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Calle r s ar e in a L iste n Only Mode

Cre a ting a n Ag ile Ac quisition Culture

Ma rc h 10th 2016 No o n—1:30 p.m. (E a ste rn)

We lc ome to NCMA’s

T his Pre se nta tio n is fo r info rma tio na l purpo se s o nly a nd do e s no t c o nstitute le g a l a dvic e . F

• r le g a l a dvic e o n a ny

issue , yo u sho uld c o nsult with a n a tto rne y.

Disc laime r

Cre a ting a n Ag ile Ac quisition Culture Ma rc h 10th 2016

12:00 p.m.–1:30 p.m. (E a ste rn)

Wayne Br antle y, Asso c ia te Vic e

Pre side nt o f Pro fe ssio na l E duc a tio n, Villa no va Unive rsity

4

Cr e ating an Agile Cultur e T

• day
• Wha t is Ag ile ?
• Ag ile princ iple s
• Ca n a g ile wo rk fo r no n-I

T e ffo rts?

• Diffe re nc e s fro m tra ditio na l pro je c t

ma na g e me nt

• Ag ile ro le s, e ve nts, a nd a rtifa c ts
• Be ne fits o f using a g ile
• K

e ys to a g ile suc c e ss

5

You have to do Agile

• Cling e r-Co hn a c t o f 1996 – ma ke s a g ile pro c e ss

ma nda to ry

• F

AR Pa rt 1.602-1(b )

– E nsure s tha t a ll re q uire me nts o f la w, e xe c utive o rde rs, re g ula tio ns, a nd a ll o the r a pplic a b le pro c e dure s, inc luding c le a ra nc e s a nd a ppro va ls, ha ve b e e n me t. – I n o rde r to pe rfo rm the se re spo nsib ilitie s, c o ntra c ting o ffic e rs sho uld b e a llo we d wide la titude to e xe rc ise b usine ss judg e me nt.

Ple a se a nswe r the se que stions

1. Do yo u ha ve c o mple x pro duc ts? 2. Do yo u wo rk in a c ha ng ing e nviro nme nt? 3. Do yo u ha ve c ro ss-func tio na l te a ms? 4. Do yo ur te a ms c o lla b o ra te ?

Wha t is a g ile ? › Ac c or

ding to Dilbe r t

Wha t is a g ile ?

• E

vo lve d fro m so ftwa re de ve lo pme nt

• Bre a ks wo rk into time b o xe d ite ra tive de live rie s
• f wo rk
• Prio ritize s wo rk so tha t the mo st va lue d wo rk is

de live re d

• Co ntinuo us de live ry

Wha t is a g ile ?

› Ag ile is a n umb re lla te rm fo r a fra me wo rk tha t

re fe rs to a g ro up o f me tho do lo g ie s

– Sc r

um is the mo st use d

› Othe rs inc lude :

– L e a n – K a nb a n – XP – Crysta l – DSDM

Wha t is a g ile ?

Ba se d o n thre e pilla rs:

T ra nspa re nc y I nspe c tio n Ada ptio n

Ag ile Va lue s

› Ag ile Va lue s

– F e b 2001 – Ag ile Ma nife sto – 4 Va lue s

Ag ile Va lue s

› Ag ile Va lue s

– F e b 2001 – Ag ile Ma nife sto – 4 Va lue s

Most I mportant I mportant but not the focus

Ag ile Va lue s

› Agile Values

– Feb 2001 – Agile Manifesto – 4 Values

Most I mportant I mportant but not the focus

Individuals and interactions

• ver processes and tools

Ag ile Va lue s

› Ag ile Va lue s

– F e b 2001 – Ag ile Ma nife sto – 4 Va lue s

Most I mportant I mportant but not the focus

Individuals and interactions

• ver processes and tools

Working ______________

• ver comprehensive documentation

Ag ile Va lue s

› Ag ile Va lue s

– F e b 2001 – Ag ile Ma nife sto – 4 Va lue s

Most I mportant I mportant but not the focus

Individuals and interactions

• ver processes and tools

Working ______________

• ver comprehensive documentation

Customer collaboration

• ver contract negotiation

Contra c t T ype for Ag ile Proje c ts

• Bla nke t Purc ha se Ag re e me nt (BPA)
• I

nde finite Quo te I nde finite De live ry (I DI Q)

