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Context Adaptive Agility Managing Complexity and Uncertainty. Todd Little . Are you in the right place?. It Depends. Enjoy. Hopefully the Matrices are funny enough. Enjoy the show!. Geek Humor. Sorry, just content. OK. You don’t have to laugh. Hate. Hate. 2x2 Matrices. Enjoy.

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are you in the right place
Are you in the right place?

It Depends

Enjoy

Hopefully the Matrices are funny enough

Enjoy the show!

Geek Humor

Sorry, just content

OK. You don’t have to laugh

Hate

Hate

2x2 Matrices

Enjoy

the agile project leadership network declaration of interdependence www apln org
We increase return on investment by making continuous flow of value our focus.

We deliver reliable results by engaging customers in frequent interactions and shared ownership.

We expect uncertainty and manage for it through iterations, anticipation and adaptation.

We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.

We boost performance through group accountability for results and shared responsibility for team effectiveness.

We improve effectiveness and reliability through situationally specific strategies, processes and practices.

The Agile Project Leadership Network Declaration of Interdependence (www.apln.org)

David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki

declaration of independence from bureaucratic project management
When in the Course of project events it becomes necessary for Project Teams to dissolve the political bureaucracies which have burdened them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation.We hold these truths to be self-evident, that all projects are not created equal, that they are endowed by their creation with uncertain and complex characteristics. That project teams are most effective when they value Life, Liberty and the pursuit of Happiness. Declaration of Independence from Bureaucratic Project Management
penal management institute
Penal Management Institute

Now that I am a Penal Management Professional I can show them how to improve these Convicts’ Maturity Model

landmark sells shrink wrap software for oil and gas exploration and production

Reservoir /

Fluid data

Seismic data

Production data

Structural /

Stratigraphic data

Common Model

Representation

Common Model

Representation

Velocity data

Well data

Landmark sells shrink wrap software for Oil and Gas Exploration and Production
  • Users are Geoscientists and Engineers
  • Subsidiary of Halliburton Energy Services
  • Integrated suite of ~60 Products
  • ~50 Million lines of code
  • Some products 20+ years old
  • 80+% of project team stays on same product

Geophysics

Engineering

Geology

our team was tasked with understanding and improving our software development process
Maximize our Value Delivery

Scaling to project conditions

Manage Uncertainty and Complexity

Organizational commonality without being overly prescriptive

Core processes

Adaptive processes

What is “barely sufficient?”

Our team was tasked with understanding and improving our software development process
we were influenced by a number of agile prophets
Highsmith

Adaptive Software Development

Cockburn

Crystal Methods

Boehm and Turner

Balancing Agility and Discipline

Microsoft Solutions Framework (MSF)

We were influenced by a number of Agile prophets
manifesto for agile software development
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas

Manifesto for Agile Software Development
we studied our project portfolio and identified several project and team attributes
Project Complexity

Team size

Mission criticality

Team location

Team capacity

Domain knowledge gaps

Dependencies

Uncertainty

Market Uncertainty

Technical Uncertainty

Project Duration

Dependents

We studied our project portfolio and identified several project and team attributes
we looked at an overall process flow and how it would be adaptable
We looked at an overall process flow and how it would be adaptable.
  • Iterations

Adaptive Activities

Inputs

Pre-conditions

  • Outputs
  • Post-conditions
  • Released Software

CORE Activities

Project Sanction

RTM

we identified a set of core processes for all projects to use
Aggregate Product Plan

A/B/C List

Quality Agreement

Continuous Integration

Expert User Involvement

Project Dashboard

We Identified a set of Core Processes for all projects to use
the a b c list sets proper expectations
The A/B/C List sets proper expectations

Only “A” features may be committed to customers.

“A” features must fit in a p90 confidence schedule. No more than 50% of the planned effort can be allocated to “A” items

a b c list
A/B/C List

Backlog Plan

Typical Delivery

C

B

D

25%

C

B

A

A

25%

50%

50%

100%

simple certain projects are like dogs
They can be trained to be well behaved.

Just the Core practices

Laissez Faire…Similar to Crystal Clear

Simple, Certain projects are like Dogs
simple uncertain projects are like colts
Young projects with lots of unfettered energy.

Landmark has had success with XP in this quadrant

Short iterations

Daily stand-up meetings

Automated unit tests

Simple, Uncertain projects are like Colts
complex certain projects are like cows
Often are corporate “Cash Cows”

More rigorous requirements management; i.e. use a requirements tool.

Requires the generation of useful documentation for interface definitions

Projects broken up into subprojects and coordinated by a team of leaders or a Scrum of Scrums.

Project plans with dependency and critical path identification

Complex, Certain projects are like Cows
complex uncertain projects are like bulls
Large projects, hard to control.

Need agility to steer through the uncertainty, and some rigor to manage the complexity.

A careful union of the Colt and the Cow

Requires the best Project Managers

Warning signs

Project Managers sometimes act as clowns to provide diversion.

High BS factor

Appears that they just want to have their way with the Cows.

Complex, Uncertain projects are like Bulls
product innovation flow
Product Innovation Flow

Hot Items

Flexible Scope

Backlog

Idea Filter

Iteration

Backlog

Newly Discovered

Items

Product

Backlog

Project Sanction

RTM

Sales

Services

Customer

Support

B & C

Release

Backlog

Adaptive Activities

A

Items

CORE Activities

Most Items for consideration in next release

B/C/D

Backlog Burnup

A

nickoliasen model for idea filter executive summit adc 2004
Nickoliasen Model for Idea Filter(Executive Summit ADC 2004)

High

A

Focus and

Allocate

Resources

Partner

Or convert

To Mission Critical

Market

Differentiating

Achieve

Parity

Who Cares?

Low

High

Low

Mission Critical

portfolio management and dealing with darwin
Portfolio Management and Dealing with Darwin

High

Invent

Deploy

Market

Differentiating

Offload

Manage

Low

High

Low

Mission Critical

portfolio management and dealing with darwin1
Portfolio Management and Dealing with Darwin

High

Create

Change

Embrace

Change

Market

Differentiating

Eliminate

Change

Control

Change

Low

High

Low

Mission Critical

portfolio management and dealing with darwin2
Portfolio Management and Dealing with Darwin

High

Ad Hoc

Agile

Market

Differentiating

Outsource

Structured

Low

High

Low

Mission Critical

project complexity and uncertainty influence how to scale our agile process
One size doesn’t fit all

The assessment tool is a guide

Landmark’s portfolio balance

10% Bulls

10% Cows

20% Colts

60% Dogs

Project Complexity and Uncertainty influence how to scale our agile process
agile steering
Agile Steering

Each iteration provides new information and takes us closer to the product vision. Uncertainty remains, and the shape of the cone is proportional.