SlideShare une entreprise Scribd logo
1  sur  26
Télécharger pour lire hors ligne
Business Value of
Agile Methods
Using ROI & Real Options
Dr. David F. Rico, PMP, ACP, CSM
Twitter: @dr_david_f_rico
Website: http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfrico
Facebook: http://www.facebook.com/profile.php?id=1540017424
Dave’s Agile Articles: http://davidfrico.com/agile-message.doc
Author Background
 DoD contractor with 30+ years of IT experience
 B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.
 Large gov’t projects in U.S., Far/Mid-East, & Europe
2
 Published six books & numerous journal articles
 Adjunct at George Wash, UMBC, UMUC, Argosy
 Agile Program Management & Lean Development
 Specializes in metrics, models, & cost engineering
 Six Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000
 Cloud Computing, SOA, Web Services, FOSS, etc.
Today’s Whirlwind Environment
3
Overruns
Attrition
Escalation
Runaways
Cancellation
Global
Competition
Demanding
Customers
Organization
Downsizing
System
Complexity
Technology
Change
Vague
Requirements
Work Life
Imbalance
Inefficiency
High O&M
Lower DoQ
Vulnerable
N-M Breach
Reduced
IT Budgets
81 Month
Cycle Times
Redundant
Data Centers
Lack of
Interoperability
Poor
IT Security
Overburdening
Legacy Systems
Obsolete
Technology & Skills
Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.
Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual
AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.
Traditional Projects
4
 Big projects result in poor quality and scope changes
 Productivity declines with long queues/wait times
 Large projects are unsuccessful or canceled
Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill.
Size vs. Quality
DefectDensity
0.00
3.20
6.40
9.60
12.80
16.00
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. Productivity
CodeProductionRate
0.00
1.00
2.00
3.00
4.00
5.00
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. Requirements Growth
Percentage
0%
8%
16%
24%
32%
40%
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. Success
Percentage
0%
12%
24%
36%
48%
60%
0 2 6 25 100 400
Lines of Code (Thousands)
Global Project Failures
5
Standish Group. (2010). Chaos summary 2010. Boston, MA: Author.
Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.
 Challenged and failed projects hover at 67%
 Big projects fail more often, which is 5% to 10%
 Of $1.7T spent on IT projects, over $858B were lost
16% 53% 31%
27% 33% 40%
26% 46% 28%
28% 49% 23%
34% 51% 15%
29% 53% 18%
35% 46% 19%
32% 44% 24%
33% 41% 26%
0% 20% 40% 60% 80% 100%
1994
1996
1998
2000
2002
2004
2006
2008
2010
Year
Successful Challenged Failed
$0.0
$0.4
$0.7
$1.1
$1.4
$1.8
2002 2003 2004 2005 2006 2007 2008 2009 2010
Trillions(USDollars)
Expenditures Failed Investments
Requirements Defects & Waste
6
Sheldon, F. T. et al. (1992). Reliability measurement: From theory to practice. IEEE Software, 9(4), 13-20
Johnson, J. (2002). ROI: It's your job. Extreme Programming 2002 Conference, Alghero, Sardinia, Italy.
 Requirements defects are #1 reason projects fail
 Traditional projects specify too many requirements
 More than 65% of requirements are never used at all
Other 7%
Requirements
47%
Design
28%
Implementation
18%
Defects
Always 7%
Often 13%
Sometimes
16%
Rarely
19%
Never
45%
Waste
What is Agility?
 A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness,
lightness, and ease of movement; To be very nimble
 The ability to create and respond to change in order to
profit in a turbulent global business environment
 The ability to quickly reprioritize use of resources when
requirements, technology, and knowledge shift
 A very fast response to sudden market changes and
emerging threats by intensive customer interaction
 Use of evolutionary, incremental, and iterative delivery
to converge on an optimal customer solution
 Maximizing BUSINESS VALUE with right sized, just-
enough, and just-in-time processes and documentation
Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.
7
 
What are Agile Methods?
8
 People-centric way to create innovative solutions
 Product-centric alternative to documents/process
 Market-centric model to maximize business value
Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org
Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.
Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf
Customer Collaboration
Working Software
Individuals & Interactions
Responding to Change
valued
more than
valued
more than
valued
more than
valued
more than
Contracts
Documentation
Processes
Project Plans
 Frequent comm.
 Close proximity
 Regular meetings
 Multiple comm. channels
 Frequent feedback
 Relationship strength
 Leadership
 Boundaries
 Empowerment
 Competence
 Structure
 Manageability/Motivation
 Clear objectives
 Small/feasible scope
 Acceptance criteria
 Timeboxed iterations
 Valid operational results
 Regular cadence/intervals
 Org. flexibility
 Mgt. flexibility
 Process flexibility
 System flexibility
 Technology flexibility
 Infrastructure flexibility
 Contract compliance
 Contract deliverables
 Contract change orders
 Lifecycle compliance
 Process Maturity Level
 Regulatory compliance
 Document deliveries
 Document comments
 Document compliance
 Cost Compliance
 Scope Compliance
 Schedule Compliance




Network
Computer
Operating System
Middleware
Applications
APIs
GUI
How Agile Works
 Agile requirements implemented in slices vs. layers
 User needs with higher business value are done first
 Reduces cost & risk while increasing business success
9Shore, J. (2011). Evolutionary design illustrated. Norwegian Developers Conference, Oslo, Norway.
Agile Traditional
1 2 3 Faster
 Early ROI
 Lower Costs
 Fewer Defects
 Manageable Risk
 Better Performance
 Smaller Attack Surface
Late 
No Value 
Cost Overruns 
Very Poor Quality 
Uncontrollable Risk 
Slowest Performance 
More Security Incidents Seven Wastes
1.Rework
2.Motion
3.Waiting
4.Inventory
5.Transportation
6.Overprocessing
7.Overproduction
MINIMIZES MAXIMIZES
 JIT, Just-enough architecture
 Early, in-process system V&V
 Fast continuous improvement
 Scalable to systems of systems
 Maximizes successful outcomes
 Myth of perfect architecture
 Late big-bang integration tests
 Year long improvement cycles
 Breaks down on large projects
 Undermines business success
Thousands of Tests
Continuously Executed
No More Late Big
Bang Integration
Agile Development Model
 User needs designed & developed one-at-a-time
 Changes automatically detected, built, and tested
 System fully tested and deployed as changes occur
10Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.
Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.
Build
Integration
Server
Version
Control
Server
Build
Scripts
UsesWatches
Build
Status
ProvidesDeveloper A
Developer B
Developer C
Commits
Changes
Commits
Changes
Commits
Changes
Builds
Database
Analysis
Testing
Reporting
Documentation
Deployment
Early, Automated, Fast,
Efficient, & Repeatable
Constant Readiness
State & CM Control
Lean, Waste Free, Low WIP,
No Deadlocked Test Queues
Rapidly & Successfully
Dev. Complex Systems
Agile Cost of Quality (CoQ)
 Agile testing is 10x better than code inspections
 Agile testing is 100x better than traditional testing
 Agile testing is done earlier “and” 1,000x more often
11
Rico, D. F. (2012). The Cost of Quality (CoQ) for Agile vs. Traditional Project Management. Fairfax, VA: Gantthead.Com.
Agile Cost & Benefit Analysis
 Costs based on avg. productivity and quality
 Productivity ranged from 4.7 to 5.9 LOC an hour
 Costs were $588,202 and benefits were $3,930,631
12
Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation.
Ft. Lauderdale, FL: J. Ross Publishing.
d1 = [ln(Benefits  Costs) + (Rate + 0.5  Risk2)  Years]  Risk   Years, d2 = d1  Risk   Years
 