– T a sk o rde rs use d in b o th to supply a de ta ile d sc o pe o f wo rk

David Neumann, Excella Consulting

Ag ile Va lue s

› Ag ile Va lue s

– F e b 2001 – Ag ile Ma nife sto – 4 Va lue s

Most I mportant I mportant but not the focus

Individuals and interactions

• ver processes and tools

Working ______________

• ver comprehensive documentation

Customer collaboration

• ver contract negotiation

Responding to change

• ver following a plan

Ag ile Ma nife sto

• 1. Our hig he st prio rity is to sa tisfy the c usto me r thro ug h

e a rly a nd c o ntinuo us de live ry o f va lua b le so ftwa re .

• 2. We lc o me c ha ng ing re q uire me nts, e ve n la te in

de ve lo pme nt. Ag ile pro c e sse s ha rne ss c ha ng e fo r the c usto me r's c o mpe titive a dva nta g e .

• 3. De live r wo rking so ftwa re fre q ue ntly, fro m a c o uple o f

we e ks to a c o uple o f mo nths, with a pre fe re nc e to the sho rte r time sc a le .

• 4. Busine ss pe o ple a nd de ve lo pe rs must wo rk to g e the r

da ily thro ug ho ut the pro je c t.

Ag ile Ma nife sto

• 5. Build pro je c ts a ro und mo tiva te d individua ls. Give the m

the e nviro nme nt a nd suppo rt the y ne e d, a nd trust the m to g e t the jo b do ne .

• 6. T

he mo st e ffic ie nt a nd e ffe c tive me tho d o f c o nve ying info rma tio n to a nd within a de ve lo pme nt te a m is fa c e - to -fa c e c o nve rsa tio n.

• 7. Wo rking so ftwa re is the prima ry me a sure o f pro g re ss.
• 8. Ag ile pro c e sse s pro mo te susta ina b le de ve lo pme nt.

T he spo nso rs, de ve lo pe rs, a nd use rs sho uld b e a b le to ma inta in a c o nsta nt pa c e inde finite ly.

Ag ile Ma nife sto

• 9. Co ntinuo us a tte ntio n to te c hnic a l e xc e lle nc e a nd

g o o d de sig n e nha nc e s a g ility.

• 10. Simplic ity--the a rt o f ma ximizing the a mo unt o f

wo rk no t do ne --is e sse ntia l.

• 11. T

he b e st a rc hite c ture s, re q uire me nts, a nd de sig ns e me rg e fro m se lf-o rg a nizing te a ms.

• 12. At re g ula r inte rva ls, the te a m re fle c ts o n ho w to

b e c o me mo re e ffe c tive , the n tune s a nd a djusts its b e ha vio r a c c o rding ly.

Ag ile Ma nife sto E xe rc ise

› Ha ndo ut

– I de ntify in yo ur a re a the re pla c e me nt wo rd fo r a ny re fe re nc e to so ftwa re in the Ag ile Ma nife sto .

Ca n a g ile work for non- IT e fforts?

› F

irst we ha d the a g ric ultura l re vo lutio n

– Pla nt a nd hunt – Wa nde re d le ss a nd wo rke d in o ne pla c e

› Ne xt we ha d the industria l re vo lutio n

– De ve lo pme nt o f ma c hine s a nd fa c to rie s – L e d to ma ny pro je c t ma na g e me nt to o ls

Ca n a g ile work for non- IT e fforts?

