Post on 15-May-2015
description
11/1/2012
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Overcoming the legal departments Pavlov responses
AGILE CONTRACTING
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SANDER HOOGENDOORN
Capgemini
� Principal technology officer
� Global agile thought leader
� Chief architect Accelerated Delivery Platform
Other
� Author books on UML, agile (2)
� Author +200 articles
� Speaker +100 international conferences
� Microsoft Partner Advisory Council .NET
� Editorial boards & Advisory boards
Web
� www.sanderhoogendoorn.com
� www.ditisagile.nl | www.smartusecase.com
� @aahoogendoorn @ditisagile
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RUTGER ALSBACH
Capgemini
� Associate General Counsel
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AGENDA
What does being agile mean?
What does Legal uncertainty mean?
Living on a pink cloud
Legal bears on the road
Pavlov Lawyers
Situation 1. Classic RFP’s
Situation 2. Agile RFP’s
Situation 3. Greenfield
Where can agile go wrong legally?
Some legal advice
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WHAT DOES BEING AGILE MEAN?
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Scrumdamentalism and other anti-patterns. Yes, your agile projects can fail too
LIVING ON A PINK CLOUD
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WHERE CAN AGILE GO WRONG?
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#SUCP
Iteration
Total #SUCP w/o prod.support SUCP Accepted To accept Approved To approve
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How uncertainties result in cast-in-concrete contracts
LEGAL BEARS ON THE ROAD
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Defining results versus defining process
PAVLOV LAWYERS
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WHAT DOES LEGAL UNCERTAINTY MEAN?
Lawyers are often unfamiliar with agile approaches
They want to know but are not sure
� How to weigh things (how to establish a breach of contract by lack of black-and-white requirements and acceptance)
� When to start yielding the sword(sending notices of default, etc.)
� Whose head(s) will be on the line(playing the blame game)
So, avoid them altogether?
� After all agile can’t go wrong, or can it?
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SITUATION 1. CLASSIC RFPProjects could be better handled agile but client is unaware
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SITUATION 2. AGILE RFP WITH CLASSIC REQUIREMENTS / T&C’S
Client requires agile but is unaware of the consequences
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SITUATION 3. GREENFIELDClient desires agile and is aware of the consequences
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WHERE CAN AGILE GO WRONG LEGALLY?
Square contracts in a round (agile) approach
� Fixed price, fixed date, fixed results
� Binary acceptance, early escalation
� Using legalese for communication
Scrumdamentalism
� Obligations too non-committal or open-ended
� Absence of formal measurement of progressand results, lack of formal communication
� Nobody held accountable when somethinggoes wrong, late escalation (or none at all)
Wrong incentives / KPI’s for teams and team members
� What is the unit of payment? Hours, points?
� Obfuscation of financial drivers
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SOME LEGAL ADVICE
Beware of pink-cloud projects
Check your client / yourself as a client
� Does the client / the project need agile?
� Is the client ready for agile? Does the client need to be educated? Does he want that?
Create a trusted relationship
Avoid cast-in-concrete contracts
� Allow for new insights
� Allow for lenience in billing
� Contract the process over results
Ensure continuous professional communication
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sander.hoogendoorn@capgemini.com | rutger.alsbach@capgemini.com | @aahoogendoorn | @ditisagilewww.sanderhoogendoorn.com | www.ditisagile.nl | www.smartusecase.com | www.accelerateddeliveryplatform.com
REFERENCES AND QUESTIONS