5
1i
Studies of Agile Methods
 Dozens of surveys of agile methods since 2003
 100s of Agile and CMMI case studies documented
 Agile productivity, quality, and cost better than CMMI
13
Rico, D. F. (2008). What is the return-on-investment of agile methods? Retrieved February 3, 2009, from http://davidfrico.com/rico08a.pdf
Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.
Benefits of Agile Methods
 Analysis of 23 agile vs. 7,500 traditional projects
 Agile projects are 54% better than traditional ones
 Agile has lower costs (61%) and fewer defects (93%)
Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada.
Project Cost in Millions $
0.75
1.50
2.25
3.00
2.8
1.1
Before Agile
After Agile
61%
Lower
Cost
Total Staffing
18
11
Before Agile
After Agile
39%
Less
Staff
5
10
15
20
Delivery Time in Months
5
10
15
20
18
13.5
Before Agile
After Agile
24%
Faster
Cumulative Defects
625
1250
1875
2500
2270
381
Before Agile
After Agile
93%
Less
Defects
14




Agile vs. Traditional Success
 Traditional projects succeed at 50% industry avg.
 Traditional projects are challenged 20% more often
 Agile projects succeed 3x more and fail 3x less often
Standish Group. (2012). Chaos manifesto. Boston, MA: Author.
15
Agile Traditional
Success
42%
Failed
9%
Challenged
49%
Success
14%
Failed
29%
Challenged
57%
Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation
and adaptability and its effect on financial performance. Stamford, CT: BTM Institute.
16
 Study of 15 agile vs. non-agile Fortune 500 firms
 Based on models to measure organizational agility
 Agile firms out perform non agile firms by up to 36%
Benefits of Organizational Agility
Agile Enterprise Delivery Model
Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Larman, C., & Vodde, B. (2010). Practices for scaling lean and agile development. Boston, MA: Addison-Wesley.
Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.
 Begins with a high-level product vision/architecture
 Continues with needs development/release planning
 Includes agile delivery teams to realize business value
17



Agile Adoption
18House, D. (2012). Sixth annual state of agile survey: State of agile development. Atlanta, GA: VersionOne.
 VersionOne found 80% using agile methods today
 Most are using Scrum with several key XP practices
 Lean-Kanban is a rising practice with a 24% adoption

 Continuous
Integration
●
●
●
●
●
●
●
●
●
●
●
●

Agile Proliferation
Scrum Alliance. (2012). Scrum certification statistics. Retrieved February 6, 2013, from http://www.scrumalliance.org/resource_download/2505
Taft, D. K. (2012). Agile developers needed: Demand outpaces supply. Foster City, CA: eWeek. 19
 Number of CSMs have doubled to 200,000 in 2 years
 558,918 agile jobs for only 121,876 qualified people
 4.59 jobs available for every agile candidate (5:1)


Agile Industry Case Studies
 80% of worldwide IT projects use agile methods
 Includes regulated industries, i.e., DoD, FDA, etc.
 Agile now used for safety critical systems, FBI, etc.
20
Industry
Shrink
Wrapped
Electronic
Commerce
Health
Care
Law
Enforcement
Org
 20 teams
 140 people
 5 countries
Size
 15 teams
 90 people
 Collocated
 4 teams
 20 people
 Collocated
 10 teams
 50 people
 Collocated
 3 teams
 12 people
 Collocated
U.S.
DoD
Primavera
Google
Stratcom
FBI
FDA
Project
Primavera
Adwords
SKIweb
Sentinel
m2000
Purpose
Project
Management
Advertising
Knowledge
Management
Case File
Workflow
Blood
Analysis
 1,838 User Stories
 6,250 Function Points
 500,000 Lines of Code
Metrics
 26,809 User Stories
 91,146 Function Points
 7,291,666 Lines of Code
 1,659 User Stories
 5,640 Function Points
 451,235 Lines of Code
 3,947 User Stories
 13,419 Function Points
 1,073,529 Lines of Code
 390 User Stories
 1,324 Function Points
 105,958 Lines of Code
Rico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean
Enterprise Software and Systems, Helsinki, Finland, 37-43.






 Structure, reward, decision, staffing, leadership, etc.
 Top-down, individualism, regulation, compliance, etc.
 Focus on reforming acquisition & procurement system
21
Type/Kind Common DoD Agile Perceptions
Discipline
Reality with Respect to Agile Methods
Scalability
Domain
Management
Requirements
Architecture
Quality
Inspections
Security
Undisciplined Cowboy Coding
Only Applies Small Projects
Only for Protoperational Systems
Flexible Scope/Can't Use EVM
Doesn't Use Requirements
Spaghetti Code from Iterations
No Documents/Unmaintainable
High CoQ from No Inspections
Vulnerabilities from Hacking
 Rigorous process, plans, requirements, QA, CM, testing, documents etc.
 Used by 100, 500, 1,000, 10,000+ person person projects & organizations
 Used in DoD, medical devices, avionics, autos, electronics, etc.
 Lightweight EVM model is used with its release planning methodology
 Always begins with valuable, well-defined, & prioritized requirements
 Begins with lean architecture or create waste-free emergent design
 Electronic plans, requirements, designs, tests, manuals, documents, etc.
 One or two orders of magnitude more inspections & tests performed
 Security practices result in smaller attack surface & fewer vulnerabilities
Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation.
Ft. Lauderdale, FL: J. Ross Publishing.








