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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland
                                                         Thank you for having me this morning.
                                                         You’ve heard many speakers address way
                                                         of developing software using agile
                                                         development methods.
                                                         That is not the topic of this briefing.
                                                         I’m going to introduce a parallel topic to
                                                         the development of software using agile
                                                         methods.
                                                         This topic starts and ends with the
                                                         requirement – a Federal Acquisition
                                                         Regulation requirements – for the
                                                         application of Earned Value Management
                                                         for programs greater than $20M and for
                                                         the use of a DCMA validated system for
                                                         programs greater than $50M.
                                                         We’ll see the sources of this guidance in a
                                                         moment. But no matter what the
                                                         guidance says, how it is applied – or not
                                                         applied – I’m going to try and convince
                                                         you that Earned Value Management is a
                                                         good thing in the context of Agile
                                                         Software Development and the directive
                                                         that comes form the NDAA 2010, Section
                                                         804.




1
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II                       Before any of the current “agile”
4/4/2011 – 4/6/2011                                      development methods were around,
Hyatt Regency, Baltimore, Maryland                       Earned Value Management provided
                                                         information for planning and controlling
                                                         complex projects by measuring how much
                                                         "value' was produced for a given cost in a
                                                         period of time. With the connection to the
                                                         Business Value in agile, both technical
                                                         performance and business performance
                                                         can be used to guide the performance of
                                                         an enterprise IT project.
                                                         The concept of Probability of Program
                                                         Success is applied to other DoD
                                                         Acquisition process in the Air Force, Army,
                                                         and Navy. It asks and answers the
                                                         question “what are the key performance
                                                         parameters (KPP) for the success of the
                                                         program?”
                                                         While agile’s contribution to the
                                                         development of software is the topic of
                                                         many of the speaker, I’d like to introduce
                                                         the notion that projects and programs in
                                                         the US Department of Defense are still
                                                         subject to the Federal Acquisition
                                                         Regulation (FAR) and Defense Federal
                                                         Acquisition Regulation (DFAR) once the
                                                         program has reached a predefined dollar
                                                         value.
                                                         At some point in the IT procurement
                                                         process, it is likely a DoD IT program will
                                                         cross that threshold.

2
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland
                                                         The PoPS Operations Guide for ALTESS is
                                                         shown highlighted here.
                                                         Starting at the top means asking a simple,
                                                         yet powerful question, of any
                                                         procurement processes. The two
                                                         documents with larger borders are
                                                         guidance from the IT initiatives. The other
                                                         documents provide actionable outcomes
                                                         for “increasing the probability of program
                                                         success”
                                                         What is the probability of success?
                                                         This is a legitimate question for any
                                                         endeavor that evolves risk.
                                                         The processes and methods being
                                                         described over the 3 days of this
                                                         conference should be asking and
                                                         answering the question:
                                                          how can we increase the probability of
                                                           program success PoPS?
                                                          How can we “connect the dots”
                                                           between the proposed methods – agile
                                                           methods – and the increase in PoPS?
                                                          Same question needs to be asked of
                                                           Earned Value, or for that matter any
                                                           process – existing or proposed.




3
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         You will hear or you will have heard lots of
                                                         definitions of Agile this week.
                                                         Here’s mine. Well it’s not actually mine. It
                                                         is John Goodpastuer’s.
                                                         John’s book Project Management the
                                                         Agile Way, is one of those sleeper texts
                                                         that is not on the cover of software
                                                         magazines, or in the agile press our
                                                         blogosphere.
                                                         Unlike many agile books that tell you how
                                                         to write software using agile software
                                                         development methods, John tells us how
                                                         to manage projects that have agile
                                                         development methods embedded in
                                                         them.
                                                         John’s book is one place to look for Earned
                                                         Value methods on agile software
                                                         development projects.




