The Paradigm of Managing Agile Software Development Projects

When we hear advice about agile software development, frameworks, or processes for managing the development of software projects and the businesses that use them - AND we don't hear about the domain, context, units of measure of the effectiveness and performance of these suggestion - remember they are just solutions looking for a problem to solve.

So before accepting any advice about developing agile software or managing the development of agile software projects, find out in what domain and context the person speaking or writing has experience.

Here's a sample of paradigms that can be used to assess the applicability of any advice from any person or organization on agile development. I use the aviation paradigm because I work in this paradigm as well as others, and I have hands-on experience with the aircraft, the development of Software Intensive System of Systems for the larger ones, and have logged time in several of them.

You're on a Solo Project

This type of project, while rare, seems to be the basis of most views of agile, since the team or solo member can decide how to spend money, what processes to use, and what Done looks like without consulting anyone else - me, myself and I are the stakeholders.

In this paradigm, you’re doing the work on your own product. You’re the customer or you personally know the customer. You can plan the work in any way you want. It’s your personal project, your personal work, it’s all about you.

Estimates? You don’t need an estimate. It’s our own money. Did I say this already … It’s all about you. It’s your money to spend as you like.

You've Found the Sweet Spot for Your Self-Contained Team

In this paradigm, there are a group of developers.

This is where agile project management excels. Everyone involved in the project can be seen, touched, spoken to, and engaged at a personal level. 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.

The funding may come from outside the team, but the team handles everything from defining the Capabilities to delivering those capabilities.

You're an Individual working but the Work You Do has a higher risk project to Project Success

In this paradigm, you’ve got some rules defined by the boundaries of your project. 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 direction, intent, experiences, and the tools of your trade. 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, Any Mistakes Will Result in an Unpleasant Outcome for You and Your Passengers

In this paradigm, the outcome of your work impacts some people as well as you. The boundaries of your freedom are defined externally by a Government Agency (FAA) and the local rules and conditions. There are rules of the road (sky) now in place. You can fly around on your own, but when you leave and return from the airport others are defining what you can do and what you can’t do on the project. It’s not your money, so those paying need to know something about how much and when.

You're In Charge, with Your Passengers, Now You're Going Faster and Higher

Your approach to managing the agile project is much less forgiving. You need more skill and experience and are subject to increased control because the handling attributes require careful observation. The work moves faster requires enhanced skills, and is much 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 187KIA, 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 10-year-old A/C sells for $156,000.

Now We Are Hanging with the Big Boys

In this paradigm, You’ve arrived at the point in the agile project management and development world where they’re expecting you can do the job right the first time.

Tools and processes are more complex and powerful, so you’d best be fully trained with the right “certs” to handle the problems that are going to appear during normal operations.

¨We’re moving faster, 30K Feet ASL, 233 MPH. The cost, schedule, and deliverables are important now because the cost of an error is getting more expensive, much more expensive.

Even If Your Project is Small, It's Still as Fast Mover

In this paradigm, you’re on a twitchy, unforgiving project, that will put you in the grave if you make a mistake. This project has no room for error, it’s fast, touchy, hard to handle for all but the “best of the best.” The payback of this high-risk project is a high reward, standing on the top step of the podium. Cost is high, so care is needed to cover every detail. No skimping on cheap anything.

Now You need a Real license and many others Depend on Your Success

Your project has a lot more moving parts. Serious skills are needed for success. Low tolerance for error. People on board are depending 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." Project cost, schedule, and technical performance are expected to be a “professional” grade at all times.

This aircraft is operated as a business, not your personal project, with millions on the line.

You're Moving Up to More Power with a Heavier Machine

You've entered the paradigm of Enterprise-class projects, with multiple leaders, and special skills. No more driving around in the sky anywhere you want, you’ve got to start following the rules.

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.

Still not a Heavy But One Step Closer

You're running the project 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 together in conjunction with the stakeholders – passengers.

The project operates within strict guidelines, oversight – both internal and external. The whole system must work as planned if there is going to be any chance of success. Capital cost is handled by the leasing company, operating costs are the management focus.

Now You've Arrived. You're A Heavy

OK, now you’re on the megaproject, one that sets the standards for the rest of the world.

The “team” is highly trained, experienced, and has worked together for years, and has the ultimate trust in each others' abilities. The stakeholder's number in the many 100’s (555 onboard), each with critical needs from your project.

There are no mistakes, no missteps, no tolerance for anything but 100% success. External governance means full control of cost, schedule, and performance.

Lot's of Moving Part Means Danger Everywhere in Everything You Do

Back to the moderate, flexible agile processes. You have the freedom to go where you want. But you’ve still got a mission-critical assignment, people’s lives depend on you not making mistakes.

Command and Control is the starting point, you can make decisions in the field, but you’d better have a good reason for not following the plan. There is Zero tolerance of error or missing a deadline, lives depend on it – or at least serious financial performance.

I have a personal connection here, 101st Air Borne Division, C/159 Assault Support Helicopter Battalion, Republic of South Vietnam, 1969-1970.

Now You're in the Big Time

You've made it to the top. You're on an Enterprise-Class project using agile development. There are 10’s of 1,000’s of moving parts, billions of dollars at stake. Unconventional behavior of the project, fly by wire, supersonic cruise, stealth operations, 100’s of on-board computers. $80M for each product and $36K to $22K for each hour of operation.

You’re entrusted with the nation’s defense or a similar level of critical importance. You’ve got the corporate lifeblood in your project. The Board of Directors knows your name and where you live – your performance is known by them.