Perceptions of Agile Methods
Agile World View
 “Agility” has many dimensions other than IT
 It ranges from leadership to technological agility
 The focus of this brief is program management agility
 
Agile Leaders
Agile Organization Change
Agile Acquisition & Contracting
Agile Strategic Planning
Agile Capability Analysis
Agile Program Management
Agile Tech.
Agile Information Systems
Agile Tools
Agile Processes & Practices
Agile Systems Development
Agile Project Management
22
Agile Leadership Theories
23
 Numerous theories of agile leadership have emerged
 Many have to do with delegation and empowerment
 Leaders have major roles in visioning and enabling
Augustine
(2005)
Pink
(2009)
Denning
(2010)
Poppendieck
(2010)
Appelo
(2011)
Organic Teams
Guiding Vision
Transparency
Light Touch
Simple Rules
Improvement
Autonomy
Alignment
Transparency
Purpose
Mastery
Improvement
Self Organizing
Communication
Transparency
Iterative Value
Delight Clients
Improvement
Talented Teams
Alignment
Systems View
Reliability
Excellence
Improvement
Empowerment
Alignment
Motivation
Scaling
Competency
Improvement
Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.
Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Penguin Books.
Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education.
Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.
Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.
Agile Recap
 Agile methods DON’T mean deliver it now & fix it later
 Lightweight, yet disciplined approach to development
 Reduced cost, risk, & waste while improving quality
24
Rico, D. F. (2012). What’s really happening in agile methods: Its principles revisited? Retrieved June 6, 2012, from http://davidfrico.com/agile-principles.pdf
Rico, D. F. (2012). The promises and pitfalls of agile methods. Retrieved February 6, 2013 from, http://davidfrico.com/agile-pros-cons.pdf
Rico, D. F. (2012). How do lean & agile intersect? Retrieved February 6, 2013, from http://davidfrico.com/agile-concept-model-3.pdf
What How Result
Flexibility Use lightweight, yet disciplined processes and artifacts Low work-in-process
Customer Involve customers early and often throughout development Early feedback
Prioritize Identify highest-priority, value-adding business needs Focus resources
Descope Descope complex programs by an order of magnitude Simplify problem
Decompose Divide the remaining scope into smaller batches Manageable pieces
Iterate Implement pieces one at a time over long periods of time Diffuse risk
Leanness Architect and design the system one iteration at a time JIT waste-free design
Swarm Implement each component in small cross-functional teams Knowledge transfer
Collaborate Use frequent informal communications as often as possible Efficient data transfer
Test Early Incrementally test each component as it is developed Early verification
Test Often Perform system-level regression testing every few minutes Early validation
Adapt Frequently identify optimal process and product solutions Improve performance
















Conclusion
25
 Agility is the evolution of management thought
 Confluence of traditional and non-traditional ideas
 Improve performance by over an order of magnitude
“The world of traditional methods belongs to yesterday”
“Don’t waste your time using traditional methods on 21st century projects”
Agile methods are …







Systems development approaches
New product development approaches
Expertly designed to be fast and efficient
Intentionally lean and free of waste (muda)
Systematic highly-disciplined approaches
Capable of producing high quality systems
Right-sized, just-enough, and just-in-time tools
 Scalable to large, complex mission-critical systems
 Designed to maximize business value for customers
Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.
 
Books on ROI of SW Methods
 Guides to software methods for business leaders
 Communicates business value of software methods
 Rosetta stones to unlocking ROI of software methods
 http://davidfrico.com/agile-book.htm (Description)
 http://davidfrico.com/roi-book.htm (Description)
26

Contenu connexe

Tendances

Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
 
Enterprise Agile Transformation Strategies
Enterprise Agile Transformation StrategiesEnterprise Agile Transformation Strategies
Enterprise Agile Transformation StrategiesMike Cottmeyer
 
What is Scrum? Edureka
What is Scrum? EdurekaWhat is Scrum? Edureka
What is Scrum? EdurekaEdureka!
 
Enterprise Agile Transformation
Enterprise Agile TransformationEnterprise Agile Transformation
Enterprise Agile TransformationPooja Wandile
 
Agile Transformation v1.27
Agile Transformation v1.27Agile Transformation v1.27
Agile Transformation v1.27LeadingAgile
 
Agile evolution lifecycle - From implementing Agile to being Agile
Agile evolution lifecycle - From implementing Agile to being AgileAgile evolution lifecycle - From implementing Agile to being Agile
Agile evolution lifecycle - From implementing Agile to being AgileMichal Epstein
 
Agile Transformation Defined
Agile Transformation DefinedAgile Transformation Defined
Agile Transformation DefinedChristoph Mathis
 
Adopting SAFe with JIRA
Adopting SAFe with JIRAAdopting SAFe with JIRA
Adopting SAFe with JIRACprime
 
SAFe® PI Planning - 4 locations - but how?
SAFe® PI Planning - 4 locations - but how?SAFe® PI Planning - 4 locations - but how?
SAFe® PI Planning - 4 locations - but how?Silvio Wandfluh
 
Successful Atlassian Cloud Migrations and Optimizations: Real Life Examples
Successful Atlassian Cloud Migrations and Optimizations: Real Life ExamplesSuccessful Atlassian Cloud Migrations and Optimizations: Real Life Examples
Successful Atlassian Cloud Migrations and Optimizations: Real Life ExamplesCprime
 
What is Scaled Agile Framework | Edureka
What is Scaled Agile Framework | EdurekaWhat is Scaled Agile Framework | Edureka
What is Scaled Agile Framework | EdurekaEdureka!
 
SAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practiceSAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practiceIntland Software GmbH
 
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaScrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
 
The Secret, Yet Obvious, Ingredient to Sustainable Agility
The Secret, Yet Obvious, Ingredient to Sustainable AgilityThe Secret, Yet Obvious, Ingredient to Sustainable Agility
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
 
Agile Project Management - An introduction to Agile and the new PMI-ACP
Agile Project Management - An introduction to Agile and the new PMI-ACPAgile Project Management - An introduction to Agile and the new PMI-ACP
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
 
Agile vs Waterfall | Difference between Agile and Waterfall | Edureka
Agile vs Waterfall | Difference between Agile and Waterfall | EdurekaAgile vs Waterfall | Difference between Agile and Waterfall | Edureka
Agile vs Waterfall | Difference between Agile and Waterfall | EdurekaEdureka!
 