4
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         Before we go any further, let’s establish
                                                         the connection between the need for
                                                         agility in DoD IT procurement and Earned
                                                         Value Management.
                                                         Page 30, Table 3 of A New Approach for
                                                         Delivering Information Technology
                                                         Capabilities in the Department of Defense.
                                                         this document, which you can find on the
                                                         web, is from the Deputy Secretary of
                                                         Defense, Office of the Deputy Chief
                                                         Management Officer,




5
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland



                                                         With that in mind, let’s set the stage how
                                                         we arrived at the state of software
                                                         development projects. This by the way is
                                                         not unique to software development in
                                                         the DoD or any government agency. Or for
                                                         that matter other programs in the
                                                         government. Or finally for IT programs in
                                                         the private sector.
                                                         This “road map” is all too common in
                                                         almost every non-trivial software
                                                         development or complex system
                                                         development project or program.
                                                         While this picture tells a story, it is more
                                                         complex than this simple linear sequence
                                                         of events.
                                                         The source of the problem is beyond any
                                                         one solution. It is beyond Earned Value. It
                                                         is beyond Agile Software development. It
                                                         may be beyond our ability to manage
                                                         complex systems.




6
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC   There are lots of definitions of agile. Most
NDIA Information Systems Summit II                       come from the software development
4/4/2011 – 4/6/2011                                      world. But let’s have a definition that is
                                                         meaningful to the problem at hand. That
Hyatt Regency, Baltimore, Maryland                       problem is defined in NDAA Section 804’s
                                                         instructions. If we haven’t heard of NDAA
                                                         Section 804, it’s the National Defense
                                                         Authorization Act 2010, Section 804. we’ll
                                                         see the details in a bit, but for now
                                                         Section 804 says:
                                                          SEC. 804. IMPLEMENTATION OF NEW
                                                           ACQUISITION PROCESS FOR
                                                           INFORMATION TECHNOLOGY SYSTEMS.
                                                          The Secretary of Defense shall develop
                                                           and implement a new acquisition
                                                           process for information technology
                                                           systems. The acquisition process
                                                           developed and implemented pursuant
                                                           to this subsection shall, to the extent
                                                           determined appropriate by the
                                                           Secretary
                                                          Be based on the recommendations in
                                                           chapter 6 of the March 2009 report of
                                                           the Defense Science Board Task Force on
                                                           Department of Defense Policies and
                                                           Procedures for the Acquisition of
                                                           Information Technology; and
                                                          (2) be designed to include—
                                                          (A) early and continual involvement of
                                                           the user;
                                                          (B) multiple, rapidly executed
                                                           increments or releases of capability;
                                                          (C) early, successive prototyping to
                                                           support an evolutionary approach; and
                                                          (D) a modular, open-systems approach.

                                                         The last four phrases should be sound
                                                         familiar to any of you practicing agile
                                                         software development.
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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011                                      Let’s bring the discussion back to some
Hyatt Regency, Baltimore, Maryland                       simple, clear, and concise terms.
                                                         What are we after when I suggest Earned
                                                         Value Management can be used with Agile
                                                         Development?
                                                         Actually in the Federal procurement
                                                         domain, it’s agile being used with Earned
                                                         Value.
                                                         The answer is “how can we recognize that
                                                         value – business value – is being EARNED
                                                         in exchange for spending time and
                                                         money?”
                                                         This is a core question, in the same way to
                                                         previous question – what is the probability
                                                         of program success – is a core question.
                                                         If we proceed further without understand
                                                         the importance of these core questions,
                                                         we have heard and seen some very
                                                         cleaver tools and approaches. But we
                                                         won’t understand WHY they are cleaver.
                                                         And most importantly if they are in fact
                                                         the appropriate approaches to the
                                                         problem.
                                                         And we all understand the problem right?
                                                         We’re over budget, behind schedule, and
                                                         off the technical performance measures
                                                         on many programs in IT and other DoD
                                                         procurement domains.


8
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland                       So if we’re looking for a higher motivation
                                                         in our search for corrective actions to
                                                         being over budget and behind schedule,
                                                         we need look no further than the current
                                                         NDAA.
                                                         Here’s the actual worlds from the NDAA. If
                                                         you have not read this, it would
                                                         worthwhile. The NDAA is interesting in
                                                         that it is a “directive” from SecDef to the
                                                         DoD IT community.
                                                         It provides clear and concise statements
                                                         about what to search for. A, B, and C say it
                                                         in clear terms.
                                                          Early and continuous user involvement
                                                          Rapidly executed increments or
                                                           released of capability. Capability is a
                                                           DoD term (Capability Based Planning is
                                                           a DoD process). Capability means “I can
                                                           do something with the thing you just
                                                           gave me.”
                                                          Early successive prototyping to support
                                                           an evolutionary approach – means
                                                           what it says. Early – not late,
                                                           evolutionary – not big bang,
                                                           prototyping – partially complete things
                                                           that can be examined to see if that’s
                                                           what we really want.



