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ManagingAgileSo,wareProjectsUnderUncertainty
RocketScience?
Applying the right thinking and techniques within an agile
framework to understand and manage risk.
@philiplew@xboso, 12017XBOSo4,Inc.-AllRightsReserved.
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Meet Your Instructor
Phil Lew Telecommunications consultant and network
designer Team Lead, Data warehousing product development Software product manager, BI product COO, large IT services company CEO, XBOSoft, software qa and testing services
Relevant specialties/Research Software quality process improvement Software usability evaluation Software quality in use / UX design
@philiplew@xboso, 22017XBOSo4,Inc.-AllRightsReserved.
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ButTodayisAllAboutYou
Whyareyouhere?Whatdoyouwanttolearn?Whatareyoucuriousabout?
mybosstoldmeto?@philiplew@xboso, 32017XBOSo4,Inc.-AllRightsReserved.
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RiskLessonsAllAroundUsWhatLessonsCanYouFind?
@philiplew@xboso,
Manyrisksyoucantseeun0litstoolate.
42017XBOSo4,Inc.-AllRightsReserved.
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SeRngExpectaVons InteracVve-askquesVons Groupexercises Iwontreadtheslides Slidesforyouasatake-away Exercises
Yougetwhatyouputin,BeAllInNotthepitcherandglassmethod
ThisisjustanappeVzer,partofafulldayworkshop
5@philiplew@xboso,
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WhatGotUsHere
Smallerteams FasteriteraVons Listeningtotheuser
ConVnuousbetaDatacollecVon&analyVcs
2017XBOSo4,Inc.-AllRightsReserved. 6
CommunicaVon Workingsmarter Analysis,adapVonandimprovement
1. Changes in technology (mobile, cloud) 2. Changes in business models 3. Many failures
@philiplew@xboso,
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AgileProblems
ResistancetoChange
DIstrust
RequirementsChurn
FrozenRequirements
AgileDoingNotBeing
ProcessInconsistency LackTest
AutomaVon
RetrospecVvesNotValuable
AgileFall
LackCustomer-User
Understanding
AgileFailuresWhy?
2017XBOSo4,Inc.-AllRightsReserved. 7
Lets Vote You get to pick the top 3 @philiplew@xboso,
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AgileSuccess
ExecuVveSupport
UserInvolvement
ScopedValue
SkilledPlayers
AgileProcess
Proficiency
ClearBusinessObjecVves HighUseof
AutomaVon
ConsistentDev,IntegraVonandReleasePracVces
CollaboraVveBehaviors
FullFocus
AgileSuccessWhy?
2017XBOSo4,Inc.-AllRightsReserved. 8
Lets Vote You get to pick the top 3 @philiplew@xboso,
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2017XBOSo4,Inc.-AllRightsReserved. 9@philiplew@xboso,
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So4wareQualityandRisk AllCompaniesarebecomingSo,wareCompanies
So4wareisapartofalmostallvaluechains.
TechnologyandbusinesscondiVonsmakeconsistentlyprovidingvaluedifficulttoaccomplishwithoutmiVgaVnglargeamountsofrisk.
@philiplew@xboso, 102017XBOSo4,Inc.-AllRightsReserved.
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IstheSo4wareReadyforRelease?
AmIdonetesVng? Whatif____? Whatdidweforget? _________ WhataresomewhatifsorquesVonsthatyourbossasks?
@philiplew@xboso, 112017XBOSo4,Inc.-AllRightsReserved.
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AgendaforToday
1. Risk,UncertaintyandSo4wareQuality2. RiskandWhereitComesFrom3. AgileandRisk4. RiskMiVgaVonandFrameworks
@philiplew@xboso, 122017XBOSo4,Inc.-AllRightsReserved.
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ProcessVersusQuality Theprocessforbuildingso4wareandtheresulVngso4wareproductareintertwined.
Wethought(CMMI)thatreliable,repeatableprocessesforbuildingso4wareledtoequallygoodqualityso4wareproduct.