Tendances (20)

Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
 
Enterprise Agile Transformation Strategies
Enterprise Agile Transformation StrategiesEnterprise Agile Transformation Strategies
Enterprise Agile Transformation Strategies
 
What is Scrum? Edureka
What is Scrum? EdurekaWhat is Scrum? Edureka
What is Scrum? Edureka
 
Enterprise Agile Transformation
Enterprise Agile TransformationEnterprise Agile Transformation
Enterprise Agile Transformation
 
Agile Transformation v1.27
Agile Transformation v1.27Agile Transformation v1.27
Agile Transformation v1.27
 
Agile evolution lifecycle - From implementing Agile to being Agile
Agile evolution lifecycle - From implementing Agile to being AgileAgile evolution lifecycle - From implementing Agile to being Agile
Agile evolution lifecycle - From implementing Agile to being Agile
 
Ahmed Sidky (Keynote)
Ahmed Sidky (Keynote)Ahmed Sidky (Keynote)
Ahmed Sidky (Keynote)
 
Agile Transformation Defined
Agile Transformation DefinedAgile Transformation Defined
Agile Transformation Defined
 
Adopting SAFe with JIRA
Adopting SAFe with JIRAAdopting SAFe with JIRA
Adopting SAFe with JIRA
 
SAFe® PI Planning - 4 locations - but how?
SAFe® PI Planning - 4 locations - but how?SAFe® PI Planning - 4 locations - but how?
SAFe® PI Planning - 4 locations - but how?
 
Agile Transformation
Agile TransformationAgile Transformation
Agile Transformation
 
Successful Atlassian Cloud Migrations and Optimizations: Real Life Examples
Successful Atlassian Cloud Migrations and Optimizations: Real Life ExamplesSuccessful Atlassian Cloud Migrations and Optimizations: Real Life Examples
Successful Atlassian Cloud Migrations and Optimizations: Real Life Examples
 
What is Scaled Agile Framework | Edureka
What is Scaled Agile Framework | EdurekaWhat is Scaled Agile Framework | Edureka
What is Scaled Agile Framework | Edureka
 
SAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practiceSAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practice
 
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaScrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
 
The Secret, Yet Obvious, Ingredient to Sustainable Agility
The Secret, Yet Obvious, Ingredient to Sustainable AgilityThe Secret, Yet Obvious, Ingredient to Sustainable Agility
The Secret, Yet Obvious, Ingredient to Sustainable Agility
 
Agile Project Management - An introduction to Agile and the new PMI-ACP
Agile Project Management - An introduction to Agile and the new PMI-ACPAgile Project Management - An introduction to Agile and the new PMI-ACP
Agile Project Management - An introduction to Agile and the new PMI-ACP
 
Agile mindset
Agile mindsetAgile mindset
Agile mindset
 
Agile vs Waterfall | Difference between Agile and Waterfall | Edureka
Agile vs Waterfall | Difference between Agile and Waterfall | EdurekaAgile vs Waterfall | Difference between Agile and Waterfall | Edureka
Agile vs Waterfall | Difference between Agile and Waterfall | Edureka
 
The Agile Mindset
The Agile MindsetThe Agile Mindset
The Agile Mindset
 

Similaire à Business Value of Agile Methods: Using ROI & Real Options

Business Value of Agile Methods: Benefits of Testing Early & Often
Business Value of Agile Methods: Benefits of Testing Early & OftenBusiness Value of Agile Methods: Benefits of Testing Early & Often
Business Value of Agile Methods: Benefits of Testing Early & OftenDavid Rico
 
Lean & Agile Methods & Frameworks: Perspectives on Kanban for IT
Lean & Agile Methods & Frameworks: Perspectives on Kanban for ITLean & Agile Methods & Frameworks: Perspectives on Kanban for IT
Lean & Agile Methods & Frameworks: Perspectives on Kanban for ITDavid Rico
 
Lean & Agile Project Manaagement: Its Leadership Considerations
Lean & Agile Project Manaagement: Its Leadership ConsiderationsLean & Agile Project Manaagement: Its Leadership Considerations
Lean & Agile Project Manaagement: Its Leadership ConsiderationsDavid Rico
 
Agile Methods Cost of Quality: Benefits of Testing Early & Often
Agile Methods Cost of Quality: Benefits of Testing Early & OftenAgile Methods Cost of Quality: Benefits of Testing Early & Often
Agile Methods Cost of Quality: Benefits of Testing Early & OftenDavid Rico
 
Agile methods cost of quality
Agile methods cost of qualityAgile methods cost of quality
Agile methods cost of qualityCristiano Caetano
 
Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas
Lean & Agile Organizational Leadership: History, Theory, Models, & Popular IdeasLean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas
Lean & Agile Organizational Leadership: History, Theory, Models, & Popular IdeasDavid Rico
 
David Rico Business Value Agile Methods19 Feb 14
David Rico Business Value Agile Methods19 Feb 14David Rico Business Value Agile Methods19 Feb 14
David Rico Business Value Agile Methods19 Feb 14Liana Underwood
 
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...David Rico
 
Business Value of Agile Testing: Using TDD, CI, CD, & DevOps
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsBusiness Value of Agile Testing: Using TDD, CI, CD, & DevOps
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
 
Return on Investment (ROI) of Lean & Agile Methods
Return on Investment (ROI) of Lean & Agile MethodsReturn on Investment (ROI) of Lean & Agile Methods
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
 
Intro to Agile Methods for Execs, Leaders, and Managers
Intro to Agile Methods for Execs, Leaders, and ManagersIntro to Agile Methods for Execs, Leaders, and Managers
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
 
Growth of SAFe in Government Acquisitions, Contracts, & Portfolios
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosGrowth of SAFe in Government Acquisitions, Contracts, & Portfolios
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosDavid Rico
 
Lean & Agile Performance Measurement: Metrics, Models, & Measures
Lean & Agile Performance Measurement: Metrics, Models, & MeasuresLean & Agile Performance Measurement: Metrics, Models, & Measures
Lean & Agile Performance Measurement: Metrics, Models, & MeasuresDavid Rico
 
Business Value of Lean Thinking
Business Value of Lean ThinkingBusiness Value of Lean Thinking
Business Value of Lean ThinkingDavid Rico
 
Scaled Agile Framework (SAFe) 4.5 Tutorial ...
Scaled Agile Framework (SAFe) 4.5 Tutorial ...Scaled Agile Framework (SAFe) 4.5 Tutorial ...
Scaled Agile Framework (SAFe) 4.5 Tutorial ...David Rico
 
Lean & Agile Organizational Change
Lean & Agile Organizational ChangeLean & Agile Organizational Change
Lean & Agile Organizational ChangeDavid Rico
 
Business Value of Agile Organizations: Strategies, Models, & Principles for E...
Business Value of Agile Organizations: Strategies, Models, & Principles for E...Business Value of Agile Organizations: Strategies, Models, & Principles for E...
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
 
