Enterprise Agile at Lockheed Martin - 4th February 2014
8 likes2,818 views
The document outlines Agile methodologies, emphasizing adaptive planning and evolutionary development through collaboration among self-organizing teams. It highlights the values of the Agile Manifesto, including customer collaboration and responsiveness to change, while contrasting Agile with traditional Waterfall methods. Additionally, it discusses implementation practices and benefits seen at Lockheed Martin, such as increased quality, reduced costs, and improved employee engagement.
Enterprise Agile at Lockheed Martin - 4th February 2014
- 1. 1 © 2015 Lockheed Martin Corporation. All Rights Reserved Agile Agile is an umbrella term describing a group of methods and practices in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change
- 2. 2 © 2015 Lockheed Martin Corporation. All Rights Reserved Agile Tribes and practices Agile Alliance
- 3. 3 © 2015 Lockheed Martin Corporation. All Rights Reserved Scaled Agile Framework™ Big Picture
- 4. 4 © 2015 Lockheed Martin Corporation. All Rights Reserved Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan While there is value in the items on the right, we value the items on the left more.
- 5. 5 © 2015 Lockheed Martin Corporation. All Rights Reserved 12 Agile Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software Business people and developers must work together daily throughout the project. Welcome changing requirements even late in development, Agile processes harness change for competitive Advantage Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale The most efficient and effective method of conveying information to and within a development team is face-to-face conversation “12 Principles of Agile Development”
- 6. 6 © 2015 Lockheed Martin Corporation. All Rights Reserved 12 Agile Principles (continued) Working software is the primary measure of progress Simplicity--the art of maximizing the amount of work not done is essential. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely The best architectures, requirements, and designs emerge from self- organizing teams Continuous attention to technical excellence and good design enhances agility At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly “12 Principles of Agile Development”
- 7. 7 © 2015 Lockheed Martin Corporation. All Rights Reserved Agile vs. Waterfall – Development Cycle System Architecture And Requirements Software Architecture /Design System Integration/ Test RELEASE Agile Waterfall system knowledge/feedback Software Code/ Test Agile Features Early Cycles of Development with Feedback Demo Architecture, Fundamental Requirements, and Design Foundation knowledge Sprints Define Design/Code Integrate Test DemoDemo Sprint Improve Plan
- 8. 8 © 2015 Lockheed Martin Corporation. All Rights Reserved Why Agile
- 9. 9 © 2015 Lockheed Martin Corporation. All Rights Reserved Why SAFe Increase in employee engagement 20-50% increase in productivity 30-75% faster time to market 50%+ defect reduction Leffingwell et al. © 2014 Scaled Agile, Inc.
- 10. 10 © 2015 Lockheed Martin Corporation. All Rights Reserved 10 Results seen at Lockheed Martin Increased quality Ability to respond to change Reduced cost by up to 50% Reduced schedules by up to 50% Reduced defect profiles by 40% Higher morale
- 11. 11 © 2015 Lockheed Martin Corporation. All Rights Reserved Agile Measurement Baseline (PMB) Performance Measurement Baseline Measuring project performance against a time phased budget plan for accomplishing all work. Performance is measured against scope, schedule, and cost plans. 11 Agile Programs need an integrated PMB to be successful
- 12. 12 © 2015 Lockheed Martin Corporation. All Rights Reserved The PMB is actually 3 baselinesCostScheduleTechnical Analysis Scope Develop Technical Logic WBS Develop Technical Baseline Approve PMB Cost Estimate Resource Requirement Resource Load Schedule Identify Funding Constraint Sequence Activities Define Activities Estimate Time Durations Identify Milestones Complete Schedule Complete Milestones 12
- 13. 13 © 2015 Lockheed Martin Corporation. All Rights Reserved Analysis Identify the Requirements Waterfall Agile System Design – A Spec Epic Component Design B-Spec Sub Epic Software/ Interface Requirements Features Detail Requirements User Stories Product Backlog Requirements Repository 13 Although we use different terminology we are still gathering and analyzing requirements
- 14. 14 © 2015 Lockheed Martin Corporation. All Rights Reserved Scope Based on the analysis of the requirements define the scope of the work. For Agile we place requirements in the form of user stories in a Product backlog. Requirements 1. System Shall 2. System Should Product Backlog Description Acceptance Criteria Deliverables Constraints 14 Link your requirements to the product backlog which is where the scope of work is defined.
