AGILE PROJECT MANAGEMENT

Course 1. Applied Scrum for Project Management

Module 1 of 4

John Johnson, PMP CSM SPC

A. James Clark School of Engineering, University of Maryland, College Park

Copyright 2018, All rights reserved

Week 1. Agenda
1. Agile Basics
2. Proof Agile Works
3. Evolution of Agile
4. Case Study 1 – Netflix
5. Case Study 2 – 18 F

Slide 2
Valuable Sprints & Dispelled Myths
Agile Basics

Slide 3
Intro to Agile: the Manifesto

Agile was codified in 2001 at the

Snowbird Resort by 17 practitioners
of Iterative Development. The Agile
Manifesto was written by XP, DSDM,
and Scrum practitioners stating

http://logicboost.com/agilemanifesto.html

Slide 4
Intro to Agile: the Manifesto

“...while there is value in items on the right, we value items

on the left more…”

• Individuals and Interactions over processes and tools

• Working Software over comprehensive documentation
• Customer Collaboration over contract negotiation
• Responding to Change over following a plan

Slide 5
 Sprint Development 2
Sprint Planning 1 • Team meets daily to decompose & assign work
• Team & Product Owner select work • Team self-organizes based on skills
• Team commits to complete work inside the Sprint • No client can interrupt or change their work
• All work is stated as a “User Story” with a clear • Product Owner liaisons with end users
Sprint “who, what, why” and acceptance criteria • Product Owner builds and prioritizes backlog
• Scrum Master facilitates and guides • Scrum Master facilitates and tracks
Basics

Sprint Review & Retro 3

• Team presents completed work to customer
https://en.wikipedia.org/wiki/Scrum_(software_de • Team reviews work performed
velopment)#/media/File:Scrum_Framework.png • Team performs retrospective to improve itself
• Scrum Master facilitates and guides

Slide 6
Comparing Agile, Traditional, and Lean
Scope Schedule
Total Cost
(Not Quality)

Budget
Agile Traditional Lean
Adjust Scope Budget Schedule
Requires Trust Efficiency Expertise
Goal Speed Predictability Innovation

Slide 7
False Comparisons
The following is true for not only Traditional, but also Lean, and
Agile projects. Each methodology has:

• A Charter
• A Plan
• Documentation
• Design
• Testing

Slide 8
The Story

Slide 9
Wait, so What Is Agile Again?
Agile is a Project Management Methodology we can defined as having:
- Shared Vision Robust to Change (can vary tech scope)
- Whole Teams (customer + a cross-functional team)
- Incremental Delivery (learn by doing using small “Sprints”)
- Continuous Integration & Testing (teams test increments early often)

Scrum, SAFe, Disciplined, Kanban - these are Frameworks

which offer a structure for conducting Agile projects.

Slide 10
From Spacecraft to Supercomputers
Proof That Agile Works

Slide 11
Proof Agile Works: Skunkworks
• Clarence Leonard “Kelly” Johnson,
Lockheed Martin Engineer in WWII.
• In 1943, tasked with extending range of
fighter jets
• He and his team colocated in a tent
because they needed the space…
• Program was called “Skunk Works”

Designed and built the first jet-fighter, “P-80 Shooting Star,”

in just 143 days

Slide 12
Keys to Skunkworks Success
Kelly Johnson’s Skunkworks Program had 14 Rules of Management, which roughly translate to:
• Small, Strong, Self-Directed Cross-functional Teams
• Owners and Vendors must Collaborate and Trust
• Manage and Respond to Change
• Minimize Reports, But Record Important Work
• Incremental Development with Self-Testing Teams

Remember! Agile is a Project Management Methodology we can defined as:

• Shared Vision Robust to Change (can vary tech scope)
• Whole Teams (customer + a cross-functional team)
• Incremental Delivery (learn by doing using small “Sprints”)
• Continuous Integration & Testing (teams test increments early often)

Slide 13
Proof Agile Works: Navy Energy Program

Source: https://image1.slideserve.com/1599299/slide3-n.jpg
Slide 14
Proof Agile Works: Navy Energy Program
Navy Shore Energy Program, Energy Return on Investment (eROI) Support
Booz Allen Hamilton (BAH)

Scope: Build decision support systems to identify, evaluate, and select $500M/yr. in shore energy projects

Total Cost: $5M over 4 years (T&M)

• 2 Fully Cross-Functional Teams
• BAH Personnel: 8 (1 PM, 3 Devs, 4 BA/Testers)
• Navy Personnel: 5 (1 PgM, 3 Officers, 1 Analyst)

Output: Project ROI: 50

• QA/QC avoided $20M/yr. in net-loss projects
• Improved selection by $30M/yr. annualized returns
• Modeled investments with 95% accuracy by year 3
• BAH sole sourced the $10M/yr Renewables Program
Slide 15
Proof Agile Works: Spacecraft to Supercomputers
Image Source: http://www.zdnet.com/article/what-the-dods-
playstation-powered-condor-cluster-means-for-the-future-
of-supercomputing/

We went from days to

Can be loaded on a plane seconds!
On the Fly Spy Imagery
Extremely easy to
maintain in a test lab