Business, Enterprise, & Organizational Agility
Business, Enterprise, & Organizational AgilityBusiness, Enterprise, & Organizational Agility
Business, Enterprise, & Organizational AgilityDavid Rico
 
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...Liana Underwood
 
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
 

Similaire à Business Value of Agile Methods: Using ROI & Real Options (20)

Business Value of Agile Methods: Benefits of Testing Early & Often
Business Value of Agile Methods: Benefits of Testing Early & OftenBusiness Value of Agile Methods: Benefits of Testing Early & Often
Business Value of Agile Methods: Benefits of Testing Early & Often
 
Lean & Agile Methods & Frameworks: Perspectives on Kanban for IT
Lean & Agile Methods & Frameworks: Perspectives on Kanban for ITLean & Agile Methods & Frameworks: Perspectives on Kanban for IT
Lean & Agile Methods & Frameworks: Perspectives on Kanban for IT
 
Lean & Agile Project Manaagement: Its Leadership Considerations
Lean & Agile Project Manaagement: Its Leadership ConsiderationsLean & Agile Project Manaagement: Its Leadership Considerations
Lean & Agile Project Manaagement: Its Leadership Considerations
 
Agile Methods Cost of Quality: Benefits of Testing Early & Often
Agile Methods Cost of Quality: Benefits of Testing Early & OftenAgile Methods Cost of Quality: Benefits of Testing Early & Often
Agile Methods Cost of Quality: Benefits of Testing Early & Often
 
Agile methods cost of quality
Agile methods cost of qualityAgile methods cost of quality
Agile methods cost of quality
 
Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas
Lean & Agile Organizational Leadership: History, Theory, Models, & Popular IdeasLean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas
Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas
 
David Rico Business Value Agile Methods19 Feb 14
David Rico Business Value Agile Methods19 Feb 14David Rico Business Value Agile Methods19 Feb 14
David Rico Business Value Agile Methods19 Feb 14
 
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...
 
Business Value of Agile Testing: Using TDD, CI, CD, & DevOps
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsBusiness Value of Agile Testing: Using TDD, CI, CD, & DevOps
Business Value of Agile Testing: Using TDD, CI, CD, & DevOps
 
Return on Investment (ROI) of Lean & Agile Methods
Return on Investment (ROI) of Lean & Agile MethodsReturn on Investment (ROI) of Lean & Agile Methods
Return on Investment (ROI) of Lean & Agile Methods
 
Intro to Agile Methods for Execs, Leaders, and Managers
Intro to Agile Methods for Execs, Leaders, and ManagersIntro to Agile Methods for Execs, Leaders, and Managers
Intro to Agile Methods for Execs, Leaders, and Managers
 
Growth of SAFe in Government Acquisitions, Contracts, & Portfolios
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosGrowth of SAFe in Government Acquisitions, Contracts, & Portfolios
Growth of SAFe in Government Acquisitions, Contracts, & Portfolios
 
Lean & Agile Performance Measurement: Metrics, Models, & Measures
Lean & Agile Performance Measurement: Metrics, Models, & MeasuresLean & Agile Performance Measurement: Metrics, Models, & Measures
Lean & Agile Performance Measurement: Metrics, Models, & Measures
 
Business Value of Lean Thinking
Business Value of Lean ThinkingBusiness Value of Lean Thinking
Business Value of Lean Thinking
 
Scaled Agile Framework (SAFe) 4.5 Tutorial ...
Scaled Agile Framework (SAFe) 4.5 Tutorial ...Scaled Agile Framework (SAFe) 4.5 Tutorial ...
Scaled Agile Framework (SAFe) 4.5 Tutorial ...
 
Lean & Agile Organizational Change
Lean & Agile Organizational ChangeLean & Agile Organizational Change
Lean & Agile Organizational Change
 
Business Value of Agile Organizations: Strategies, Models, & Principles for E...
Business Value of Agile Organizations: Strategies, Models, & Principles for E...Business Value of Agile Organizations: Strategies, Models, & Principles for E...
Business Value of Agile Organizations: Strategies, Models, & Principles for E...
 
Business, Enterprise, & Organizational Agility
Business, Enterprise, & Organizational AgilityBusiness, Enterprise, & Organizational Agility
Business, Enterprise, & Organizational Agility
 
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
 
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...
 

Plus de David Rico

Business Value of Agile Product Management
Business Value of Agile Product ManagementBusiness Value of Agile Product Management
Business Value of Agile Product ManagementDavid Rico
 
Business Value of Agile Human Resources (AHR)
Business Value of Agile Human Resources (AHR)Business Value of Agile Human Resources (AHR)
Business Value of Agile Human Resources (AHR)David Rico
 
ROI of Organizational Agility for Transforming 21st Century Enterprises
ROI of Organizational Agility for Transforming 21st Century EnterprisesROI of Organizational Agility for Transforming 21st Century Enterprises
ROI of Organizational Agility for Transforming 21st Century EnterprisesDavid Rico
 
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...David Rico
 
Lean & Agile Thinking Principles for Leaders
Lean & Agile Thinking Principles for LeadersLean & Agile Thinking Principles for Leaders
Lean & Agile Thinking Principles for LeadersDavid Rico
 
ROI & Business Value of CI, CD, DevOps, DevSecOps, & Microservices
ROI & Business Value of CI, CD, DevOps, DevSecOps, & MicroservicesROI & Business Value of CI, CD, DevOps, DevSecOps, & Microservices
ROI & Business Value of CI, CD, DevOps, DevSecOps, & MicroservicesDavid Rico
 
Scaled Agile Framework (SAFe) 4.6 in U.S. Government
Scaled Agile Framework (SAFe) 4.6 in U.S. GovernmentScaled Agile Framework (SAFe) 4.6 in U.S. Government
Scaled Agile Framework (SAFe) 4.6 in U.S. GovernmentDavid Rico
 
Scaled Agile Framework (SAFe) 4.5 Metrics
Scaled Agile Framework (SAFe) 4.5 MetricsScaled Agile Framework (SAFe) 4.5 Metrics
Scaled Agile Framework (SAFe) 4.5 MetricsDavid Rico
 
Lean & Agile Organizational Leadership
Lean & Agile Organizational LeadershipLean & Agile Organizational Leadership
Lean & Agile Organizational LeadershipDavid Rico
 
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...David Rico
 
Business Value of CI, CD, & DevOps(Sec)
Business Value of CI, CD, & DevOps(Sec)Business Value of CI, CD, & DevOps(Sec)
Business Value of CI, CD, & DevOps(Sec)David Rico
 
Business Value of Agile Methods: Its Leadership Considerations
Business Value of Agile Methods: Its Leadership ConsiderationsBusiness Value of Agile Methods: Its Leadership Considerations
Business Value of Agile Methods: Its Leadership ConsiderationsDavid Rico
 

Plus de David Rico (12)

Business Value of Agile Product Management
Business Value of Agile Product ManagementBusiness Value of Agile Product Management
Business Value of Agile Product Management
 
Business Value of Agile Human Resources (AHR)
Business Value of Agile Human Resources (AHR)Business Value of Agile Human Resources (AHR)
Business Value of Agile Human Resources (AHR)
 
ROI of Organizational Agility for Transforming 21st Century Enterprises
ROI of Organizational Agility for Transforming 21st Century EnterprisesROI of Organizational Agility for Transforming 21st Century Enterprises
ROI of Organizational Agility for Transforming 21st Century Enterprises
 
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...
 