ThisisnotenVrelytrue.Efficiencyandrepeatabilitydonotequalquality.Why?
Andneitherdoesvelocity!Whathappenswhenyoudrivetoofast?
@philiplew@xboso, 132017XBOSo4,Inc.-AllRightsReserved.
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Risk,DefectsorLackOf,andQuality So4warequalityiso4enreducedtoso4waretesVngandfindingdefects
FindingdefectsisseenasaprimaryandsomeVmessoleriskmiVgaVonpracVce.
Findingdefectsdoesntnecessarilydrivequality,butlinksqualitytotheabsenceofdefects.
Absenceofdefectsisnotalways=qualityso4waredelivered.
QualityneedsabroaderdefiniVonasdoesRiskManagement
@philiplew@xboso, 142017XBOSo4,Inc.-AllRightsReserved.
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RISKFULTHINKINGWhatisriskandwheredoesitcomesfrom?
@philiplew@xboso, 152017XBOSo4,Inc.-AllRightsReserved.
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Exercise:MappingRisks(smallgroups)
16@philiplew@xboso,
People
Product Process
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TheRealmofSo4wareProjectRisks
Personnel Shortfalls
Shortfalls in external components & services
Real-time performance shortfalls
Straining Computer Science capabilities
User cant use it
Gold Plating
Developing the wrong features-wrong thing
Unrealistic schedules
Unrealistic budget
Stream of changing requirements
Software Risk Management, B. Boehm 1989
People
Product Process
17
Security holes
@philiplew@xboso,
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WhereDoesSo4wareRiskComeFrom?
RiskTechnology
Product
Process
People Context
Delivery
Business
Customers
@philiplew@xboso, 182017XBOSo4,Inc.-AllRightsReserved.
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TechnologyRisks
Plarormcantadapttochangingneeds Toohardtoimplement,toocomplicatedwiththisstack
Doesntintegratewellwithother3rdpartytools
Cantfindpeoplewhohavetherightskills Whatelseintermsoftechnologyrisks?
@philiplew@xboso, 192017XBOSo4,Inc.-AllRightsReserved.
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ProductRisks
Deliveredtoolate,1stmoveroreven2ndmoveradvantagedissipated
Doesntdowhatthecustomer/userwants Tooslow Wemissedthemark,itdoeswhatwewantedbut
Hardertodothanwethought
______
@philiplew@xboso, 202017XBOSo4,Inc.-AllRightsReserved.
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ContextualInfluencersonRisk Projectsize Teammakeup Complexity Timing CompeVVon Marketdemand UserExpectaVons(qualityexpectaVons) Stakeholders Companyhistoryandculture
Canthesebecontrolledornot?
@philiplew@xboso, 212017XBOSo4,Inc.-AllRightsReserved.
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System Complexity Factors
Nature of External Interface Database Size CPU Execution Time Constraints
Failure Handling Main Storage Constraints
Development Environment Factors
Analyst Capability Application Experience Language Experience
Programmer Capability Development Schedule Experience with Subcontractors
Consequences of Not Meeting The Quality Requirements
Loss of Life Loss of Property Performance Degradation
Loss of Data Interruption of Service Inconvenience
SystemComplexityFactors
DevelopmentEnvironmentFactors
RiskContextualInfluencers
@philiplew@xboso, 222017XBOSo4,Inc.-AllRightsReserved.
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ProcessRisks
Tooslow Notrepeatable DelicateandFrAgileEasilybroken Notadaptable Notconsistent Toodependentonasuperhero
@philiplew@xboso, 232017XBOSo4,Inc.-AllRightsReserved.
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DeliveryRisk Risksthataddcostsorstopbusinessrevenuedueto
delayedlaunchorevencancellaVon. Howmanyofyouhavehadprojectdelays?