› No w we ha ve the info rma tio n re vo lutio n

– F

• c us is o n info rma tio n a nd c o lla b o ra tio n

– Re lie s o n kno wle dg e wo rke rs

• E

ng ine e rs

• Pro g ra mme rs
• Co ntra c t Ma na g e rs
• Pro je c t Ma na g e rs
• T

e a c he rs

• Sc ie ntist
• L

a wye rs

• Do c to rs
• Ma rke ting
• Ac c o unting a nd mo re

Ca n a g ile work for non- IT e fforts?

Characteristics of I ndustrial Work Characteristics of Knowledge Workers

Work is visible Work is invisible Work is stable Work is changing Emphasis is on running things Emphasis is on changing things More structure with fewer things Less structure with more decisions Focus on the right answers Focus on the right questions Define the task Understand the task Command and control Give autonomy Strict standards Continuous innovation Focus on quantity Focus on quality Measure performance to strict standards Continuously learn and teach Minimize cost of workers for a task Treat workers as assets and not as costs

Diffe re nc e s from tra ditiona l proje c t ma na g e me nt

Traditional PM Agile PM

Focus on processes and tools Focuses on team communication and interaction Anticipates limited changes and requires comprehensive documentation Places priority on developing products and/or solutions that will be progressively modified and improved Emphasizes the importance of contract negotiation and tasks delineated in the contract Emphasizes the importance of customer — project team collaboration and daily communication Works the plan; follows the plan to the end Features flexibility and response to change Minimize cost of workers for a task Treat workers as assets and not as costs

Diffe re nc e s from tra ditiona l proje c t ma na g e me nt

Compa rison of Ag ile a nd Wa te rfa ll De ve lopme nt

Diffe re nc e s from tra ditiona l proje c t ma na g e me nt

Ag ile Role s

• Sc rum Ma ste r
• Pro duc t Owne r
• T

e a m

Ag ile Role s – Sc rum Ma ste r

• Sc rum Ma ste r will fa c ilita te the te a m
• Re mo ve r o f the b a rrie rs (impe dime nts) to the

te a m’ s wo rk

• Se rva nt L

e a de r

• E

nc o ura g e s c o lla b o ra tio n a nd o pe n c o mmunic a tio n

Ag ile Role s – Produc t Owne r

• Pro duc t Owne r is the ke e pe r o f the re q uire me nts

(b a c klo g )

• I

nte rfa c e b e twe e n the b usine ss a nd c usto me r ne e ds a nd the te a m

• Ma inta ins the pro duc t b a c klo g prio ritie s
• Ac c o unta b le fo r ROI

Ag ile Role s - T e a m

• Se lf o rg a nize d
• Cro ss func tio na l
• 5 – 9 ide a l size
• I

nspe c ts a nd a da pts

• Critic a l thinke rs

Ag ile E ve nts

• Sprints – T

ime b o xe d to le ss tha n 30 da ys (2 we e ks re c o mme nde d)

• Sprint Pla nning – te a m wo rks to ide ntify wha t will b e de live re d

in this sprint

• Da ily sc rum – 15 minute me e ting

– Wha t wa s do ne ye ste rda y/ la st me e ting ? – Wha t will b e do ne to da y/ ne xt me e ting ? – Wha t o b sta c le s a re in the wa y?

Artifa c ts - T he Produc t Ba c klog

• L

ist o f a ll the wo rk

• De fine s the sc o pe o f the pro je c t
• Custo me r re q uire me nts

Artifa c ts - T he Produc t Ba c klog

Artifa c ts - T he Sprint Ba c klog

• Prio ritize d pa rtia l list o f the wo rk fro m the Pro duc t

Ba c klo g

• Wo rk to b e do ne in ne xt 30 da ys

– 2 we e k inte rva ls a re b e tte r

Artifa c ts - T he Sprint Ba c klog

Artifa c ts - T he Ag ile Proc e ss

Be ne fits of using a g ile

• 90% o f te a ms ha ve inc re a se pro duc tivity
• 85% o f te a ms ha ve re duc e d de fe c ts
• 83% o f te a ms ha ve a c c e le ra te d time to ma rke t
• 66% o f te a ms ha ve re duc e d c o st