Lean & Agile Thinking Principles for Leaders
Lean & Agile Thinking Principles for LeadersLean & Agile Thinking Principles for Leaders
Lean & Agile Thinking Principles for Leaders
 
ROI & Business Value of CI, CD, DevOps, DevSecOps, & Microservices
ROI & Business Value of CI, CD, DevOps, DevSecOps, & MicroservicesROI & Business Value of CI, CD, DevOps, DevSecOps, & Microservices
ROI & Business Value of CI, CD, DevOps, DevSecOps, & Microservices
 
Scaled Agile Framework (SAFe) 4.6 in U.S. Government
Scaled Agile Framework (SAFe) 4.6 in U.S. GovernmentScaled Agile Framework (SAFe) 4.6 in U.S. Government
Scaled Agile Framework (SAFe) 4.6 in U.S. Government
 
Scaled Agile Framework (SAFe) 4.5 Metrics
Scaled Agile Framework (SAFe) 4.5 MetricsScaled Agile Framework (SAFe) 4.5 Metrics
Scaled Agile Framework (SAFe) 4.5 Metrics
 
Lean & Agile Organizational Leadership
Lean & Agile Organizational LeadershipLean & Agile Organizational Leadership
Lean & Agile Organizational Leadership
 
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...
 
Business Value of CI, CD, & DevOps(Sec)
Business Value of CI, CD, & DevOps(Sec)Business Value of CI, CD, & DevOps(Sec)
Business Value of CI, CD, & DevOps(Sec)
 
Business Value of Agile Methods: Its Leadership Considerations
Business Value of Agile Methods: Its Leadership ConsiderationsBusiness Value of Agile Methods: Its Leadership Considerations
Business Value of Agile Methods: Its Leadership Considerations
 

Dernier

9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding TeamAdam Moalla
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfinfogdgmi
 
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesAI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesMd Hossain Ali
 
AI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarAI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarPrecisely
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...Aggregage
 
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDEADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDELiveplex
 
VoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBXVoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBXTarek Kalaji
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Adtran
 
UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8DianaGray10
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-pyJamie (Taka) Wang
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URLRuncy Oommen
 
NIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 WorkshopNIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 WorkshopBachir Benyammi
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostMatt Ray
 
Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Brian Pichman
 
Igniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration WorkflowsIgniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration WorkflowsSafe Software
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.YounusS2
 
UiPath Community: AI for UiPath Automation Developers
UiPath Community: AI for UiPath Automation DevelopersUiPath Community: AI for UiPath Automation Developers
UiPath Community: AI for UiPath Automation DevelopersUiPathCommunity
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemAsko Soukka
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Will Schroeder
 

Dernier (20)

9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdf
 
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesAI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
 
AI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarAI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity Webinar
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
 
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDEADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
 
VoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBXVoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBX
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™
 
UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-py
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URL
 
NIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 WorkshopNIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 Workshop
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
 
Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )
 
Igniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration WorkflowsIgniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration Workflows
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.
 
UiPath Community: AI for UiPath Automation Developers
UiPath Community: AI for UiPath Automation DevelopersUiPath Community: AI for UiPath Automation Developers
UiPath Community: AI for UiPath Automation Developers
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystem
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
 
201610817 - edge part1
201610817 - edge part1201610817 - edge part1
201610817 - edge part1
 

