The EVM + AGILE Anthology

Transcription

1 The EVM + AGILE Anthology Ray W. Stratton, PMP, EVP Management Technologies raystratton@mgmt-technologies.com Project Management Institute California Inland Empire Chapter 17 February 2015

2 Who is this Guy?

3 About Management Technologies Over 30 years of EVM. Training Consulting Process engineering Author of the Earned Value Management Maturity Model, EVM 3 ANSI 748 and EVM 3 Assessments Staffed by AACE certified Earned Value Professionals (EVP) Sole provider of EVP Exam Prep Workshops 3

4 So How Did It Go? How did your last IT project end? On Time? On Budget? Best Solution Upon Delivery? Would this be better? On Time On Budget Best solution for the time and money

5 Exercise Time, Show Hands Who does software development? Who does Agile? Who does EVM? Who does ANSI 748 EVM? What I really do know. What I think I know.

6 Why Agile? Maximize product utility considering We learn as we go The world changes We think we know what we want at the outset But ultimately we don t

7 The Triple Constraint All are interrelated You can t have it all Only one can be really fixed. Scope (Requirements) PMs must be adjust at least one side to address reality.

8 Waterfall and Traditional Methods You get what you wanted at the outset, at some final cost and at some point in time. Scope (Requirements)

9 Agile You get what is of most value to you at a known cost and predetermined point in time Scope (Requirements)

10 EVM Waterfall vs. Agile SDLC Waterfall Agile System Development Lifecycle (SDLC)

11 Agile values. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Scary ideas for traditionalists: Customer collaboration OVER contract negotiation Responding to change? Not following a plan?

12 EVM and Agile Views Earned Value A Big Picture View of the Project s performance. Accurate Estimate at Completion built from the bottom up performance. End to end value tracking for deliverables measured as Physical Percent Complete. Agile Development Continuous production of useable software. Prediction of the next iteration s effort using performance from the last iteration. Iteration to iteration tracking of planned deliverables to the customer.

13 Opening Shots EVM does not work with AGILE AGILE does not work with EVM EVM is PM 101 and works on all projects AGILE is different AGILE is not different ANSI 748 EVM is not possible with Agile

14 Origins College of Performance Management EVM World (Spring) Spring 2007 EVM in and Agile Environment Spring 2009 EVM Goes Agile Spring 2010 Making EVM Work in Agile Software Development Projects Spring 2012 EVM and Agile Project Management Workshop Spring 2013 Practice Symposia AGILE + EVMS Track (6) IPMC (Fall) Fall 2011 Baseline Conversion to Agile Fall 2012 Low Cost EVM and Agile EVM Fall 2013 Agile Track (6)

15 The Anthology Features Agile and EVM Topics Why Agile Approach Needs To Be Different Agile Terminology Earning Value the Agile Way: Using Story Points to Generate EV Metrics Lockheed Martin Gold Card Agile and EV Roles Baseline Change Control on Agile Connecting EV with Agile Forty plus pages Six contributors Over twenty graphics and tables

16 Sharing Credit - Contributors Luis C Contreras, AzTech International LLC (goaztech.com) Howard Zillman, Northrup Grumman Eric Christoph, PMP, EVP, L-3 Communications STRATIS Andrea Nibert. Leidos Ron Terbush, Lockheed Martin IS&GS Glen B. Alleman, Niwot Ridge, LLC.

17 Translation Required Statement of Objectives or Requirements (SOO/SOR) Vision Products Key deliverables Technical Performance Phases Releases Business Value Warfighter, government, citizens, organization Users

18 Terms Feature/Epic/User Story/Story requirements (scope) that need to be accomplished (User Story is scope that can be delivered inside one Sprint.) Story Points the scale of effort required to implement a User Story Iteration/Sprint an activity that typically spans approximately 1-4 weeks. Velocity rate of accomplishment defining how much work a team can accomplish within an Iteration/Sprint Backlog/Product Backlog Stories not yet done Burnup Chart number of Stories that have been completed Burndown Chart This displays where the team stands regarding the completion of the task/stories

19 Control Accounts and Work Packages

20 GAO on Scheduling Agile Schedule to the release level, not sprint level (tracking sprints is like tracking LOE, they just happen) Use and track agile metrics (burn down charts, completed stories, etc.) to track progress Sprint team resources are constant and do not need to be assigned to specific activities Duration of sprints is fixed Releases with must have features make up the critical path