Notenoughpeopletodowhatwepromised,sowedeliverlate
Gotaslowstartinunderstandingwhatiswanted Hadtomakesomebigunexpectedchangesinthe
middle Towardstheend,wefoundoutwhatwedeliveredwas
notexactlywhatwaswanted Harderthanwethought,tookawhile,couldntfigure
outsomethings.
@philiplew@xboso, 242017XBOSo4,Inc.-AllRightsReserved.
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DeliveryDelayRisk
ProjectmanagementanddevelopmentprocessesandtherightfuncVonalitymeanzeroiftheapplicaVonworksunpredictably,isslow,orbreaksdowno4en.
InaddiVontoon-Vme,on-budgetandon-scopedelivery,businessvalueisgeneratedbythefuncVonalityworkinglikeitshould.
@philiplew@xboso, 252017XBOSo4,Inc.-AllRightsReserved.
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BusinessRisks
RisksthatmaketheapplicaVonhardtomaintainandadapttochangingbusinessrequirements
Lackofagilitythusdamagesfuturebusinessrevenue.Underlyingstructureandarchitecture
O4enforgouenoroverlooked,why? Toolate,didntgetmarketshare Didntdeveloprightfeaturesforwhatthemarketwanted
@philiplew@xboso, 262017XBOSo4,Inc.-AllRightsReserved.
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CustomerSaVsfacVonRisks
Customer/enduserdoesntlike/usewhatwemade
CustomerisdissaVsfiedwithwhatwedelivered
Customermiscommunicatedwhattheywanted
Customerdidntunderstandwhattheywanted
@philiplew@xboso, 272017XBOSo4,Inc.-AllRightsReserved.
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RISKANDUNCERTAINTY
SeemsthatEverythingisaRisk!Somearemoreimportantthanothers.
@philiplew@xboso, 282017XBOSo4,Inc.-AllRightsReserved.
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UncertaintyVersusRisks
Whatisanuncertainty? Outcomethathasaprobability>0%;
buthighertherisk. IfP(n)=0,thenitismerelyanuncertainty. WhatuncertainVesinyourprojectdoyouhavethatarenotnecessarilyrisks?Any?
@philiplew@xboso, 29
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UncertaintywithPossibleNegaVveOutcomes=Risk
HowcanweknowtheprobabilityofanegaVveconsequence?
CanwebecertainP(negaVveoutcome)=0? WhatI'lleattonightisuncertain.Isthatarisk?
Whatarerisksinyourprojects? WhatarethenegaVveconsequencesifany(P(n)=0)?
@philiplew@xboso, 30
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UnderstandingNegaVveConsequences
SomeVmesyoudontknoworunderstandwhatyouareafraidof,ortryingtoavoid
TheymaybebiggerthanyouthinkAndcouldevenbeprojectthreatening
Theymaybesmallerthanyouthink,oreven=0basedonanassumpVonyouoverlooked
DoyouhaveanyexampleswhenyouoveresVmatedorunderesVmatednegaVveconsequences?
@philiplew@xboso, 31
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LetsTalkAboutProbability MostofussubconsciouslyassumeanormaldistribuVonwhenitcomestouncertainty
Thatiswhatweareusedtowhenweweregivengradesinschool,remember?
ButwhatarethecharacterisVcsofanormaldistribuVon?
@philiplew@xboso, 32
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GradesinSchool
@philiplew@xboso, 33
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FatandNarrowTailsMakeaDifference
@philiplew@xboso, 34
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FatandNarrowTailsMakeaDifference
What risks are fat and narrow tailed?
With a fat tailed risk you can be catastrophically wrong.
What would be Ruin when it comes to software development?
@philiplew@xboso, 35
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WhyItsImportanttoUnderstandNormalandFat
TradiVonalriskmanagementstrategiesrelyonandassumeanormalbellcurvebutinreality,projectsdon'tbehavethisway.Letslookatthiscloser.
WhatthingsarenormalandwhattypesofoccurrencesdontfollowanormaldistribuVon?Heightofpeopleintheroom
@philiplew@xboso, 362017XBOSo4,Inc.-AllRightsReserved.