9
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         So let’s change course here for a bit.
                                                         There are lots of “myths” around agile
                                                         software development. Just like there are
                                                         lots of myths around Earned Value and
                                                         Earned Value Management.
                                                         Let’s look at some of these to get a sense
                                                         if these myths have any validity to them.
                                                         If not let’s bust them.
                                                         If so, let’s use them to make
                                                         improvements in our understanding of
                                                         what to do next to Increase the
                                                         Probability of Program Success.
                                                         Remember that phrase. That’s the phrase
                                                         we want to start using to keep everyone
                                                         honest.
                                                         How does your suggested improvement
                                                         Increase the Probability of Program
                                                         Success?




10
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland


                                                         Let’s start with some myths no the
                                                         Defense Acquisition side.
                                                         These come from then Capt. Dan Ward,
                                                         now Lt. Col Dan Ward, USAF.
                                                         Dan and I have shared ideas for awhile
                                                         around what it means to be agile and
                                                         adaptive in the weapons system
                                                         procurement business.
                                                         Dan writes articles for the Acquisition,
                                                         Technology and Logistics journal – a real
                                                         page turner if anyone is interested.
                                                         Dan also has a Blog and writes books
                                                         about management, especially program
                                                         management.
                                                         Most of Dan’s work can be found on the
                                                         Defense Acquisition University’s
                                                         Community of Practice portal.
                                                         These myths are self evident. Meaning
                                                         when you statement them, you can figure
                                                         pretty quickly if they can be “busted” or
                                                         not. There are 6 here, all “busted.”




11
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         Here’s some more myths around US DoD
                                                         software development programs.
                                                         The Myth on the left is a popular
                                                         statement outside the DoD.
                                                         The “busted” statement on the right is the
                                                         understand from those of us working the
                                                         programs inside the DoD contractors.




12
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         Before we get into the details, or run out
                                                         of time for getting into the details, let’s
                                                         look ahead of how to “connect the dots”
                                                         between agile process and an enterprise
                                                         process framework.
                                                         We’re not yet ready to do the same for
                                                         Earned Value, but this is the basis of that
                                                         coming step.
                                                         These come from a Scott Ambler article
                                                         and John Goodpastuer’s book Project
                                                         Management the Agile Way. John’s book
                                                         is one of the best sources of agile
                                                         practices in the presence of existing
                                                         enterprise management processes. In this
                                                         case Earned Value Management.




13
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland

                                                         In the presence of all these myths –
                                                         procurement, DoD IT, and Agile Software
                                                         Development, here is ample evidence DoD
                                                         IT is headed down the path of agile
                                                         acquisition and development.
                                                         Mrs. McGrath spoke at a recent AFCEA
                                                         NOVA lunch I attended and laid out where
                                                         she was going in her office.
                                                         But we still need to “connect the dots”
                                                         between the Governance of DoD IT
                                                         programs and the technical activities we
                                                         find in the development of software. As
                                                         mentioned earlier “writing software” is
                                                         not the same as “managing the writing of
                                                         software.”
                                                         No matter the examples in the
                                                         commercial worlds, where the
                                                         development teams are “self managed,”
                                                         that is likely too big a leap for FAR / DFAR
                                                         compliant programs to take. There will
                                                         always be the requirement for Program
                                                         Management processes based on Earned
                                                         Value for contract awards greater than
                                                         $20M.