- 15. 15 © 2015 Lockheed Martin Corporation. All Rights Reserved Work Breakdown Structure (WBS) RELEASE CENTRIC The customer views the product in terms of release. An example of this might be a large satellite ground system where the releases are based around major system events such as launch support, initial calibration, initial operations, and full system operations. CAPABILITY CENTRIC The customer views the product in terms of a set of discrete capabilities, where the releases are primarily viewed as time boxes for the ongoing and sustained delivery of Features. The release content may change greatly over time based upon changing priorities Agile programs utilize a release or capability centric work break down structure that focus on business outcomes as opposed to functional based work break down structures, that place the emphasis on inputs such as software, systems, test, etc.. 15
- 16. 16 © 2015 Lockheed Martin Corporation. All Rights Reserved Define Activities Define Activities for backlog, start with Epics and Feature groups and iteratively decompose into features and user stories 16 Epics FeatureGroups (Threads) Cross cutting system capabilities, persistent through life-cycle Businessprocessoutcomes, missionscenarios Feature User Stories
- 17. 17 © 2015 Lockheed Martin Corporation. All Rights Reserved Occurs at the beginning of a Sprint Required daily administrative activities of each team member Prior to beginning of each ReleaseRelease Planning • Release Roadmap Updated • Release Backlog Complete Sprint Planning Daily Planning • Daily Scrum • Re-estimation of task hours • Reorder Release Backlog if needed • Sprint Goal • Sprint Backlog Complete • Program Vision • Initial Product Backlog Complete • Release Roadmap developed Program/Product Planning Prior to beginning of Project 17 Four levels of Planning Sprint Planning is not enough, Agile has 4 levels of planning
- 18. 18 © 2015 Lockheed Martin Corporation. All Rights Reserved VersionOne
- 19. 19 © 2015 Lockheed Martin Corporation. All Rights Reserved Hierarchy • Epic – May span multiple releases, large capability • Feature – Completed within Release, business process based • User Story – Completed within Sprint • Tasks – 2 to 8 hours Epic Epic Feature Feature Feature Feature User Story User Story User Story User Story User Story User Story User Story User Story Task Task Task Task Task Task Task Task Task Task Task Task Task Task Task Task Decomposition 19 Agile breaks work down into inch stones, above is the hierarchy
- 20. 20 © 2015 Lockheed Martin Corporation. All Rights Reserved The product owner plans the product in layers Product or Program Backlog What business / technical objectives will be fulfilled? ( Business & Architectural Epics) Release Backlog Incremental value (portions of Epics) Subset of Business and Technical Objectives Release Roadmap (Features) Iteration / Sprint Backlog Incremental Value Smallest subset of Business and Technical objectives (User Stories) Daily Backlog Tasks to complete stories 20
- 21. 21 © 2015 Lockheed Martin Corporation. All Rights Reserved Define technical logic How much architectural runway Incremental pattern utilized Artifacts required Identify systems we interface Non-functional requirements Accreditation requirements In Agile we keep this at a high level 21 Although architecture evolves, it is still directed, with feedback loops
- 22. 22 © 2015 Lockheed Martin Corporation. All Rights Reserved Estimate time durations Method Description Pro Con Expert Judgment Judgment guided by subject matter experts based on historical experience Rapid estimates based on a position of knowledge Could miss variables and be too heavily weighted on single opinion Analogous Estimating Estimate parameters of project based on duration, budget, size, weight complexity. Adjusting for differences Estimates proven on another project of similar size and complexity Dependent on having projects of similar size and complexity Parametric Modeling Estimates performed based on variables such as function points or SLOC using SEER- SEM or Cocomo. Provides and objective metric based on historical analysis of similar projects With the 3rd and 4th generation languages, SLOC becomes less meaningful 3 point Estimates Estimates based on a weighted average of most likely, optimistic, and pessimistic estimates Looks at multiple points of view, and considers uncertainty and risk Difficult to estimate large projects with. Size and duration estimates can be developed using any combination of the 4 methods below. In Agile we will estimate capabilities (Epic/Features) vs Functions (Software / Test) 22 Story point estimation combines expert judgment With analogous estimating