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NormalExerciseEnVreClass NormaldistribuVonsvaryintheneighborhoodofitsaverage,buthavefewdatapointsbeyond3standarddeviaVonsfromthataverage.
Doasurveyoftheclassandcalculatetheaverageheightofpeopleintheroomformen,andforwomen.
Averageheightofmenis510withstandarddeviaVonof4.Chancesofa610manareverysmall.
@philiplew@xboso, 372017XBOSo4,Inc.-AllRightsReserved.
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FatTailExerciseSmallGroups hup://www.boxofficemojo.com/genres/chart/?id=documentary.htm
CalculatetheaverageandstandarddeviaVonforthesedocumentarymoviesrevenue.
Whatarethedifferencesyouobservebetweendocumentarymoviesandpeoplesheights?
Howcanyouapplythistoyourworkindeterminingwhatisariskandnot,whatriskstopayauenVontoandNOT.
@philiplew@xboso, 382017XBOSo4,Inc.-AllRightsReserved.
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IntheEnd,WeWantto
Findproblemsearly Findbigproblems Avoidproblemsaltogether
**ProblemsbynaturehavenegaVveconsequences
Ourjobistodecreasethisprobability Agilehelpsuswiththis,butweneedtofocusonthoseacVviVeswiththerightviewpointtogainthisinsight
@philiplew@xboso, 39
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WhyisProbabilityImportant? ItchangesthewholeconversaVon Whencanyougetthisdone? Dependsonhowmuchriskandcertaintyyouwant
WhatotherquesVonsdoesyourbossaskthatshouldbeansweredwithaprobabilitydistribuVon?
40@philiplew@xboso,
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RiskIsaSeriousProblemProbabiliVesAreNotinOurFavor
So4wareisincreasinglycomponenVzed,complexanddistributed.
DevelopmentframeworkseasethecomplexityofcreaVngtheseapplicaVons,butarelimitedinhelpingtesttheapplicaVons.
OrganizaVonswanttoreducemaintenancecostswhileshorteningprojectlifecyclesviaagilepracVces.
Riskisnotdecreasing,noristheriskofcatastrophe.
@philiplew@xboso, 412017XBOSo4,Inc.-AllRightsReserved.
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WhyDoWeIgnoreorForgetRisks
1. Focusedonvelocity2. FocusedonfuncVonality3. Riskmanagementistooheavy4. KnownoridenVfiedrisksbutnoacVon
Why do you for
get or ignore ris
ks?
@philiplew@xboso, 422017XBOSo4,Inc.-AllRightsReserved.
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OverconfidenceisNatural Wearenaturallyoverconfident(cogniVvebias)
OpVmisVcbiasleadsustotakerisksandunderesVmatetheoddsweface
80%ofsmallbusinessesfailinthefirst18monthsaccordingtoForbesSurveysindicatethatentrepreneursgivethemselvesa60%chanceofsuccess
Towhatextentwilltheoutcomedependonwhatyoudo?80%
@philiplew@xboso, 432017XBOSo4,Inc.-AllRightsReserved.
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TendencytoOnlySeeReadilyAvailableEvidence
Socialandeconomicpressuresfavoroverconfidence
WetendtohaveanillusionofcontrolWhenweesVmateaquanVty,werelyoninformaVonthatcomestomind
WeneedtoallowfortheinformaVonthatdoesnotcometomind!
@philiplew@xboso, 442017XBOSo4,Inc.-AllRightsReserved.
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Premortem ToovercomethisoverconfidentopVmisVccogniVvebias,wecanuseapremortem.
EnablesthosewhohadanyconcernabouttheprojectcanfreelymenVontheconcerns.
Greatsafeguardagainstgroupthink. Giveteammemberspermissiontobeapessimist.
@philiplew@xboso, 45
1. Imagine that a year has passed. 2. Your project has been shown to be an utter
disaster 3. Briefly explain (write) why it was a disaster.
2017XBOSo4,Inc.-AllRightsReserved.