Condor Cluster
Over 2 Million Miles of Cables,
Supercomputer, able to work faster than any
Air Force 2010 other DOD HPC

NASA led the Faster,

Better, Cheaper (FBC)
initiative in the 1990s
Stardust Shoemaker

Slide 16
Spiraling Away from Waterfall: a Total Quality Revolution
Evolution of Agile

Slide 17
Total Quality Management (TQM)

https://i.pinimg.com/736x/98/bc/1f/98bc1f7c7ce266dd7e2fe79
6be001285--teacher-w-edwards-deming.jpg

• Improving quality decreases costs

• Must continuously improve (systems and people)
• Key is pride of workmanship, cross-functional teams, and trust
• Plan – Do – Check – Act (PDCA)
Proof it works: turned around Ford Motors in 1986 from $B losses to first profits in years

Slide 18
Toyota Production System (TPS)

https://c1.staticflickr.com/9/8110/8 https://lifehacker.com/productivity-101-how-to-
472007819_485415e875_b.jpg use-personal-kanban-to-visuali-1687948640
Toyota Production System (TPS) – Taichii Ohno and Lean (1980s - Present)
• Eliminate 7 Wastes - Movement, Inventory, Motion, Waiting, Overproduction, Over-processing, Defects
• Small Batches – addresses most of the waste – Kanban!
• Continuous Improvement w/ Fixed Reporting Schedules & Metrics (KPIs)

Proof it works: Toyota’s a Top 3 Car Manufacturer with 70% employee satisfaction
….Note that employee satisfaction is only 30% avg. Nationally
Slide 19
 Theory of Constraints (TOC)

https://en.wikipedia.org/wiki/Bottleneck_(production)
https://www.tocinstitute.org/five-focusing-steps.html
https://en.wikipedia.org/wiki/Eliyahu_M._Goldratt

Theory of Constraints (TOC) – Eli Goldratt (1980s to Present)

• Optimize “System Throughput” not “Cost Centers” towards a Goal
• Five Focusing Steps to Exploit System Constraints (Physical, Paradigm, Policy, Market)

Proof it works: BP used TOC to save $200M and rapidly clean 10,000 boats after Gulf Oil Spill

Slide 20
 The average Software Project had a 10% success rate in the 1970s
The Waterfall Mistake

Waterfall model probably the most costly mistake in the world

http://valueatwork.se/waterfall-model-probably-the-most-costly-
mistake-in-the-world/?lang=en

By the 1980s “Waterfall” was the predominant methodology, but it was a poor fit for the immaturity
of the software development world (although embraced by DoD until 1996)
…...Tom Cargill of Bell Labs said it all with his “Ninety-Ninety” Rule said it all:

The first 90 percent of the code accounts for the first 90 percent of the development time.
The remaining 10 percent of the code accounts for the other 90 percent of the development time.
Slide 21
Spiral to Scrum
RAD DSDM XP

In response to failure rates as high as 90%, “iterative development” was born:

• Rapid Application Development (RAD) 1970s - 1980s
• Dynamic System Development Methodology (DSDM) 1980s - 1990s
• Extreme Programming (XP) 1990s - 2000s

Slide 22
Spiral to Scrum
2013 Cross-Industry Study
Key Tenants of Iterative Development: 173 Industry Respondents

• Consolidated Up-Front Planning - single http://www.ambysoft.com/surveys/success2013.html

“Systems Design” phase with Stakeholders

Agile Traditional
• Iterative Development – Users Propose and
64% Successful 49% Successful
Test Product Throughout Development
• Timeboxes - Emphasizes On-Time Delivery 28% Challenged 33% Challenged

• User Stories - Emphasizes Business Needs, 8% Failed 18% Failed

Not Tech Specs
• Test-Driven Development - Incorporation of https://clearcode.cc/blog/agile-vs-waterfall-method/
“best practices”

Slide 23
 How Netflix Wins!
Commercial Case Study

Slide 24
Netflix Case Study
SPEED WINS!
Keynote: Velocity and Volume
(or Speed Wins) by Adrian Cockcroft

Adrian Cockroft names four (4) things required Watch the speech here:
https://www.youtube.com/watch?v=wyWI3gLpB8o
to turn Netflix from a manufacturing company
into an web-centric large-scale business:
1. Culture of Innovation - respond to opportunities
2. Data and Analytics - compare alternatives
3. Decentralized Decisions - assign resources quickly
4. Agile and Self-Service Deploy - freedom & responsibility culture

Slide 25
 18F to the Rescue!
Government Case Study

Slide 26
18F Case Study
General Services Administration (GSA)
supports CA Social Services...
In 2015, the State of California began a process to modernize their child
welfare services case management system.
• Used by more than 20,000 social workers
• Track and manage the more than 500,000 cases of child abuse and
neglect annually

18F worked with California’s Department of Social Services and Office of

Systems Integration to add:
• modular contracting,
• agile development,
• user-centered design, and
• open source practices

This project is still in the early stages, but this change in strategy has
started to produce greater vendor competition, cost savings, a vastly
improved end product, and a better contracting experience.
https://www.youtube.com/watch?v=lNSmF7-xisU

Slide 27
You've just competed Module 1 of
Applied Scrum for Project
Management

Thank You!

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