14
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II                       So now that we’ve had a good tour of
4/4/2011 – 4/6/2011                                      agile some myths busted or confirmed,
Hyatt Regency, Baltimore, Maryland                       and the interaction of agile with the
                                                         project and the development of software,
                                                         let’s revisit that some guidance that is in
                                                         place no matter what software
                                                         development we’re using now or want to
                                                         use in the future.
                                                         We come to the elephant in the room.
                                                         For programs in the DoD (or for that
                                                         matter any government agency) that have
                                                         award values greater than $20M the FAR,
                                                         DFAR, and OMB (White House) requires
                                                         Earned Value management, guided by
                                                         ANSI 748-B.
                                                         I’ll wait for the shudder in the room to
                                                         settle (if there is one).
                                                         The two logos on the left are from the
                                                         Defense Contract Management Agency
                                                         and the Defense Contract Audit Agency.
                                                         They are accountable for looking after the
                                                         money issued to contractors for the
                                                         acquisition of services and materials in the
                                                         US Government. They are one of those
                                                         overworked agencies that are always
                                                         looking for ways to make your life
                                                         unpleasant at inconvenient times.
                                                         They do this with a “politically correct
                                                         word” surveillance – which mean audit –
                                                         enabled by the regulations and guidance
                                                         listed at the bottom of this chart.

15
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland                       Let’s take another turn here, away fro all
                                                         the regulation, audit and surveillance stuff
                                                         for a minute. Back to the theme of this
                                                         conference.
                                                         The agile manifesto was the start of the
                                                         principles of agile. The manifesto was first
                                                         seen an a disruptive. I spoke at an early
                                                         agile conference while I was a program
                                                         manager at a multi-billion dollar
                                                         Department of Energy program, when the
                                                         agile thought leaders and process owners
                                                         where dominated by individual
                                                         developers. There was a definite
                                                         antiestablishment feel in Salt Lake City in
                                                         June of 2003.
                                                         We’ve come a long since then. The
                                                         “mainstream” has started to absorb many
                                                         of the concepts. We’re here today talking
                                                         about agile software development in the
                                                         domain of DoD IT.
                                                         We’re early in the cycle, but there is now
                                                         “past performance” that can be examined
                                                         to connections to this domain (DoD) and
                                                         the context of that domain (IT). On page
                                                         51 of Boyd’s treatise is the section “The
                                                         Defense Turn,” possible used by Dr.
                                                         Carter’s quote of “turning inside the loop
                                                         of unfolding events.”



16
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         We’re getting close to the half way point
                                                         in this briefing, so let’s have a process
                                                         check.
                                                         First where have we come from? We’ve
                                                         seen agile is being mentioned inside the
                                                         walls of the DoD.
                                                         We’ve seen there are external guiding
                                                         regulations and documents that impact
                                                         DoD procurement no matter what method
                                                         is being used to develop the software.
                                                         So let’s take the first attempt to “connect
                                                         the dots,” between those two worlds.
                                                         Here’s three ways they can be connected.
                                                          Measuring progress
                                                          Forecasting future progress
                                                          Integrating the performance reporting
                                                           in a form needed by the government.




17
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         The answers to those three question
                                                         comes down to “measurement.”
                                                         Measurement sounds like a non-agile
                                                         word. It can certainly be done in a non-
                                                         agile way. But agile itself has many
                                                         measurement processes.
                                                         Velocity is one that is related to Earned
                                                         Value. I say related. Not the same as. And
                                                         related itself needs a definition. Velocity
                                                         and Earned Value are probably cousins
                                                         rather than siblings.
                                                         But both approaches – and this is the
                                                         message of this briefing – is that
                                                         “measurement” is at the heart of any
                                                         approach to Increasing the Probability of
                                                         Program Success.




18
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         One of the difficulties with the Agile
                                                         Manifesto besides the term “over,” is it is
                                                         not directly actionable.
                                                         If we look at these 12 “principles” and
                                                         remove the term “agile” there is not one
                                                         of them that we would not want on any
                                                         project.
                                                         How would not want…
                                                          To satisfy the customer with early and
                                                           continuous delivery of value
                                                          To have business and developers work
                                                           together.
                                                          To frequently deliver working products.
                                                          To have continuous attention to
                                                           technical execellance