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Exercise:Pre-Mortem(SmallGroups)
ObjecVveUsecollecVveexperienceandlearninginthefront-endratherthanback-endofaproject
NumberofplayersDivideupintogroupsof____
DuraVon5minutesWhatwillgowrong?Howwillthisendindisaster?
Visualizethatyouareattheendoftheproject,anditwasacompletefailure.IdenVfywhyitfailed.
@philiplew@xboso, 46
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RISKWITHINANAGILEPROCESS
Letsaddressriskswithintheagileprocess.YoullfindthatanAgileapproachinherentlyletsyouidenVfyandmanagerisks.
@philiplew@xboso, 472017XBOSo4,Inc.-AllRightsReserved.
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TheConeofUncertainty
BarryBoehm:esVmatesmaybeoffby4x
Decisionsdecreaseuncertainty,butnotnecessarily
Whatcanwelearnfromthis?
Source: http://www.construx.com/Thought_Leadership/Books/The_Cone_of_Uncertainty/ @philiplew@xboso, 48
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ConeofLearning Topurposefully
decreaseuncertaintyandunderstandrisks,weneedtopurposefullylearnanduncoverinformaVon.
BasedonEdgarDalesConeofLearning
Fastestpathtolearning,isthroughCollaboraVonandDoingtheRealThing.
@philiplew@xboso, 49
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AgileandRisk Withagilemethods,teams
produceincrementallyusingiteraVons,calledsprints
EachbuildisplannedoutandprioriVzed,executed,assessed(issuesandimprovement,done/not),withreviewandconVnuousprioriVzaVonasnewthingscomeup.
Ateachstep/phase/acQvityintheagileprocessyoucanfocusonwhatyoulearnedandspecificriskviewpointsandmiQgaQonacQons.
@philiplew@xboso, 502017XBOSo4,Inc.-AllRightsReserved.
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2017XBOSo4,Inc.-AllRightsReserved. 51
OneoftheMainAgileFlavors:Scrum1 2
3
@philiplew@xboso,
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RisksDuringAgileExerciseorNot:Listoutrisksthatyoumayencounter;whatcouldgowrongduringeachphase?1. Duringthebeginning-planning&product
management2. Duringthesprint3. DuringtheretrospecVve
@philiplew@xboso, 522017XBOSo4,Inc.-AllRightsReserved.
Break up in small groups and list out the risks
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ProductManagement(1)Risk MiQgaQon
Deliverydelay DrivetowardsesVmaVngaccurately. AlignexpectaVonsandwhatcanandcannotbe
deliveredinplanningmeeVng. Dontoverpromise
EventhoughtheapplicaVonworks,itdoesntworkasitwasintendedtodo.
Reviewbackloguserstoriestoensureyouunderstandthemfully.
Scopecreep EvaluateexisVngbacklog,newitems,add/deleteandtradeout.
Personnelloss Ensurefullstackteamwithcrossdisciplinaryskills
Forgouenoroverlookedrisk WhendevelopingthebacklogexplicitlyasktoidenVfythepotenValproblems.
@philiplew@xboso, 532017XBOSo4,Inc.-AllRightsReserved.
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ProductManagement(2)Risk MiQgaQon
ApplicaVonhardtomaintainandadapttochangingbusinessrequirements-poorunderlyingstructureandarchitecture
InthesprintplanningmeeVngcovermorethanwhatisimmediate(todo). Howwillthisfeaturebeimplementedwithinour
exisVngarchitecture? AreouresVmatesthequickanddirtymethod
(increasingdebt)orcanwedoitabeuerway?
Forgouenoroverlooked
Interviewthosethatarenotpartoftheplanningexercise.
IdenVfytheknowableriskswhengeneraVngtheiniValbacklog.
BuildmiVgaVonforrisksintothedefiniVonofdone. Generatestoriesforlesscommonrisksandaddthem
tothebacklog. Reviewriskswhengroomingstories AllocateVmeduringplanningtoidenVfyemerging
risks.@philiplew@xboso, 542017XBOSo4,Inc.-AllRightsReserved.
