Agile Program Management Army Contract Writing System (ACWS) - - PowerPoint PPT Presentation

Agile Program Management

Army Contract Writing System (ACWS) Product Manager

UNCLASSIFIED

11 May 2018

12 Principles of Agile

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

2

12 Principles of Agile Applied to Program Management

1. Our highest priority is to satisfy the customer through early and continuous delivery

• f valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

3

What is Scrum?

Scrum Defined: A development framework based on empirical process control wherein cross functional, self

• rganized teams deliver working solutions / products

every thirty days (or less). HYPER PRODUCTIVITY! Divided into three parts – Principles, Aspects and Processes. 3 High Level Imperatives:

• Transparency: Shared language, common definition
• f done, and honesty to make process and progress

visible to those responsible for outcome.

• Inspection: Frequently inspect artifacts and progress

towards a goal - accountability.

• Adaption: Adjust process, product or both.

Key Elements:

• Focus on the “customer” (the reviewer / approver) of

the product

• Extensive collaboration and communication
• Team building
• Flexibility
• Focus on the highest priority elements

4

Scrum Board Example Program Management Branch Example

• Provides Team Members a forum to ensure tasks and resources are aligned correctly and road blocks are removed.

– Product Owner sets priorities – Creates opportunity for cross collaboration amongst the team. – Sprint planning and defining Definition of Done.

• Activities should be updated on board in a real time basis and briefed during Scrum.
• Coded to align to specific program functions and activities.
• Task/Event/ Activity moves from “Backlog” to “Activity” column when the activity has begun and owner is assigned.

– Focus is on the tasks needed to be accomplished during the upcoming week.

• All changes and moves should be reported in PdM update / weekly report.

– When appropriate, activities should also align to the IMS and Action Tracker.

• Board is briefed as a compliment to PdM update and/or staff meeting.

– Can be briefed at ANYTIME because it is ALWAYS up-to-date. 5

Product Backlog Team Member Name Activities In Progress In Review Complete / Done Blockers

Post Award De-briefs (order and content)

• SSAC Charts – Format Content
• SUB TASKS – TBD

Post Award Conference (PAC)

• SUB TASKS
• Identify administrative information

needed for / from the SI after contract award (to be communicated to SI at PAC)

• Package all new ACWS information

(since RFP) for delivery to Awardee (i.e., SEP, TEMP, BPR)

Bryan Post Award Conference (PAC) SSAC Charts Format Update POE Scott Cash Flow Process Need a budget! Greg IP Format Revisions Waiting on ACC RI to deliver final SSDD.

Scrum Team: Daily Scrum Meeting

What did I accomplish yesterday? What will I do today? What obstacles or questions do I have?

• 15 Minute Meeting – Progress updates
• Last 24 – Progress made in last 24 hours on

commitments

• Next 24 – Expected progress to be made on

commitments

• Roadblocks – Any Risks / Issues impeding

progress or team

• Team reports progress to each other, not to the

Scrum Lead / Master

• Scrum Lead / Master is responsible for

documenting / removing Roadblocks

6

Specific Task / Activity Name / Owner Responsible Time Box (Duration) To Be Completed Date Tracking a Task – Example Sticky Note

Scrum Board Example

7

Future With Virtual Boards

8 ACWS collaborating with System Integrator using JIRA tool:

• Allows for long term planning.
• Easy to roll unfinished work into next

sprint.

• Reporting functionality - flow into

weekly report or updates to leadership

• Metrics - Story Points, Hours, etc. Helps

track progress and better planning.

Targeted Example Leveraging Scrum Source Selection Advisory Council (SSAC) in 2 Days

9

• Step 1 was to identify discriminators (strengths

and weakness) by Offeror and organize them by evaluation factors.

• Step 2 transferred the colored sticky notes from

Board 1 to Board 2, one at a time, by Offeror.

– Board 2 included one row for each Offeror that was a continuum with a minus sign to the left, a center mark in the middle, and a plus sign on the right. – As the SSAC members transferred sticky notes from Board 1 to Board 2, they discussed the relative importance of each discriminator and placed it in the agreed-to order of importance on the continuum.

• Step 3 was to arrange discriminators for all

Offerors by evaluation factor. The result was a visual tool that displayed the strengths and weaknesses of each Offeror, by evaluation factor, arranged in the order of importance as determined by the SSAC members and how they stacked up to the other Offerors.

Contact Information

10

For more information and ideas on how to implement Scrum in your organization, please feel free to reach out to:

• LTC Rob Wolfe, Product Manager Army Contract Writing System

– robert.j.wolfe.mil@mail.mil – 703-545-8817

• Bryan Virgil Crist, Certified Scrum Master, Army Contract Writing System

– bryan.v.crist.ctr@mail.mil – 703-545-8875