19
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




20
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




21
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




35
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




36
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




37
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




38
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




39
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




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Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC   Here are some popular myths about agile
NDIA Information Systems Summit II                       software development, itself.
4/4/2011 – 4/6/2011                                      Confirmed
Hyatt Regency, Baltimore, Maryland                        In the DoD domain and specific context,
                                                           a specification of what “done” looks like
                                                           is part of the culture and part of the
                                                           contracting process for the use of public
                                                           money.
                                                          You would not give $10M to a software
                                                           development firm without a detailed set
                                                           of capabilities and requirements for
                                                           what you’re expecting to get for your
                                                           money.
                                                         Busted
                                                          The brief will show how to connect EV
                                                           with Agile
                                                          You can measure anything once you
                                                           define the units of measure. In agile that
                                                           is working software.
                                                          Stage gates are the definition of
                                                           releases.
                                                          There are many aspects of a software
                                                           project that aren't about software.
                                                          Agile may or may not be quicker, there is
                                                           no way to have parallel comparisons.
                                                         Plausible
                                                          The FAR rules, not agile
                                                          The less than formal planning processes
                                                           are sometime problematic
                                                          The accountability is no formal as
                                                           required by 748B
                                                          The jury is out on this, although TS (tech
                                                           solution) is a small part of CMMI
                                                          This can happen in the absence of
                                                           leadership
41
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




42
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




43
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         The four items here are a restatement of
                                                         the formal release.
                                                         Let’s look again.
                                                         1. Deliver early and often – these are
                                                            core concepts of agile.
                                                         2. Incremental and iterative is a critical
                                                            success factor for any project.
                                                         3. By rationalize it could mean that the
                                                            customer defines them with face-to-
                                                            face interaction with the developers.
                                                         4. The processes, in this case Earned
                                                            Value, need to “earn its keep” to be
                                                            effective.




44
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         The introduction of agile to DoD IT
                                                         acquisition programs comes the party that
                                                         has already started. Earned Value for
                                                         programs greater than $20M. The Work
                                                         Breakdown Structure, Integrated Master
                                                         Plan / Integrated Master Schedule
                                                         (IMP/IMS), DID 81650 Schedule Risk
                                                         Analysis, and of course the Performance
                                                         Measurement Baseline (PMB).




45
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




46
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




                                                         There are already several “agile”
                                                         paradigms in DoD. One of the best know is
                                                         Col. John Boyd's OODA process. Boyd’s
                                                         “Organic Design for Command and
                                                         Control,” “A Discourse on Winning and
                                                         Loosing,” “Patterns of Conflict,” and the
                                                         paper that started it all “”Aerial Attack
                                                         Study,” 1964.
                                                         The OODA paradigm informs the agile
                                                         conversation in a broader context of DoD
                                                         vocabulary.




47
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




48
Earned Value + Agile = Success
Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC
NDIA Information Systems Summit II
4/4/2011 – 4/6/2011
Hyatt Regency, Baltimore, Maryland




49

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Ev+agile=success (final v2)