Business Value of Agile Methods: Using ROI & Real Options

  • 1. Business Value of Agile Methods Using ROI & Real Options Dr. David F. Rico, PMP, ACP, CSM Twitter: @dr_david_f_rico Website: http://www.davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Facebook: http://www.facebook.com/profile.php?id=1540017424 Dave’s Agile Articles: http://davidfrico.com/agile-message.doc
  • 2. Author Background  DoD contractor with 30+ years of IT experience  B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.  Large gov’t projects in U.S., Far/Mid-East, & Europe 2  Published six books & numerous journal articles  Adjunct at George Wash, UMBC, UMUC, Argosy  Agile Program Management & Lean Development  Specializes in metrics, models, & cost engineering  Six Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000  Cloud Computing, SOA, Web Services, FOSS, etc.
  • 3. Today’s Whirlwind Environment 3 Overruns Attrition Escalation Runaways Cancellation Global Competition Demanding Customers Organization Downsizing System Complexity Technology Change Vague Requirements Work Life Imbalance Inefficiency High O&M Lower DoQ Vulnerable N-M Breach Reduced IT Budgets 81 Month Cycle Times Redundant Data Centers Lack of Interoperability Poor IT Security Overburdening Legacy Systems Obsolete Technology & Skills Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.
  • 4. Traditional Projects 4  Big projects result in poor quality and scope changes  Productivity declines with long queues/wait times  Large projects are unsuccessful or canceled Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill. Size vs. Quality DefectDensity 0.00 3.20 6.40 9.60 12.80 16.00 0 2 6 25 100 400 Lines of Code (Thousands) Size vs. Productivity CodeProductionRate 0.00 1.00 2.00 3.00 4.00 5.00 0 2 6 25 100 400 Lines of Code (Thousands) Size vs. Requirements Growth Percentage 0% 8% 16% 24% 32% 40% 0 2 6 25 100 400 Lines of Code (Thousands) Size vs. Success Percentage 0% 12% 24% 36% 48% 60% 0 2 6 25 100 400 Lines of Code (Thousands)
  • 5. Global Project Failures 5 Standish Group. (2010). Chaos summary 2010. Boston, MA: Author. Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.  Challenged and failed projects hover at 67%  Big projects fail more often, which is 5% to 10%  Of $1.7T spent on IT projects, over $858B were lost 16% 53% 31% 27% 33% 40% 26% 46% 28% 28% 49% 23% 34% 51% 15% 29% 53% 18% 35% 46% 19% 32% 44% 24% 33% 41% 26% 0% 20% 40% 60% 80% 100% 1994 1996 1998 2000 2002 2004 2006 2008 2010 Year Successful Challenged Failed $0.0 $0.4 $0.7 $1.1 $1.4 $1.8 2002 2003 2004 2005 2006 2007 2008 2009 2010 Trillions(USDollars) Expenditures Failed Investments
  • 6. Requirements Defects & Waste 6 Sheldon, F. T. et al. (1992). Reliability measurement: From theory to practice. IEEE Software, 9(4), 13-20 Johnson, J. (2002). ROI: It's your job. Extreme Programming 2002 Conference, Alghero, Sardinia, Italy.  Requirements defects are #1 reason projects fail  Traditional projects specify too many requirements  More than 65% of requirements are never used at all Other 7% Requirements 47% Design 28% Implementation 18% Defects Always 7% Often 13% Sometimes 16% Rarely 19% Never 45% Waste
  • 7. What is Agility?  A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness, lightness, and ease of movement; To be very nimble  The ability to create and respond to change in order to profit in a turbulent global business environment  The ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift  A very fast response to sudden market changes and emerging threats by intensive customer interaction  Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution  Maximizing BUSINESS VALUE with right sized, just- enough, and just-in-time processes and documentation Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley. 7  
  • 8. What are Agile Methods? 8  People-centric way to create innovative solutions  Product-centric alternative to documents/process  Market-centric model to maximize business value Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing. Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf Customer Collaboration Working Software Individuals & Interactions Responding to Change valued more than valued more than valued more than valued more than Contracts Documentation Processes Project Plans  Frequent comm.  Close proximity  Regular meetings  Multiple comm. channels  Frequent feedback  Relationship strength  Leadership  Boundaries  Empowerment  Competence  Structure  Manageability/Motivation  Clear objectives  Small/feasible scope  Acceptance criteria  Timeboxed iterations  Valid operational results  Regular cadence/intervals  Org. flexibility  Mgt. flexibility  Process flexibility  System flexibility  Technology flexibility  Infrastructure flexibility  Contract compliance  Contract deliverables  Contract change orders  Lifecycle compliance  Process Maturity Level  Regulatory compliance  Document deliveries  Document comments  Document compliance  Cost Compliance  Scope Compliance  Schedule Compliance    
  • 9. Network Computer Operating System Middleware Applications APIs GUI How Agile Works  Agile requirements implemented in slices vs. layers  User needs with higher business value are done first  Reduces cost & risk while increasing business success 9Shore, J. (2011). Evolutionary design illustrated. Norwegian Developers Conference, Oslo, Norway. Agile Traditional 1 2 3 Faster  Early ROI  Lower Costs  Fewer Defects  Manageable Risk  Better Performance  Smaller Attack Surface Late  No Value  Cost Overruns  Very Poor Quality  Uncontrollable Risk  Slowest Performance  More Security Incidents Seven Wastes 1.Rework 2.Motion 3.Waiting 4.Inventory 5.Transportation 6.Overprocessing 7.Overproduction MINIMIZES MAXIMIZES  JIT, Just-enough architecture  Early, in-process system V&V  Fast continuous improvement  Scalable to systems of systems  Maximizes successful outcomes  Myth of perfect architecture  Late big-bang integration tests  Year long improvement cycles  Breaks down on large projects  Undermines business success
  • 10. Thousands of Tests Continuously Executed No More Late Big Bang Integration Agile Development Model  User needs designed & developed one-at-a-time  Changes automatically detected, built, and tested  System fully tested and deployed as changes occur 10Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education. Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley. Build Integration Server Version Control Server Build Scripts UsesWatches Build Status ProvidesDeveloper A Developer B Developer C Commits Changes Commits Changes Commits Changes Builds Database Analysis Testing Reporting Documentation Deployment Early, Automated, Fast, Efficient, & Repeatable Constant Readiness State & CM Control Lean, Waste Free, Low WIP, No Deadlocked Test Queues Rapidly & Successfully Dev. Complex Systems
  • 11. Agile Cost of Quality (CoQ)  Agile testing is 10x better than code inspections  Agile testing is 100x better than traditional testing  Agile testing is done earlier “and” 1,000x more often 11 Rico, D. F. (2012). The Cost of Quality (CoQ) for Agile vs. Traditional Project Management. Fairfax, VA: Gantthead.Com.
  • 12. Agile Cost & Benefit Analysis  Costs based on avg. productivity and quality  Productivity ranged from 4.7 to 5.9 LOC an hour  Costs were $588,202 and benefits were $3,930,631 12 Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing. d1 = [ln(Benefits  Costs) + (Rate + 0.5  Risk2)  Years]  Risk   Years, d2 = d1  Risk   Years   5 1i
  • 13. Studies of Agile Methods  Dozens of surveys of agile methods since 2003  100s of Agile and CMMI case studies documented  Agile productivity, quality, and cost better than CMMI 13 Rico, D. F. (2008). What is the return-on-investment of agile methods? Retrieved February 3, 2009, from http://davidfrico.com/rico08a.pdf Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.
  • 14. Benefits of Agile Methods  Analysis of 23 agile vs. 7,500 traditional projects  Agile projects are 54% better than traditional ones  Agile has lower costs (61%) and fewer defects (93%) Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada. Project Cost in Millions $ 0.75 1.50 2.25 3.00 2.8 1.1 Before Agile After Agile 61% Lower Cost Total Staffing 18 11 Before Agile After Agile 39% Less Staff 5 10 15 20 Delivery Time in Months 5 10 15 20 18 13.5 Before Agile After Agile 24% Faster Cumulative Defects 625 1250 1875 2500 2270 381 Before Agile After Agile 93% Less Defects 14    