21 EVM from Story Points Date Submitted Sprint Planned Req # Requirement Story Points Completed Earned 1-Jan Streamline the Current process 16-Dec Allow the user to choose the e- mail format 30-Nov Create a new front page for the application 14-Nov Allow for Selection of sensitivity level for e- mail 29-Oct Auto populate all relevant data in the entry form 13-Oct Allow the document to be hard copy printed 1 No No No 0 1 No NoSprints Velocit 0 $ - PV $/SP AC Velocit EV CPI SPI y -Plan y (EV/AC (EV/PV -Plan - ) ) Actual 1.15 Sprint 13 $ 35,090 $ $ 31, $ 32, No1 0 2,699 Sprint 16 $ 43,560 $ $ 45, $ 46, ,723 Sprint 12 $ 35,090 $ $ 33, $ 32, ,924 $ 113,740 $ 110,143 $ 110,

22 Velocity? Productivity, features per sprint Think SPI Teams and sprint duration are constant

23 EVM Criteria and Agile # EVM Criteria Agile Approach 1 Define WBS Features and Stories define tasks 2 Identify Organization Self-organizing teams 5 Integrate WBS and OBS Self-organized teams with a customer 6 Schedule Work Iterations and Releases 7 Identify Products & Milestones Working software at the end of iterations 8 Set time phased budget Fixed length iterations and releases 16 Record direct costs Fixed staff = Level of Effort 23 Determine variances Velocity measures missed features 25 Sum data and variance Missed features moved to next iteration 26 Manage action plans Replan missed features, adjust velocity 28 Incorporate changes Replan missed features, adjust velocity

24 Stories to Story Points Date Submitted Sprint Planned Req # Requirement Story Points Completed Earned 1-Jan Streamline the Current 1 No 0 process 16-Dec Allow the user to choose the e No 0 mail format 30-Nov Create a new front page for the 1.05 No 0 application 14-Nov Allow for Selection of sensitivity 1 No 0 level for 29-Oct Auto populate all relevant data 1.1 No 0 in the entry form 13-Oct Allow the document to be hard 1.15 No 0 copy printed 27-Sep A record of the must be 1.05 No 0 kept 27-Sep A full audit of s being 1.15 No 0 printed 27-Sep Ability to conduct content 1.05 No 0 searches 27-Sep Error message to read "Invalid 1.05 No 0 Entry" 29-Oct Auto populate user signature 1.1 No 0 27-Sep Enable page numbering on e No 0 mails Total 13 0

25 Sprint Values Sprints Story Points Hours Hours/SP $ $/SP Sprint $35,090 $2,699 Sprint $43,560 $2,723 Sprint $35,090 $2,924 1, $113,740

26 Getting EV Date Submitted Sprin t Req # Requirement Story Points Completed Earned Value 1-Jan Streamline the Current 1 Yes $ 2,699 process 16-Dec Allow the user to choose the e Yes $ 3,104 mail format 30-Nov Create a new front page for the 1.05 Yes $ 2,834 application 14-Nov Allow for Selection of sensitivity 1 No $ - level for 29-Oct Auto populate all relevant data 1.1 Yes $ 2,969 in the entry form 13-Oct Allow the document to be hard 1.15 Yes $ 3,104 copy printed 27-Sep A record of the must be 1.05 No $ - kept 27-Sep A full audit of s being 1.15 Yes $ 3,104 printed 27-Sep Ability to conduct content 1.05 Yes $ 2,834 searches 27-Sep Error message to read "Invalid 1.05 Yes $ 2,834 Entry" 29-Oct Auto populate user signature 1.1 Yes $ 2, Sep Enable page numbering on e No $ - mails 5-Feb- 1 Interface to existing server 1.15 No $ Feb-11 2 User logins from O/s 1.15 No $ - 15-Feb-11 6 Replace underlying O/s 1.15 Yes $ 3, Feb Enable workflow 1.05 Yes $ 2,834 Total 17.5 $ 32,388

27 EVM Analytics Sprints Velocity -Plan $ - PV $/SP -Plan AC Velocity -Actual EV CPI (EV/AC) SPI (EV/PV) Sprint 1 13 $ 35,090 $ 2,699 $ 31, $ 32, Sprint 2 16 $ 43,560 $ 2,723 $ 45, $ 46, Sprint 3 12 $ 35,090 $ 2,924 $ 33, $ 32, $ 113,740 $ 110,143 $ 110,

28 Obtaining the Anthology Published in the College of Performance Management Measureable News FREE!

29 Questions Ray Stratton, PMP, EVP President Management Technologies T : E: raystratton@mgmt-technologies.com