  • 1. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland Thank you for having me this morning. You’ve heard many speakers address way of developing software using agile development methods. That is not the topic of this briefing. I’m going to introduce a parallel topic to the development of software using agile methods. This topic starts and ends with the requirement – a Federal Acquisition Regulation requirements – for the application of Earned Value Management for programs greater than $20M and for the use of a DCMA validated system for programs greater than $50M. We’ll see the sources of this guidance in a moment. But no matter what the guidance says, how it is applied – or not applied – I’m going to try and convince you that Earned Value Management is a good thing in the context of Agile Software Development and the directive that comes form the NDAA 2010, Section 804. 1
  • 2. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II Before any of the current “agile” 4/4/2011 – 4/6/2011 development methods were around, Hyatt Regency, Baltimore, Maryland Earned Value Management provided information for planning and controlling complex projects by measuring how much "value' was produced for a given cost in a period of time. With the connection to the Business Value in agile, both technical performance and business performance can be used to guide the performance of an enterprise IT project. The concept of Probability of Program Success is applied to other DoD Acquisition process in the Air Force, Army, and Navy. It asks and answers the question “what are the key performance parameters (KPP) for the success of the program?” While agile’s contribution to the development of software is the topic of many of the speaker, I’d like to introduce the notion that projects and programs in the US Department of Defense are still subject to the Federal Acquisition Regulation (FAR) and Defense Federal Acquisition Regulation (DFAR) once the program has reached a predefined dollar value. At some point in the IT procurement process, it is likely a DoD IT program will cross that threshold. 2
  • 3. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland The PoPS Operations Guide for ALTESS is shown highlighted here. Starting at the top means asking a simple, yet powerful question, of any procurement processes. The two documents with larger borders are guidance from the IT initiatives. The other documents provide actionable outcomes for “increasing the probability of program success” What is the probability of success? This is a legitimate question for any endeavor that evolves risk. The processes and methods being described over the 3 days of this conference should be asking and answering the question:  how can we increase the probability of program success PoPS?  How can we “connect the dots” between the proposed methods – agile methods – and the increase in PoPS?  Same question needs to be asked of Earned Value, or for that matter any process – existing or proposed. 3
  • 4. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland You will hear or you will have heard lots of definitions of Agile this week. Here’s mine. Well it’s not actually mine. It is John Goodpastuer’s. John’s book Project Management the Agile Way, is one of those sleeper texts that is not on the cover of software magazines, or in the agile press our blogosphere. Unlike many agile books that tell you how to write software using agile software development methods, John tells us how to manage projects that have agile development methods embedded in them. John’s book is one place to look for Earned Value methods on agile software development projects. 4
  • 5. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland Before we go any further, let’s establish the connection between the need for agility in DoD IT procurement and Earned Value Management. Page 30, Table 3 of A New Approach for Delivering Information Technology Capabilities in the Department of Defense. this document, which you can find on the web, is from the Deputy Secretary of Defense, Office of the Deputy Chief Management Officer, 5
  • 6. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland With that in mind, let’s set the stage how we arrived at the state of software development projects. This by the way is not unique to software development in the DoD or any government agency. Or for that matter other programs in the government. Or finally for IT programs in the private sector. This “road map” is all too common in almost every non-trivial software development or complex system development project or program. While this picture tells a story, it is more complex than this simple linear sequence of events. The source of the problem is beyond any one solution. It is beyond Earned Value. It is beyond Agile Software development. It may be beyond our ability to manage complex systems. 6
  • 7. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC There are lots of definitions of agile. Most NDIA Information Systems Summit II come from the software development 4/4/2011 – 4/6/2011 world. But let’s have a definition that is meaningful to the problem at hand. That Hyatt Regency, Baltimore, Maryland problem is defined in NDAA Section 804’s instructions. If we haven’t heard of NDAA Section 804, it’s the National Defense Authorization Act 2010, Section 804. we’ll see the details in a bit, but for now Section 804 says:  SEC. 804. IMPLEMENTATION OF NEW ACQUISITION PROCESS FOR INFORMATION TECHNOLOGY SYSTEMS.  The Secretary of Defense shall develop and implement a new acquisition process for information technology systems. The acquisition process developed and implemented pursuant to this subsection shall, to the extent determined appropriate by the Secretary  Be based on the recommendations in chapter 6 of the March 2009 report of the Defense Science Board Task Force on Department of Defense Policies and Procedures for the Acquisition of Information Technology; and (2) be designed to include—  (A) early and continual involvement of the user;  (B) multiple, rapidly executed increments or releases of capability;  (C) early, successive prototyping to support an evolutionary approach; and  (D) a modular, open-systems approach. The last four phrases should be sound familiar to any of you practicing agile software development. 7