  • 15. Agile vs. Traditional Success  Traditional projects succeed at 50% industry avg.  Traditional projects are challenged 20% more often  Agile projects succeed 3x more and fail 3x less often Standish Group. (2012). Chaos manifesto. Boston, MA: Author. 15 Agile Traditional Success 42% Failed 9% Challenged 49% Success 14% Failed 29% Challenged 57%
  • 16. Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Institute. 16  Study of 15 agile vs. non-agile Fortune 500 firms  Based on models to measure organizational agility  Agile firms out perform non agile firms by up to 36% Benefits of Organizational Agility
  • 17. Agile Enterprise Delivery Model Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley. Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Larman, C., & Vodde, B. (2010). Practices for scaling lean and agile development. Boston, MA: Addison-Wesley. Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.  Begins with a high-level product vision/architecture  Continues with needs development/release planning  Includes agile delivery teams to realize business value 17   
  • 18. Agile Adoption 18House, D. (2012). Sixth annual state of agile survey: State of agile development. Atlanta, GA: VersionOne.  VersionOne found 80% using agile methods today  Most are using Scrum with several key XP practices  Lean-Kanban is a rising practice with a 24% adoption   Continuous Integration ● ● ● ● ● ● ● ● ● ● ● ● 
  • 19. Agile Proliferation Scrum Alliance. (2012). Scrum certification statistics. Retrieved February 6, 2013, from http://www.scrumalliance.org/resource_download/2505 Taft, D. K. (2012). Agile developers needed: Demand outpaces supply. Foster City, CA: eWeek. 19  Number of CSMs have doubled to 200,000 in 2 years  558,918 agile jobs for only 121,876 qualified people  4.59 jobs available for every agile candidate (5:1)  
  • 20. Agile Industry Case Studies  80% of worldwide IT projects use agile methods  Includes regulated industries, i.e., DoD, FDA, etc.  Agile now used for safety critical systems, FBI, etc. 20 Industry Shrink Wrapped Electronic Commerce Health Care Law Enforcement Org  20 teams  140 people  5 countries Size  15 teams  90 people  Collocated  4 teams  20 people  Collocated  10 teams  50 people  Collocated  3 teams  12 people  Collocated U.S. DoD Primavera Google Stratcom FBI FDA Project Primavera Adwords SKIweb Sentinel m2000 Purpose Project Management Advertising Knowledge Management Case File Workflow Blood Analysis  1,838 User Stories  6,250 Function Points  500,000 Lines of Code Metrics  26,809 User Stories  91,146 Function Points  7,291,666 Lines of Code  1,659 User Stories  5,640 Function Points  451,235 Lines of Code  3,947 User Stories  13,419 Function Points  1,073,529 Lines of Code  390 User Stories  1,324 Function Points  105,958 Lines of Code Rico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean Enterprise Software and Systems, Helsinki, Finland, 37-43.      
  • 21.  Structure, reward, decision, staffing, leadership, etc.  Top-down, individualism, regulation, compliance, etc.  Focus on reforming acquisition & procurement system 21 Type/Kind Common DoD Agile Perceptions Discipline Reality with Respect to Agile Methods Scalability Domain Management Requirements Architecture Quality Inspections Security Undisciplined Cowboy Coding Only Applies Small Projects Only for Protoperational Systems Flexible Scope/Can't Use EVM Doesn't Use Requirements Spaghetti Code from Iterations No Documents/Unmaintainable High CoQ from No Inspections Vulnerabilities from Hacking  Rigorous process, plans, requirements, QA, CM, testing, documents etc.  Used by 100, 500, 1,000, 10,000+ person person projects & organizations  Used in DoD, medical devices, avionics, autos, electronics, etc.  Lightweight EVM model is used with its release planning methodology  Always begins with valuable, well-defined, & prioritized requirements  Begins with lean architecture or create waste-free emergent design  Electronic plans, requirements, designs, tests, manuals, documents, etc.  One or two orders of magnitude more inspections & tests performed  Security practices result in smaller attack surface & fewer vulnerabilities Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing.         Perceptions of Agile Methods
  • 22. Agile World View  “Agility” has many dimensions other than IT  It ranges from leadership to technological agility  The focus of this brief is program management agility   Agile Leaders Agile Organization Change Agile Acquisition & Contracting Agile Strategic Planning Agile Capability Analysis Agile Program Management Agile Tech. Agile Information Systems Agile Tools Agile Processes & Practices Agile Systems Development Agile Project Management 22
  • 23. Agile Leadership Theories 23  Numerous theories of agile leadership have emerged  Many have to do with delegation and empowerment  Leaders have major roles in visioning and enabling Augustine (2005) Pink (2009) Denning (2010) Poppendieck (2010) Appelo (2011) Organic Teams Guiding Vision Transparency Light Touch Simple Rules Improvement Autonomy Alignment Transparency Purpose Mastery Improvement Self Organizing Communication Transparency Iterative Value Delight Clients Improvement Talented Teams Alignment Systems View Reliability Excellence Improvement Empowerment Alignment Motivation Scaling Competency Improvement Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Penguin Books. Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education. Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.
  • 24. Agile Recap  Agile methods DON’T mean deliver it now & fix it later  Lightweight, yet disciplined approach to development  Reduced cost, risk, & waste while improving quality 24 Rico, D. F. (2012). What’s really happening in agile methods: Its principles revisited? Retrieved June 6, 2012, from http://davidfrico.com/agile-principles.pdf Rico, D. F. (2012). The promises and pitfalls of agile methods. Retrieved February 6, 2013 from, http://davidfrico.com/agile-pros-cons.pdf Rico, D. F. (2012). How do lean & agile intersect? Retrieved February 6, 2013, from http://davidfrico.com/agile-concept-model-3.pdf What How Result Flexibility Use lightweight, yet disciplined processes and artifacts Low work-in-process Customer Involve customers early and often throughout development Early feedback Prioritize Identify highest-priority, value-adding business needs Focus resources Descope Descope complex programs by an order of magnitude Simplify problem Decompose Divide the remaining scope into smaller batches Manageable pieces Iterate Implement pieces one at a time over long periods of time Diffuse risk Leanness Architect and design the system one iteration at a time JIT waste-free design Swarm Implement each component in small cross-functional teams Knowledge transfer Collaborate Use frequent informal communications as often as possible Efficient data transfer Test Early Incrementally test each component as it is developed Early verification Test Often Perform system-level regression testing every few minutes Early validation Adapt Frequently identify optimal process and product solutions Improve performance                
  • 25. Conclusion 25  Agility is the evolution of management thought  Confluence of traditional and non-traditional ideas  Improve performance by over an order of magnitude “The world of traditional methods belongs to yesterday” “Don’t waste your time using traditional methods on 21st century projects” Agile methods are …        Systems development approaches New product development approaches Expertly designed to be fast and efficient Intentionally lean and free of waste (muda) Systematic highly-disciplined approaches Capable of producing high quality systems Right-sized, just-enough, and just-in-time tools  Scalable to large, complex mission-critical systems  Designed to maximize business value for customers Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.  
  • 26. Books on ROI of SW Methods  Guides to software methods for business leaders  Communicates business value of software methods  Rosetta stones to unlocking ROI of software methods  http://davidfrico.com/agile-book.htm (Description)  http://davidfrico.com/roi-book.htm (Description) 26