Be ne fits of using a g ile

– I n 2011, the Offic e o f the Chie f I nfo rma tio n Offic e r a t a la rg e F e de ra l a g e nc y de c ide d to a b a ndo n its tra ditio na l unde r-pe rfo rming de ve lo pme nt pra c tic e s a nd a do pt a g ile . – Cut tie s with e xisting ve ndo rs a nd e mb a rke d o n a do pting a g ile pra c tic e s while simulta ne o usly a lte ring the ir pro c ure me nt pro c e ss a nd wo rking to re b uild trust re la tio nships with the ir c usto me rs.

Be ne fits of using a g ile

– I n le ss tha n 18 mo nths, the a g e nc y’ s de ve lo pme nt g ro up de live re d fo ur ma jo r so ftwa re re le a se s suc c e ssfully, with a dditio na l de live ra b le s to fo llo w. – T he y’ ll ha ve inve ste d two ye a rs a nd $12 millio n to c o mple te a pro g ra m sc o pe tha t wa s o rig ina lly pro je c te d to ta ke 5 ye a rs a nd c o st o ve r $60 millio n, a sig nific a nt re turn o n the ir inve stme nt in a do pting a g ile .

Be ne fits of using a g ile

›

Ag ile Re turn o n I nve stme nt

– T he F BI Se ntine l Pro je c t

• 10 ye a rs
• $597m spe nt

– Ag ile

• 3 ye a rs
• $114m
• $451m und e r b ud g e t

Ke ys to Ag ile Suc c e ss

• Org a niza tio na l tra nsfo rma tio n

– Sta rts a t the to p – Cha ng e o f c ulture

Ke ys to Ag ile Suc c e ss

• Org a niza tio na l tra nsfo rma tio n

– Sta rts a t the to p – Cha ng e o f c ulture

• Se lf o rg a nize d te a ms

– T e a ms a re e mpo we re d – T he y ne e d to b e tra ine d – T he y ha ve c ritic a l thinking skills

Ke ys to Ag ile Suc c e ss

• Sc rum Ma ste rs a s Se rva nt L

e a de rs

– T he y a re the re to e na b le the te a m – Go o d fa c ilita tio n skills

• Pro duc t o wne rs tha t kno w the pro duc t

– Must unde rsta nd the b usine ss – Autho rity to ma ke de c isio ns o n de live ra b le s

Summa ry

• Wha t is Ag ile ?
• Ag ile princ iple s
• Ca n a g ile wo rk fo r no n-I

T e ffo rts?

• Diffe re nc e s fro m tra ditio na l pro je c t

ma na g e me nt

• Ag ile ro le s, e ve nts, a nd a rtifa c ts
• Be ne fits o f using a g ile
• K

e ys to a g ile suc c e ss

48

Contac t Infor mation Wayne Br antle y

Wa yne .Bra ntle y@ villa no va u.c o m Asso c ia te Vic e Pre side nt, Pro fe ssio na l E duc a tio n

F

• r mo re info rma tio n o n Villa no va

Unive rsity’ s Online Ag ile Ma na g e me nt pro g ra m visit o ur we b site www.villa no va u.c o m o r c a ll 1-855-300- 1473, x1341 fo r mo re info rma tio n

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Que stions

Upc oming We bina rs:

• Cybe r

se c ur ity in Gove r nme nt Contr ac ting Ma rc h 24, 2016

• Common “Mythc onc e ptions” in GSA Sc he dule

Contr ac ting April 7, 2016

• T

he De vil is in the De tails: Applying Be st Pr ac tie s for Your Ac quisition and Sour c e Se le c tion April 21, 2016

T ype your que stion into the Q&A pa ne l using the de fa ult of “All Pa ne lists”

T ha nk you for pa rtic ipa ting in toda y’s prog ra m.

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