  • 8. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Let’s bring the discussion back to some Hyatt Regency, Baltimore, Maryland simple, clear, and concise terms. What are we after when I suggest Earned Value Management can be used with Agile Development? Actually in the Federal procurement domain, it’s agile being used with Earned Value. The answer is “how can we recognize that value – business value – is being EARNED in exchange for spending time and money?” This is a core question, in the same way to previous question – what is the probability of program success – is a core question. If we proceed further without understand the importance of these core questions, we have heard and seen some very cleaver tools and approaches. But we won’t understand WHY they are cleaver. And most importantly if they are in fact the appropriate approaches to the problem. And we all understand the problem right? We’re over budget, behind schedule, and off the technical performance measures on many programs in IT and other DoD procurement domains. 8
  • 9. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland So if we’re looking for a higher motivation in our search for corrective actions to being over budget and behind schedule, we need look no further than the current NDAA. Here’s the actual worlds from the NDAA. If you have not read this, it would worthwhile. The NDAA is interesting in that it is a “directive” from SecDef to the DoD IT community. It provides clear and concise statements about what to search for. A, B, and C say it in clear terms.  Early and continuous user involvement  Rapidly executed increments or released of capability. Capability is a DoD term (Capability Based Planning is a DoD process). Capability means “I can do something with the thing you just gave me.”  Early successive prototyping to support an evolutionary approach – means what it says. Early – not late, evolutionary – not big bang, prototyping – partially complete things that can be examined to see if that’s what we really want. 9
  • 10. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland So let’s change course here for a bit. There are lots of “myths” around agile software development. Just like there are lots of myths around Earned Value and Earned Value Management. Let’s look at some of these to get a sense if these myths have any validity to them. If not let’s bust them. If so, let’s use them to make improvements in our understanding of what to do next to Increase the Probability of Program Success. Remember that phrase. That’s the phrase we want to start using to keep everyone honest. How does your suggested improvement Increase the Probability of Program Success? 10
  • 11. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland Let’s start with some myths no the Defense Acquisition side. These come from then Capt. Dan Ward, now Lt. Col Dan Ward, USAF. Dan and I have shared ideas for awhile around what it means to be agile and adaptive in the weapons system procurement business. Dan writes articles for the Acquisition, Technology and Logistics journal – a real page turner if anyone is interested. Dan also has a Blog and writes books about management, especially program management. Most of Dan’s work can be found on the Defense Acquisition University’s Community of Practice portal. These myths are self evident. Meaning when you statement them, you can figure pretty quickly if they can be “busted” or not. There are 6 here, all “busted.” 11
  • 12. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland Here’s some more myths around US DoD software development programs. The Myth on the left is a popular statement outside the DoD. The “busted” statement on the right is the understand from those of us working the programs inside the DoD contractors. 12
  • 13. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland Before we get into the details, or run out of time for getting into the details, let’s look ahead of how to “connect the dots” between agile process and an enterprise process framework. We’re not yet ready to do the same for Earned Value, but this is the basis of that coming step. These come from a Scott Ambler article and John Goodpastuer’s book Project Management the Agile Way. John’s book is one of the best sources of agile practices in the presence of existing enterprise management processes. In this case Earned Value Management. 13
  • 14. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland In the presence of all these myths – procurement, DoD IT, and Agile Software Development, here is ample evidence DoD IT is headed down the path of agile acquisition and development. Mrs. McGrath spoke at a recent AFCEA NOVA lunch I attended and laid out where she was going in her office. But we still need to “connect the dots” between the Governance of DoD IT programs and the technical activities we find in the development of software. As mentioned earlier “writing software” is not the same as “managing the writing of software.” No matter the examples in the commercial worlds, where the development teams are “self managed,” that is likely too big a leap for FAR / DFAR compliant programs to take. There will always be the requirement for Program Management processes based on Earned Value for contract awards greater than $20M. 14
  • 15. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II So now that we’ve had a good tour of 4/4/2011 – 4/6/2011 agile some myths busted or confirmed, Hyatt Regency, Baltimore, Maryland and the interaction of agile with the project and the development of software, let’s revisit that some guidance that is in place no matter what software development we’re using now or want to use in the future. We come to the elephant in the room. For programs in the DoD (or for that matter any government agency) that have award values greater than $20M the FAR, DFAR, and OMB (White House) requires Earned Value management, guided by ANSI 748-B. I’ll wait for the shudder in the room to settle (if there is one). The two logos on the left are from the Defense Contract Management Agency and the Defense Contract Audit Agency. They are accountable for looking after the money issued to contractors for the acquisition of services and materials in the US Government. They are one of those overworked agencies that are always looking for ways to make your life unpleasant at inconvenient times. They do this with a “politically correct word” surveillance – which mean audit – enabled by the regulations and guidance listed at the bottom of this chart. 15