- 23. 23 © 2015 Lockheed Martin Corporation. All Rights Reserved Determine resource requirements Determine the staffing profile of your project, based on skills sets required. The difference with Agile is that we are going to estimate the team requirements as opposed to individual Projected Skill Level Tom A Scrum Master/ Software 5 Robin D Software Developer 4 Ian B Software Developer 3 Scott Y Software Developer 2 Jeff T Requirements Analyst 3 Helen W Test Engineer 4 Paul R Test Engineer 3 James B Database Engineer 4 3.5 Hint: The best team results in a 3 to 3.5 when levels averaged across resources Hint: Who you need is not necessarily who you have today Develop and average labor cost across team 23 Right size teams, higher levels don’t always mean higher productivity
- 24. 24 © 2015 Lockheed Martin Corporation. All Rights Reserved Sequence activities Start A B CE D F Finish G H Program will sequence their activities. In Agile programs we refer to this as story mapping. On traditional projects sequencing activities is known as the Precedence Diagramming Method (PDM). 24
- 25. 25 © 2015 Lockheed Martin Corporation. All Rights Reserved Identify milestones Identify and list their key milestones. However in Agile programs we focus on outcomes as opposed to document and design reviews to take credit. Milestone Date Initial Baseline Review (IBR) 3/4/2014 System Requirements Review (SRR) 5/27/2014 Preliminary Design Review (PDR) 8/19/2014 Critical Design Review (CDR) 11/11/2014 Test Readiness Review (TRR) 2/3/2015 Operational Readiness Review (ORR) 4/28/2015 Project Closeout Review (PCR) 7/21/2015 Milestone Date Product Vision Complete 3/4/2014 Product Plan / Roadmap Complete 3/18/2014 Initial Baseline Review (IBR) 4/15/2014 Release Roadmap complete 5/27/2014 Release 1 Demo (Feature 1-4 complete) 8/19/2014 Release 2 Demo (Feature 5-9 Complete) 11/11/2014 Release 3 Demo (Feature 10-13 Complete) 2/3/2015 Release N Demo (Feature 14-17 Complete) 4/28/2015 Project Closeout Review (PCR) 7/21/2015 Traditional Agile What do I have on 02/03/2015 on my project? 25
- 26. 26 © 2015 Lockheed Martin Corporation. All Rights Reserved Agile uses time boxing to localize risk Project Schedule Requirements Arch/Design Development Test R A D T R A D T R A D T R A D T R A D T R A D T R A D T R A D T R A D T R A D T R A D T R A D T R A D T R A D T R A D T R A D T Waterfall Most Risky Waterfall Sprints Less Risky Agile Least Risky 1 2 3 4Sprint/Iteration 26
- 27. 27 © 2015 Lockheed Martin Corporation. All Rights Reserved Cost estimate There is very little difference in how teams estimate costs between Agile and traditional projects. We often see many efficiencies and risk reductions which enable Agile projects to be lower cost, when run properly. $1,000,000.00 Scope (Epic/ Feature) Schedule Resource Plan Risks Project estimates are a range that will continually need to be reviewed and refined Cost Estimation 27
- 28. 28 © 2015 Lockheed Martin Corporation. All Rights Reserved Develop technical baseline Tasking Management Collection Management Dissemination ManagementEpic Feature User Story Task Processing Management Search N Feature As FMV analyst, I need to search all captured video by Geography so that I can reduce time spent viewing archive data Ingest Storing 1. Create test 2. Update Design Doc 3. Integrate COTs 4. Update Class XYZ 5. Etc… Exploitation Management Sub-Epic Provide Collection Requirements Business Outcome Provide/ Receives Raw data To/From Provides/ Receives Processed data To/From Provides/ Receives Finished data To/From Intelligence Information , Guidance, support Full Motion Video (FMV) Large Volume Streaming Data (LSVD) Light Detection & Ranging (LiDAR) 28
- 29. 29 © 2015 Lockheed Martin Corporation. All Rights Reserved Baseline current schedule After we have created a high level schedule, we will baseline the schedule. With Agile programs schedules will continuously be revisited and monitored to ensure they are still accurate Note Agile Schedules have supplemental schedules found in the backlog 29 Keep IMS at high level 3rd to 4th level of WBS
- 30. 30 © 2015 Lockheed Martin Corporation. All Rights Reserved Agile programs plan 30 We need to have a program plan at high level
