAgile • Trained thousands and helped coach dozens of teams on Agile • Agile Expert for PMI.org LEAD CoP
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I am simply a transformer. Someone who is really
passionate about transforming individuals, teams and
organizations to doing what they do better. I believe in
Servant Leadership as the way to lead change and create a
culture of empowered collaborative high performing teams.
What are the 6 levels of Agile planning? How is Agile Portfolio Management Differ from Traditional Approaches? What does the Agile/Lean Portfolio Lifecycle look like?
How do we structure our teams so they can deliver value against our strategic initiatives?
How do we solve the ‘Project work vs. Support work’ problem so teams can have focus?
Do we specialize teams to focus on a specific area of work (BI, Web, by Customer, Membership, Claims..etc) or do we build generalizing teams that can ‘pull’ any project? Maybe both?
How do we handle shared resources who are SMEs?
Should we continue the current project for this team or stop it? Which item will this team pull next?
How many enterprise teams do we have and what is our capacity?
Copyright(c) Agile Transformation Inc.
Key Points - Summary
Executives and Leaders Need Education on Agile/Lean Portfolio Management
Create Ranked Backlogs based on Value/Risk/Dependency
Break ‘Projects’ Down to Shorter Deliverables
Teams ‘Pull’ Next Deliverable Based on Capacity
Stop or Reduce Project Multi-Tasking.
Think: CLARITY | FOCUS | EXECUTION | CULTURAL TRANSFORMATION
• Teams working on the same larger initiative will need additional coordination through a program leadership team.
Agile/Lean Portfolio Management
• If the organization desires for teams to pull from an enterprise/portfolio ranked backlog, then an Agile portfolio leadership team needs to be stood up and trained.
Distributed Teams
• Where the team members are located may impact the design of the team and their speed towards Agile maturity.
Strong ScrumMasters
• Standing up several teams at the same time following an aggressive schedule requires strong ScrumMasters supporting the coaches.
Management Support
• Lack of understanding or support by middle management will potentially kill the transformation
• Dozens of surveys of agile methods since 2003 • 100s of Agile and CMMI case studies documented • Agile productivity, quality, and cost better than CMMI
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Rico, D. F. (2008). What is the return-on-investment of agile methods? Retrieved February 3, 2009, from http://davidfrico.com/rico08a.pdf
Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.
Agile vs. CMMI
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Copyright(c) Agile Transformation Inc.
• Analysis of 23 agile vs. 7,500 traditional projects • Agile projects are 54% better than traditional ones • Agile has lower costs (61%) and fewer defects (93%)
Mah, Michael. QSM (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada.
Hoque, F., et al. (2007). Business technology convergence. The role of business technology
convergence in innovation and adaptability and its effect on financial performance. Stamford, CT:
BTM Institute. 45
• Study of 15 agile vs. non-agile Fortune 500 firms • Based on models to measure organizational agility • Agile firms out perform non agile firms by up to 36%
• 80% of worldwide IT projects use agile methods • Includes regulated industries, i.e., DoD, FDA, etc. • Agile now used for safety critical systems, FBI, etc.
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Industry
Shrink Wrapped
Electronic Commerce
Health Care
Law Enforcement
Org
20 teams 140 people 5 countries
Size
15 teams 90 people Collocated
4 teams 20 people Collocated
10 teams 50 people Collocated
3 teams 12 people Collocated
U.S. DoD
Primavera
Google
Stratcom
FBI
FDA
Project
Primavera
Adwords
SKIweb
Sentinel
m 2000
Purpose
Project Management
Advertising
Knowledge Management
Case File Workflow
Blood Analysis
1,838 User Stories 6,250 Function Points 500,000 Lines of Code
Metrics
26,809 User Stories 91,146 Function Points 7,291,666 Lines of Code
1,659 User Stories 5,640 Function Points 451,235 Lines of Code
3,947 User Stories 13,419 Function Points 1,073,529 Lines of Code
390 User Stories 1,324 Function Points 105,958 Lines of Code
Rico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean
Enterprise Software and Systems, Helsinki, Finland, 37-43.
Industries Adopting Agile
Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and
documentation. Ft. Lauderdale, FL: J. Ross Publishing.
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Copyright(c) Agile Transformation Inc.
The FBI’s Sentinel Project Succeeds with Agile
• Project: Sentinel came under it’s $451 Million revamped budget • Source: http://bit.ly/PKayyX
The US Army Software Radio was also a large multi-billion dollar Waterfall project saved by Agile methods in the 11th hour. A small Agile team finished all the hardware and software at a fraction of the total budget delivering a complex system on time.
Agile methods are now being used to complete the avionics software systems for both the F35 and F22.
The Ministry of Defense, US Veteran Affairs, the UK Government Digital Service, in India, Australia and New Zealand have all demonstrated that Agile can work for Governments.
Copyright(c) Agile Transformation Inc.
Agile Government – Really??
• Department of Defense CIO Teri Takai’s new mission statement: • "To deliver agile and secure information capabilities to enhance combat
power and decision-making."
• DOD looks to reduce overall spending by $500 billion over 10 years.
• The GAO report profiles agile initiatives from the Department of Defense, NASA, the US Patent and Trademark Office, the VA and the IRS.
• Source: http://bit.ly/PMPTIa - Jason Bloomberg www.cio.com
• Agile and iterative development is now backed by the top leaders in the Government: • Vivek Kundra: the former federal CIO called for adoption of cloud services and other "light technologies" and advocated modular IT projects where "usable functionality" gets delivered every six months.
• Steven VanRoekel: the new federal CIO calls on agencies to embrace modular development and “run our projects in lean startup mode”