  • 16. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland Let’s take another turn here, away fro all the regulation, audit and surveillance stuff for a minute. Back to the theme of this conference. The agile manifesto was the start of the principles of agile. The manifesto was first seen an a disruptive. I spoke at an early agile conference while I was a program manager at a multi-billion dollar Department of Energy program, when the agile thought leaders and process owners where dominated by individual developers. There was a definite antiestablishment feel in Salt Lake City in June of 2003. We’ve come a long since then. The “mainstream” has started to absorb many of the concepts. We’re here today talking about agile software development in the domain of DoD IT. We’re early in the cycle, but there is now “past performance” that can be examined to connections to this domain (DoD) and the context of that domain (IT). On page 51 of Boyd’s treatise is the section “The Defense Turn,” possible used by Dr. Carter’s quote of “turning inside the loop of unfolding events.” 16
  • 17. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland We’re getting close to the half way point in this briefing, so let’s have a process check. First where have we come from? We’ve seen agile is being mentioned inside the walls of the DoD. We’ve seen there are external guiding regulations and documents that impact DoD procurement no matter what method is being used to develop the software. So let’s take the first attempt to “connect the dots,” between those two worlds. Here’s three ways they can be connected.  Measuring progress  Forecasting future progress  Integrating the performance reporting in a form needed by the government. 17
  • 18. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland The answers to those three question comes down to “measurement.” Measurement sounds like a non-agile word. It can certainly be done in a non- agile way. But agile itself has many measurement processes. Velocity is one that is related to Earned Value. I say related. Not the same as. And related itself needs a definition. Velocity and Earned Value are probably cousins rather than siblings. But both approaches – and this is the message of this briefing – is that “measurement” is at the heart of any approach to Increasing the Probability of Program Success. 18
  • 19. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland One of the difficulties with the Agile Manifesto besides the term “over,” is it is not directly actionable. If we look at these 12 “principles” and remove the term “agile” there is not one of them that we would not want on any project. How would not want…  To satisfy the customer with early and continuous delivery of value  To have business and developers work together.  To frequently deliver working products.  To have continuous attention to technical execellance 19
  • 20. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 20
  • 21. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 21
  • 22. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 22
  • 23. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 23
  • 24. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 24
  • 25. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 25
  • 26. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 26
  • 27. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 27
  • 28. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 28
  • 29. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 29
  • 30. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 30
  • 31. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 31
  • 32. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 32
  • 33. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 33
  • 34. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 34
  • 35. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 35
  • 36. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 36
  • 37. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 37
  • 38. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 38
  • 39. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 39
  • 40. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 40
  • 41. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC Here are some popular myths about agile NDIA Information Systems Summit II software development, itself. 4/4/2011 – 4/6/2011 Confirmed Hyatt Regency, Baltimore, Maryland  In the DoD domain and specific context, a specification of what “done” looks like is part of the culture and part of the contracting process for the use of public money.  You would not give $10M to a software development firm without a detailed set of capabilities and requirements for what you’re expecting to get for your money. Busted  The brief will show how to connect EV with Agile  You can measure anything once you define the units of measure. In agile that is working software.  Stage gates are the definition of releases.  There are many aspects of a software project that aren't about software.  Agile may or may not be quicker, there is no way to have parallel comparisons. Plausible  The FAR rules, not agile  The less than formal planning processes are sometime problematic  The accountability is no formal as required by 748B  The jury is out on this, although TS (tech solution) is a small part of CMMI  This can happen in the absence of leadership 41
  • 42. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 42
  • 43. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 43
  • 44. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland The four items here are a restatement of the formal release. Let’s look again. 1. Deliver early and often – these are core concepts of agile. 2. Incremental and iterative is a critical success factor for any project. 3. By rationalize it could mean that the customer defines them with face-to- face interaction with the developers. 4. The processes, in this case Earned Value, need to “earn its keep” to be effective. 44
  • 45. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland The introduction of agile to DoD IT acquisition programs comes the party that has already started. Earned Value for programs greater than $20M. The Work Breakdown Structure, Integrated Master Plan / Integrated Master Schedule (IMP/IMS), DID 81650 Schedule Risk Analysis, and of course the Performance Measurement Baseline (PMB). 45
  • 46. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 46
  • 47. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland There are already several “agile” paradigms in DoD. One of the best know is Col. John Boyd's OODA process. Boyd’s “Organic Design for Command and Control,” “A Discourse on Winning and Loosing,” “Patterns of Conflict,” and the paper that started it all “”Aerial Attack Study,” 1964. The OODA paradigm informs the agile conversation in a broader context of DoD vocabulary. 47
  • 48. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 48
  • 49. Earned Value + Agile = Success Glen B. Alleman, VP Program Controls, Niwot Ridge, LLC NDIA Information Systems Summit II 4/4/2011 – 4/6/2011 Hyatt Regency, Baltimore, Maryland 49