Agile Working Group Agile Method Critical Success Factors.

Agile Working Group

Agile Method Critical Success Factors

March 13, 2002 USC-CSE Annual Research Review - Working Group on CSFs for Agile Methods 2

Working Group Goals Determine Critical Success Factors

for Implementing practices that support

the Agile philosophy Obtaining organizational, projects and

individual benefits from said practices


Participants Donald Reifer, USC-RCI (Moderator) Mohammed Al-Said, USC (Scribe) Barry Boehm, USC* Alistair Cōckburn, Humans and Technology Nancy Eickelmann, Motorola Michael Falat, DOD/DISA Bill Harenburg, Information Technology Management George Huling, Consultant Tony Jordano, SAIC Charles Leinbach, Freshwater Partners Michael Salone, US Army* Walker Royce, Rational

* Roaming


Agenda Understand working group scope What is Agile? Questions and worries related to

Agile Critical Success Factors Research opportunities Validation


The Agile Manifesto - Value on Maneuverability

1. Individuals and Interactions over Processes and Tools

2. Working software over Comprehensive documentation

3. Customer collaboration over Contract negotiation

4. Responding to change over Following a plan


Questions and Worries How do we explain what agile methods

are, so potential adopters truly understand them?

Worry – People will honestly fake it and continue to do business as usual.

Worry – A loss of accountability Worry – Agility during development

damages maintainability


Questions and Worries (2) Mapping between business model and

methodology to evaluate the appropriateness

How do we unify the industry and reduce polarization

Domain of applicability? Adopters will misinterpret the philosophy

which will lead to practices that don’t achieve desired objectives.


Questions and Worries (3) Can we invent ways to be maneuverable

in both long – and short-term? Worry - Agile methods will fall out of

favor. Worry – Lack of body of knowledge that

supports agile methods. Worry - Hackers like to claim to be agile

to avoid applying discipline.


Questions and Worries (4) Worry – Agile is not maneuver (in

specific business models). Can I use it and get some benefit

from it?


Critical Success Factors Using PPP&T People

Right people with the right skills available when needed

Teamwork Leadership

Process Disciplined process

Product Stable requirements

and architecture Building codes CM QA Interface management

Technology

Didn’t work, we couldn’t findCSFs that are truly unique to Agile


The Agile Manifesto - Value on Maneuverability

1. Individuals and Interactions over Processes and Tools

2. Working software over Comprehensive documentation

3. Customer collaboration over Contract negotiation

4. Responding to change over Following a plan


CSFs: Individuals and Interations Over Processes and Tools

Reward demonstrable results Encourage trying new ideas as appropriate

Project individuals and interactions are guided by supportive processes and practices Number of practices used is way smaller than

traditional sets All stakeholders buy-in

People are disciplined by a few key practices (anchors)


CSFs: Working Software over Comprehensive Documentation

Frequent demos of product software as it evolves More frequent than documents Demos in place of reviews. Doesn’t mean “no” documentation. Documentation focused on users and

structure, not design.


CSFs: Customer Collaboration Over Contract Negotiations

Customers/users are full-time team participants Open communications Adds value Trusting cultured

Incremental contracting based on incremental results “what” vs. “how”


CSFs: Responding to Change Over Following a Plan

Frequently evolve and reprioritize requirements (stories)

Open to replanning project when and as needed don’t overplan appropriate level of detail

Start the project with the mindset that you’ll be responsive to responsible change

Responsible means balanced consideration between value, solution and resources


Research Topics1. How much documentation and what kind is enough?

What downstream documentation is useful?2. What agile practices are being used, when and within

what domains and how successful are they?3. How do we do agile in an acquisition environment?

Contracting, progress measurement, RFP,/SOW, progress monitoring, oversight, V&V, milestone payment

4. How do you do tech transfer with rogue programmers?5. As compared to “traditional” projects, do agile projects:

Increase quality Improve productivity Meet performance expectations Cut costs


Research Topics (2)6. What are the next set of emerging agile best practices?

Items 14, 15, …

7. What is the core set of practices amongst the agile practices?

8. The role of metrics in agile and how can they reenforce maneuverability

New and existing metrics

9. What’s different about managing an agile project vs. a traditional project?

10. How does agile fit in with different business models? (web, military, etc.)


Thanks to all the participants

Questions?

Agile Working Group Agile Method Critical Success Factors.

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