W3 6/28/2006 11:30 AM R ISK M ANAGMENT ON AN A GILE P ROJECT Michele - - PDF document

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W3 6/28/2006 11:30 AM R ISK M ANAGMENT ON AN A GILE P ROJECT Michele - - PDF document

BIO PRESENTATION W3 6/28/2006 11:30 AM R ISK M ANAGMENT ON AN A GILE P ROJECT Michele Sliger Rally Softw are Development Better Software Conference June 26 29, 2006 Las Vegas, NV USA Michele Sliger Michele Sliger has worked in software


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BIO PRESENTATION Better Software Conference June 26 – 29, 2006 Las Vegas, NV USA

W3

6/28/2006 11:30 AM

RISK MANAGMENT ON AN AGILE PROJECT

Michele Sliger Rally Softw are Development

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Michele Sliger

Michele Sliger has worked in software development for almost 20 years. Michele has extensive experience in agile methodologies, having employed agile practices as a founding member of the engineering teams at biotech start-ups UroCor and Genomica. At Genomica, Michele honed her Scrum and XP skills while working under Mike Cohn, a recognized founder of the Agile movement. She carried that experience forward into Qwest, where she served as an XP Coach on a team tasked with developing high-profile financial applications. She has an undergraduate degree in MIS and an MBA. She is a certified Project Management Professional (PMP), a Certified Scrum Master (CSM) and an active member of the board of the Agile Denver chapter. Currently, Sliger works as an agile consultant at Rally Software Development, where she trains software development teams in agile methodologies. In addition to her work for Rally, Sliger is also an adjunct faculty member of the University of Colorado where she teaches Software Project Management to graduate engineering students. Throughout her career, she has performed the gamut of software development roles, including programmer, database administrator, quality assurance manager, process manager and project manager.

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Better Software Conference & Expo 2006

Risk Management on an Agile Project

Presented by Michele Sliger Agile Coach and PMP

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2 Better Software Conference & Expo 2006

Background on Speaker

Michele Sliger

15+ years software development experience PMP (Project Management Professional) CSM (Certified Scrum Master) 6 years experience on Agile teams Agile Denver Board Member Currently an Agile consultant for Rally Software

Development

Adjunct instructor at the University of Colorado -

Boulder

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Objectives for Today

What you will learn: The differences between risk management in

traditional and agile environments

Where the project manager and the team fit in the

agile risk management process

Typical risk management activities on an agile project

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Better Software Conference & Expo 2006

A Brief Agile Overview

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Agile Principles—The Agile Manifesto

Individuals and interactions

  • ver processes and tools

Working software

  • ver comprehensive documentation

Customer collaboration

  • ver contract negotiation

Responding to change

  • ver following a plan

That is, while there is value in the items on the right, we value the items on the left more.” “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

  • - http://www.agilemanifesto.org/
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Agile — Project Vision Drives the Features Constraints Estimates

Features Schedule Cost Schedule Cost Features

Plan Driven Value / Vision Driven

The Plan creates cost/schedule estimates The Vision creates feature estimates

Waterfall Agile

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A Generalized Agile Process

Release

  • Feature 1
  • Feature 2
  • Feature 3a

Release 1: Theme

Iteration 1 Iteration 2 Iteration 3 Iteration …

  • Story 1
  • Story 2
  • Story 3
  • Story 4
  • Story 5
  • Story 6
  • Story 7
  • Story 8
  • Story 9
  • Story 10

R

Backlog Backlog

  • Story 1
  • Story 2
  • Story 3
  • Story …
  • Story 11
  • Story 12
  • Story …
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Measuring the Transition

Waterfall Iterative Iterative and Incremental Parallel Acceptance Test Driven

Agile Development

Risks Cycle Time Feedback Delays Detailed Inventory Year + Whole Project 2 weeks Increment

Increase Throughput Decrease Investment

$1,200,000 $50,000

Decrease Risk!

Most Defects caught in system test Most defects caught in the feature development

Decrease Operating Expense

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The Agile Framework Addresses Core Risks

Intrinsic schedule flaw (estimates that are wrong and undoable from

day one, often based on wishful thinking)

A Detailed estimation is done at the beginning of each iteration

Specification breakdown (failure to achieve stakeholder consensus on

what to build)

A Assignment of a product owner who owns the backlog of work

Scope creep (additional requirements that inflate the initially accepted

set)

A Change is expected and welcome, at the beginning of each iteration

Personnel loss

A Self-organizing teams experience greater job satisfaction

Productivity variation (difference between assumed and actual

performance)

A Demos of working code every iteration

Core risks from Tom DeMarco and Tim Lister: “Risk Management During Requirements” IEEE Software

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Better Software Conference & Expo 2006

Relating traditional risk management activities to agile practices

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Risk Management Planning

Traditional

Planning meetings with

managers and corporate representatives

Resulting in a formal

document outlining the risk management process

Tell the team

Agile

Review of corporate risk

requirements and discussions of need

Little or no documentation

  • n the process

Merging corporate

requirements into emergent team activities

The process of deciding how to approach and conduct risk management –

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Risk Identification

Traditional

Via checklists, doc

reviews, info gathering, assumption analysis, diagramming

In limited meetings Formally documented

Agile

Via info gathering,

assumption analysis

In every planning

meeting with the whole team

Informally documented

Determining which risks might affect the project and documenting their characteristics –

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Risk Analysis

Traditional

Qualitative and

Quantitative

Prioritization

(Probability and Impact)

Risks to respond to and

risks to watch Agile

Qualitative Prioritization

(Probability and Impact)

Risks to respond to and

risks to watch

Analysis and prioritization, determining which risks warrant response –

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Risk Response Planning

Traditional

One or more people

assigned to develop strategies:

Avoid Mitigate Plan Contingency Transfer Accept

Agile

The team brainstorms

strategies*:

Avoid Mitigate Contain Evade

Developing options and actions to reduce threats and increase

  • pportunities –

*From “Waltzing with Bears” DeMarco & Lister

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Risk Monitoring and Controlling

Traditional

Risk reassessment Risk audits Variance/trend analysis Technical performance

measurement

Reserve review Status meetings

Agile

Risk reassessment in

planning meetings

Reviews and

Retrospectives

Task Boards and

Burndown Charts

Daily Stand-up meetings

Watching for new risks, tracking and validity of identified risks, tracking and reviewing risk responses –

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Risk Management Techniques for Agile Projects

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Identifying Risks in Planning Meetings

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Identification Daily

Daily Stand-up Meeting

  • Done since last meeting
  • Plan for today
  • Obstacles?

24 hours

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Risk Analysis and Response Planning

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Response Planning, Monitoring, Controlling

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Response Planning, Monitoring, Controlling

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Monitoring

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Summary

Risk management is owned by the team The project manager facilitates the process and makes the

results visible

Risks are identified in all planning meetings: release,

iteration, and daily

Risks are analyzed and addressed in iteration and release

planning meetings – the focus is on qualitative analysis, not quantitative

Risks are monitored by the use of high visibility

information radiators, daily stand-ups, and iteration reviews and retrospectives

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The Art of the Possible

“People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.” – Peter Drucker

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Better Software Conference & Expo 2006

Thank You!

msliger@rallydev.com

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Additional Sources

Websites:

http://www.agilemanifesto.org/ http://www.agilealliance.com http://www.scrumalliance.org http://www.rallydev.com/agile_knowledge.jsp

Books:

Waltzing with Bears by Tom DeMarco and Tim Lister Agile Project Management with Scrum by Ken Schwaber Lean Software Development by Mary and Tom Poppendieck