BIO PRESENTATION
W3
6/28/2006 11:30 AM
RISK MANAGMENT ON AN AGILE PROJECT
Michele Sliger Rally Software Development
Better Software Conference June 26 – 29, 2006 Las Vegas, NV USA
Michele Sliger
Michele Sliger has worked in software development for almost 20 years. Michele has extensive experience in agile methodologies, having employed agile practices as a founding member of the engineering teams at biotech start-ups UroCor and Genomica. At Genomica, Michele honed her Scrum and XP skills while working under Mike Cohn, a recognized founder of the Agile movement. She carried that experience forward into Qwest, where she served as an XP Coach on a team tasked with developing high-profile financial applications. She has an undergraduate degree in MIS and an MBA. She is a certified Project Management Professional (PMP), a Certified Scrum Master (CSM) and an active member of the board of the Agile Denver chapter. Currently, Sliger works as an agile consultant at Rally Software Development, where she trains software development teams in agile methodologies. In addition to her work for Rally, Sliger is also an adjunct faculty member of the University of Colorado where she teaches Software Project Management to graduate engineering students. Throughout her career, she has performed the gamut of software development roles, including programmer, database administrator, quality assurance manager, process manager and project manager. Risk Management on an Agile Project
Presented by Michele Sliger Agile Coach and PMP
Better Software Conference & Expo 2006 Background on Speaker
z Michele Sliger z 15+ years software development experience z PMP (Project Management Professional) z CSM (Certified Scrum Master) z 6 years experience on Agile teams z Agile Denver Board Member z Currently an Agile consultant for Rally Software Development z Adjunct instructor at the University of Colorado - Boulder
Better Software Conference & Expo 2 2006 Objectives for Today
z What you will learn: z The differences between risk management in traditional and agile environments z Where the project manager and the team fit in the agile risk management process z Typical risk management activities on an agile project
Better Software Conference & Expo 3 2006 A Brief Agile Overview
Better Software Conference & Expo 2006 Agile Principles—The Agile Manifesto
“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
z Individuals and interactions over processes and tools z Working software over comprehensive documentation z Customer collaboration over contract negotiation z 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.”
-- http://www.agilemanifesto.org/
Better Software Conference & Expo 5 2006 Agile — Project Vision Drives the Features
Waterfall Agile
The Plan creates The Vision creates cost/schedule estimates feature estimates
Constraints Features Cost Schedule
Value / Vision Driven Plan Driven
Estimates Cost Schedule Features
Better Software Conference & Expo 6 2006 A Generalized Agile Process
• Feature 1 Release 1: Theme • Feature 2 • Feature 3a R Release
Backlog Iteration 1 Iteration 2 Iteration 3 Iteration … Backlog • Story 1 • Story 1 • Story 3 • Story 5 • Story 8 • Story 11 • Story 2 • Story 2 • Story 4 • Story 6 • Story 9 • Story 12 • Story 3 • Story 7 • Story 10 •Story … •Story … Better Software Conference & Expo 7 2006 Measuring the Transition Agile Development
Iterative and Acceptance Waterfall Iterative Parallel Incremental Test Driven
Cycle Time Year + Increase Throughput 2 weeks
Detailed Whole Decrease Investment Increment Inventory Project
Most defects Most Defects caught in Feedback caught in Decrease Operating Expense the feature Delays system test development
Risks $1,200,000 Decrease Risk! $50,000
Better Software Conference & Expo 8 2006 The Agile Framework Addresses Core Risks
z Intrinsic schedule flaw (estimates that are wrong and undoable from day one, often based on wishful thinking) A Detailed estimation is done at the beginning of each iteration z Specification breakdown (failure to achieve stakeholder consensus on what to build) A Assignment of a product owner who owns the backlog of work z Scope creep (additional requirements that inflate the initially accepted set) A Change is expected and welcome, at the beginning of each iteration z Personnel loss A Self-organizing teams experience greater job satisfaction z Productivity variation (difference between assumed and actual performance) A Demos of working code every iteration
Core risks from Tom DeMarco and Tim Lister: “Risk Management During Requirements” IEEE Software
Better Software Conference & Expo 9 2006 Relating traditional risk management activities to agile practices
Better Software Conference & Expo 2006 Risk Management Planning
The process of deciding how to approach and conduct risk management – Traditional Agile z Planning meetings with z Review of corporate risk managers and corporate requirements and representatives discussions of need z Resulting in a formal z Little or no documentation document outlining the risk on the process management process z Merging corporate z Tell the team requirements into emergent team activities
Better Software Conference & Expo 11 2006 Risk Identification
Determining which risks might affect the project and documenting their characteristics – Traditional Agile z Via checklists, doc z Via info gathering, reviews, info gathering, assumption analysis assumption analysis, z In every planning diagramming meeting with the whole z In limited meetings team z Formally documented z Informally documented
Better Software Conference & Expo 12 2006 Risk Analysis
Analysis and prioritization, determining which risks warrant response – Traditional Agile z Qualitative and z Qualitative Quantitative z Prioritization z Prioritization (Probability and (Probability and Impact) Impact) z Risks to respond to and z Risks to respond to and risks to watch risks to watch
Better Software Conference & Expo 13 2006 Risk Response Planning
Developing options and actions to reduce threats and increase opportunities –
Traditional Agile z One or more people z The team brainstorms assigned to develop strategies*: strategies: z Avoid z Avoid z Mitigate z Mitigate z Contain z Plan Contingency z Evade z Transfer z Accept *From “Waltzing with Bears” DeMarco & Lister
Better Software Conference & Expo 14 2006 Risk Monitoring and Controlling
Watching for new risks, tracking and validity of identified risks, tracking and reviewing risk responses –
Traditional Agile z Risk reassessment z Risk reassessment in z Risk audits planning meetings z Variance/trend analysis z Reviews and Retrospectives z Technical performance measurement z Task Boards and Burndown Charts z Reserve review z Daily Stand-up meetings z Status meetings
Better Software Conference & Expo 15 2006 Risk Management Techniques for Agile Projects
Better Software Conference & Expo 2006 Identifying Risks in Planning Meetings
Better Software Conference & Expo 17 2006 Identification Daily
Daily Stand-up Meeting • Done since last meeting • Plan for today • Obstacles? 24 hours
Better Software Conference & Expo 18 2006 Risk Analysis and Response Planning
Better Software Conference & Expo 19 2006 Response Planning, Monitoring, Controlling
Better Software Conference & Expo 20 2006 Response Planning, Monitoring, Controlling
Better Software Conference & Expo 21 2006 Monitoring
Better Software Conference & Expo 22 2006 Summary
z Risk management is owned by the team z The project manager facilitates the process and makes the results visible z Risks are identified in all planning meetings: release, iteration, and daily z Risks are analyzed and addressed in iteration and release planning meetings – the focus is on qualitative analysis, not quantitative z Risks are monitored by the use of high visibility information radiators, daily stand-ups, and iteration reviews and retrospectives
Better Software Conference & Expo 23 2006 The Art of the Possible
“People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.” – Peter Drucker
Better Software Conference & Expo 24 2006 Thank You!
Better Software Conference & Expo 2006 Additional Sources
Websites: z http://www.agilemanifesto.org/ z http://www.agilealliance.com z http://www.scrumalliance.org z http://www.rallydev.com/agile_knowledge.jsp
Books: z Waltzing with Bears by Tom DeMarco and Tim Lister z Agile Project Management with Scrum by Ken Schwaber z Lean Software Development by Mary and Tom Poppendieck
Better Software Conference & Expo 26 2006