The Paradigm of Managing an Agile Software Development Project

When we hear solutions proposed to agile work efforts or criticisms of solutions to these agile work efforts, several questions need to be answered:

1. What domain did you successfully use that solution in?
2. What was the specific problem your solution solved?
3. What were the Measures of Effectiveness, Measures of Performance, Key Performance Parameters of the problem that your solution addressed?
4. What external influences impact your work? From two guys at a kitchen table to an ACAT1 Department of Defense Software Intensive System of Systems?
5. What is the work effort's complexity in terms of locale, underlying technology, and other impacts?

No Answers?

Then it's just a solution looking for a problem to solve

Let's look at the spectrum of Agile development projects and see that different problem domains need different solutions.

? Solo Work

• You’re doing the work on your own product.
• You’re the customer, or you know the customer personally.
• You can plan the work in any way you want.
• It's your work. It’s all about you.
• Estimates? You don’t estimate. It’s our own money.
• Did I say this already … It’s all about you.
• It’s your money. Spend it as you like.

? Sweet Spot For A Self-Contained Team

• This is where agile activities excel.
• Everyone involved in the work can be seen, touched, spoken to, and engaged personally.
• It’s a small group of like-minded individuals sharing the same values - that intangible definition used in agile.
• You still control the direction and outcomes, but now, as a group, and decide how to spend as a group.
• All members have equal or near-equal skills, leadership capabilities, and shared outcomes.

? Individual Freedom Is Still Within Reach

• You’ve got some rules defined by the boundaries of your work.
• But you can go almost anywhere you’d like within those bounds.
• You’ve got to follow a few rules now that you’re on the edge of the business boundaries (flight path).
• You still have control of your trade's direction, intent, experiences, and tools.
• Inside those few rules, you can determine cost and schedule in unique and creative ways without impacting others.

? Now We're Starting To Get Serious

• The outcome of your work impacts other people, processes, or business outcomes.
• The boundaries of your freedom are defined externally, either through regulations or business reporting frameworks.
• There are rules of the road (sky) in place that you need to follow.
• You can fly around alone, but when you leave and return from the "home base," others define what you can and can’t do in your work effort.
• It’s not your money, so those paying need to know how much it will cost when you're done, and in exchange for their money, they'll get the Capabilities needed to accomplish their mission or fulfill their strategy.

? You’re On Your Own But Going Faster

• Your approach to the work is less forgiving.
• The work moves faster, requires enhanced skills, and is less forgiving of your mistakes or lack of skill.
• You can start to travel in the same path as the “big boys” because you can cruise at 187 Knots Indicated Airspeed (KIA), so you’d better have done this before, or it’s going to turn out bad – no “on-the-job training” allowed here.
• No experimenting with the customer’s money here. This is an expensive piece of hardware.

? Now We Are Hanging With The Big Boys

• You’ve arrived at the point in the Agile Paradigm where the work management and development world is where you are expected to do the job right the first time in exchange for the money.
• Tools and processes are more complex and powerful, so you’d best be fully trained with the right “certs” and experience to handle the problems that will appear before you during normal operations.
• We’re moving faster, 30K Feet Above Sea Level (ASL) at 233 KIA.
• The cost, schedule, and deliverables are essential now because the cost of an error is getting much more expensive.

? Even If It’s Small, It’s Still A “Fast Mover.”

• Now you’re in a twitchy, unforgiving work environment that will put you in the grave if you make a mistake.
• These work activities have no room for error - it’s fast, touchy, and hard to handle for all but the “best of the best.”
• The payback of these high-risk activities is a high reward, standing on the podium's top step.
• Cost is high, so care is needed to cover every detail.
• No skimping on cheap anything.

? A Real License Is Needed Now

• A lot more moving parts.
• Serious skills are needed for success.
• Low tolerance for error.
• People on board depend on your skills and experience to get them home safely on time.
• You have a license that says, “Land safely every time, on time, with no incidents along the way.”
• The project cost, schedule, and technical performance are always expected to be a “professional” grade.
• The outcome of this effort is operated as a business, with millions of dollars on the line.

? More Power, Heavier Machine

• Enterprise-class machine with two pilots and special skills.
• No more driving around in the sky anywhere you want.
• You’ve got to follow the rules, follow the plan, and get your "stakeholders" to their destination on time, on budget, and with the needed capabilities to accomplish the mission.
• The “governance” processes can’t tell the difference between you and an actual airliner, other than your call sign – you’re not a “heavy” yet but getting close.
• The outcomes are a “must” work proposition – business success is based on the value being delivered properly, on the needed date, for the needed cost, and with the needed Capabilities.
• 10’s of millions of $’s at risk.

? Still not “heavy,” but one step closer

• You're running the work effort for a broader purpose, one that is beyond the individual need or importance.
• You’re a member of a larger group of participants.
• The “crew” must work with the stakeholders – in this case, the recipients of your work; they need to accomplish their mission and strategy - not just the mission or strategy of the software.
• The work operates within strict guidelines and oversight – both internal and external.
• The whole system must work as planned if there is any chance of success.
• The leasing company handles capital costs, and operating costs are the management focus.

? Now You’ve Arrived, You’re A “Heavy.”

• OK, now we’re on the “mega project,” one that sets the standards for the rest of the world.
• The “team” is highly trained and experienced, has worked together for years, and has the ultimate trust in each others' abilities.
• The stakeholders' number in the many 100’s (555 on board), each with critical needs from your work activities.
• There are no mistakes, missteps, or tolerance for anything but 100% success.
• External governance means full Control of cost, schedule, and performance.

? Lots Of Moving Parts Means Danger

• Back to the lightweight (sort of) and agile processes.
• Freedom to go where you want.
• You’ve got a mission-critical assignment.
• People’s lives depend on you not making mistakes.
• Command and Control is the starting point to accomplish the mission or strategy.
• You can make decisions in the field, but you’d better have a good reason for not following the plan.
• Zero tolerance of error or missing a deadline, lives depend on it – or at least financial performance.

? Now We’re In The Big Time

• 10’s of 1,000’s of moving parts, billions of dollars at stake.
• Unconventional behavior of the work activities, fly by wire, supersonic cruise, stealth operations, 100’s of onboard computers.
• $90M to $122M for each product or component of the solution.
• You’re entrusted with the nation’s defense or a similar level of critical importance.
• You’ve got the corporate lifeblood in all your work activities.
• The Board of Directors know your name and where you live – your performance is known by them.