- 31. 31 © 2015 Lockheed Martin Corporation. All Rights Reserved Resource load All programs need to understand their resource allocation in order to understand whether they can successfully complete the project. Agile programs load teams against the schedule as opposed to individuals. The team is responsible for completing all work needed to complete the project. Fictional Average = $100 hour The Team 31 Agile teams swarm on work, resource loading needs to be aggregated
- 32. 32 © 2015 Lockheed Martin Corporation. All Rights Reserved Identify any funding constraints Before teams can complete their performance measurement baseline, they need identify and analyze any potential funding Constraints they may have. Contract terms and conditions Appropriation of funds Budget profiles The benefit of Agile, is that programs can get started even if a customers funding profile does not cover the entire scope of work. Customers can purchase incremental features, with regular feedback cycles to prioritize. 32 Meet with contracts regarding our Agile solution
- 33. 33 © 2015 Lockheed Martin Corporation. All Rights Reserved Incrementally complete milestones Once the baseline is instantiated, teams can begin to complete milestones incrementally, allowing us to be responsive to stakeholders changing needs. Ensure we begin with the end in Mind, Clear acceptance criteria 33
- 34. 34 © 2015 Lockheed Martin Corporation. All Rights Reserved Approve current baseline All Programs have a baseline to work from and roadmap to reference. With Agile programs we Include the team in developing maintaining, and tracking the PMB. We start with the knowledge that life changes and include regular feedback loops to update the baseline. Don’t forget a robust change management strategy to keep baseline current and accurate. 34
- 35. 35 © 2015 Lockheed Martin Corporation. All Rights Reserved Accommodating Change Backlog Story Title Pri Size … 4 Build … 5 Add UI .. 6 Add … … 10 Story J 11 Story K 12 Story L 13 Story M Backlog Story Title Pri Size … 4 Build … 5 Add UI .. 6 Add … … 10 Story J 8 11 Story K 12 Story L 13 Story M Out In Knowledge gained from early iterations changes the content of the backlog without changing overall commitment. Demo Done New Story N 8 Iteration 35
- 36. 36 © 2015 Lockheed Martin Corporation. All Rights Reserved Planned vs Actual Planned Actual Stories Stories Accepted Hour Hours Features Features Accepted Release Content Release Content Velocity Velocity Planning is key in Agile, understanding how we are performing against plan is critical data.
- 37. 37 © 2015 Lockheed Martin Corporation. All Rights Reserved Cycle Time Cycle Time Timebox (Release, Deployment, Sprint) Tracking cycle time allows us to visualize work and continuously improve
- 38. 38 © 2015 Lockheed Martin Corporation. All Rights Reserved Cumulative Flow Tracking Continuous Flow Provides a lot of data in a single diagram Mean Cycle Time WIP Done
- 39. 39 © 2015 Lockheed Martin Corporation. All Rights Reserved Value Delivered 39 Units of Value Delivered
- 40. 40 © 2015 Lockheed Martin Corporation. All Rights Reserved Risk Exposure in Dollars 40 Burn down of risks and calculated exposure
- 41. 41 © 2015 Lockheed Martin Corporation. All Rights Reserved EV Structure Budget Features Total Story points Completed Story points % Complete =*
- 42. 42 © 2015 Lockheed Martin Corporation. All Rights Reserved Claiming performance Release 2 Planning Package Feature X1 Feature X3 Control Account Work Packages and Planning Packages EVM Reporting •BAC •Variance Analysis (CV, SV, VAC, CPI, SPI) EVM Claiming •BCWS •BCWP (Feature APC) •ACWP Iterations 76 Planned SPs 82 Planned SPs Program Milestones Release 2 Performance Measurement Baseline Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Iteration 12 Agile Development Control Account EVM Supporting Rationale Feature X2 30 Planned SPs Feature APC = completed stories Completed Story Points (SPs) Planned Story Points (SPs)= Release 1 …. Objective Measurement Criteria (Analysis for BCWP) 100% 85% 40% 42 Take EVM at the Feature Level
- 43. 43 © 2015 Lockheed Martin Corporation. All Rights Reserved Technical Debt Metrics Check for error patterns Percentage of duplicated code Cycylomatic Complexity Test Coverage
- 44. 44 © 2015 Lockheed Martin Corporation. All Rights Reserved Technical Debt Metrics Provides a comprehensive view of internal code quality and maintainability. Monitoring of trends for individual measures and overall debt can be more important than the absolute values.
- 45. 45 © 2015 Lockheed Martin Corporation. All Rights Reserved Questions Contact Information: [email protected] 571-535-5854