Chris GirolamoVice President, Software and Systems Engineering Group

STGPMP, CSM, SA

March 19, 2014PMI WDC Reston Luncheon Series

I T ’ S T H E P R O D U C TN O T T H E P R O J E C T

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Using Agile and Lean to redefine the role of Project Management

A G E N D A

With the advent and widespread adoption of project standards and models (e.g. CMMI, PMBOK, EVM) over the last decade or two, software project management has matured significantly. However, an overzealous application of these standards has often resulted in not-so-great products wrapped in great projects. To build great products and enhance our project management maturity, a new model is needed where the project management is based on product development principles. Agile and lean practices, which are based on these product development principles, provide the means to build great products wrapped in an effective project management framework.

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P R O J E C T | P R O D U C T

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P R O D U C T D E V E L O P M E N T P R I N C I P L E S

T H E P R I N C I P L E S O F P R O D U C T D E V E L O P M E N T F L O W

D O N A L D G . R E I N E R T S E N

M A N A G I N G Q U E U E S

E X P L O I T V A R I A B I L I T Y

R E D U C E B A T C H S I Z E

U S I N G F A S T F E E D B A C K

A P P L Y I N G W I P C O N S T R A I N T S

C O N T R O L L I N G F L O W U N D E R U N C E R T A I N T Y

R U L E O F I N V E R S E C E R T A I N T YR U L E O F C E R T A I N T YP R O J E C T C H A R A C T E R I S T I C S

M A N A G E M E N T A P P R O A C H

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D E F I N E D | E M P I R I C A L

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T H E R U L E O F S M A L L B A T C H E S

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S M A L L B A T C H E S

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E M E R G E N T D E S I G N

I N D U C E D D E S I G N

W H A T I S D E S I G N ?

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T H E F A L L A C Y O F U T I L I Z A T I O N

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M A X I M I Z I N G C Y C L E T I M E

Q U E U E S K I L L

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YOU CA N A LW A YS GET W HA T YOU WANT

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M U L T I T A S K I N G … T H A N K Y O U H E I N R I C K K I N B U R G

Cooper Tory Cullen Clare CadeA S Y N C H R O N O U S

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T A S K 1 T A S K 2 T A S K 3 T A S K 4 T A S K 5

T A S K 1

T A S K 2

T A S K 3

T A S K 4

T A S K 5

T A S K 6

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I N V E N T O R Y

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C O N T I N U O U S D E L I V E R Y

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A D A Y I N T H E L I F E

Continuous Delivery Pipeline

TDD

POTENTIALLY

DEPLOYABLE

RELEASE

9:00 AM 11:00 11:05 11:15 11:45 12:15

AUTOMATED

COMMIT

TESTING

AUTOMATED

INSTALLATION

SCRIPTING AND

TESTING

ACCEPTANCE

REGRESSION

TESTING

Code Check In

Pass

Commit Stage

Integration Testing

Environment

Acceptance Test

Production Replicate

PassDELIVERY

DETECTED BUILD

COMMENCES

Pass Pass

DEFECT?

DEFECT?DEFECT?

DEFECT?

DAILY

SCRUM

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F A S T F E E D B A C K

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R E G E N E R A T I V E

FastFeedback

SmallBatches

QueueDiscipline

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S Y S T E M S T H E O R Y

SDLC 3.0 – Beyond a Tacit Understanding of AgileMark Kennaley

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S U R V E I L A N C E | C O L L A B O R A T I O N

S T A K E H O L D E R ( S ) | P R O D U C T O W N E R ( )

I N S P E C T F O R Q U A L I T Y | B U I L D I N Q U A L I T Y

M A X I M I Z E U T I L I Z A T I O N | M A N A G E Q U E U E S

C O N T R O L C H A N G E | A D A P T T O C H A N G E

S P E E D | C A D E N C E

A C C I D E N T A L W A T E R F A L L

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P R O J E C T | P R O D U C T

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C O N N I E . B I R K L A N D @ S T G I N C . C O M

7 0 3 . 6 9 1 . 2 4 8 0 x 1 2 3 7

w w w . s t g . c o m

R E F E R E N C E S

1. Cohn, Mike. User Stories Applied, Addison-Welsley, 2010.

2. Hillel Glazer, Entinex, Inc. Jeff Dalton, Broadsword Solutions Corporation, David Anderson, David J. Anderson & Associates, Inc. Mike Konrad, SEI Sandy Shrum, SEI. CMMI® or Agile: Why Not Embrace Both! Hanscom AFB, Massachusetts: Software, 2008 Engineering Institute.

– Provides a perceptive historical perspective on CMMI and illustrates the underlying reasons that CMMI can be a false positive as well as the misinterpretations that almost always occur in CMMI implementations that are unhealthy to project and product development.

3. Humble, Jez., Farley, David. Continuous Delivery. Upper Saddle, New Jersey: Addison-Welsley, 2010.

– Describes in detail how to extend continuous integration across the full lifecycle to be continuous delivery. Tons of information , exacting detail, tools reviews and great insights on a diverse array of topics including automating acceptance testing and deployment scripting; and hammers the theme, “it it’s hard, do it a lot.”

4. Kennaley, Mark. SDLC 3.0 Beyond a Tacit Understanding of Agile, Fourth Medium Consulting, Inc., 2010.

– A discussion with a proposed framework, eponymously named SDLC 3.0, of a tailored hybrid of lean, agile and unified process as a consolidated lifecycle approach. The theme is to dispense with the advantages/disadvantages debate driven by competing approaches. Additionally there is compelling chapter that systems theory which provides applied scientific and mathematical proof that agile is more stable and effective than waterfall.

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R E F E R E N C E S

4. Poppendieck, Mary and Tom. Implementing Lean Software Development: From Concept to Cash. Boston: Addison-Welsley, 2006.

5. Poppendieck, Mary and Tom. Leading Lean Software Development: Results Are Not the Point. Boston: Addison-Welsley, 2010.

6. Reinertsen, Donald G. The Principles of Product Development Flow: Second Generation Lean Product Developent. Redondo Beach: Celeritas Publishing, 2009.

7. Willis, Carol and Donald Friedman. Building the Empire State Building. New York: The Skyscraper Museum, 1998.

– Though not specially mentioned in the presentation, this book provides a fascinating summary of the construction of the Empire State building which amazingly was built from cradle to grave in one year. This feat was accomplished with agile and lean concepts such as careful management of queues, management of work in progress and strategies to achieve .

chris.girolamo@stginc.com

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