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Risk MiQgaQon
PlanningtakestoomuchVmeandthereforedoesntgetdone,ordonewell/completely.
EnsureaclearprioriVzaVonprocess Ensurethatplanningandgroomingsessionshave
clearoutput
EsVmaVonprocessisnotclear,notstandardandnotorientedtowardimprovement
EnsureclearacceptancecriteriawithintheuserstoryandthedefiniVonofdone.
Stakeholderssay,Ididntknowthatordontofficiallyapprove.
DevelopguidelinesfordocumentaVon,trackingandreporVngtoallowvisibilityandtransparencyofallprojectaspects
DelaysduetowhodecidesastheulVmateauthorityonafeature-orotherdecision
Setupguidelinesforagilemovement,fordecisionmakingifsomeoneishitbythebus
ProductManagement(3)
@philiplew@xboso, 552017XBOSo4,Inc.-AllRightsReserved.
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Sprint(1)Risk MiQgaQon
TesVngincomplete,orrushedattheend
Implementtestdrivendevelopment IncludetesVnginthedefiniVonofdone
DemonstraVonsattheendofthesprintnotconclusive(doneornot?)
InsufficientintegraVon,orintegraVontoolate
Reviewstoriestoensureacceptancecriteriaareclear
DefiniVonofdoneincludestesVng DefiniVonofdoneincludesintegraVon Makeuserstoriesdone/acceptancecriteriaclear APIautomatedtesVng
Wedeliverproductandfindoutwehavesomesecurityandperformanceissueswhichrequirearchitecturalchanges
Definemeasurementsformanyviewpointsonimprovement,notjustvelocity.Maintainvelocityandfocusonform.
PeriodicallytestnonfuncVonalrequirementsaspartofdefiniVonofdone.
IncludeperformancecriteriaindefiniVonofdone PerformancegeRngworse
andworse,worksbutveryslow
ImplementperformancetesVngcriteriaandscenariotesVngformostcommonuserscenarios
@philiplew@xboso, 562017XBOSo4,Inc.-AllRightsReserved.
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Sprint(2)Risk MiQgaQon
RisksinthequalityofadeliveredapplicaVon.EventhoughtheapplicaVonworks,itdoesntworkaswellasitshould. Maintainability UsabilityTherefore,cannotfulfillwhatitwasintendedtodo.
DefiniVonofdoneincludessomelevelofpredefinednon-funcVonaltesVng,wherecomparisonsaredoneincluding: Codereviews HeurisVcandobservaVonalusabilitytesVng
beforeitsALLdone,alongtheway
@philiplew@xboso, 572017XBOSo4,Inc.-AllRightsReserved.
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Risk MiQgaQon-ItemstoExamine
Risksforgouenorunknown Gatherriskdatathoughsurveyswhentheprogramstakeholdersaregeographicallydiverse.
InterviewcustomersorpotenValcustomers.
FeatureturnedouttoohardtoimplementortooktoomuchVme
AskthesequesVons: Howwasthefeatureimplemented?Didwemakeit
harderthanweneededto? Didwemakeanyarchitecturedecisionsfrombefore
thatimpededthisfeature Istheunderlyingstructureandarchitectureableto
meetfutureneeds
Scopecreep Examineunplannedwork,checkesVmates
Personnelloss Reviewissuescreatedduetolackofskillsorpeople
RetrospecVve(1)
@philiplew@xboso, 582017XBOSo4,Inc.-AllRightsReserved.
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Risk MiQgaQon
Deliveredwhatwecould,butdidaworkaround
Developauserstorytodoittomatchwithoverallarchitecture
ExamineexisVngarchitectureToodifficulttoimplementafuncVon,tookmuchlongerthanwethought
WalkthroughdesignconsideraVonsonperiodicbasis
Ensureteamskillsareuptopar EnsurecleardefiniVonofdone Fortoughfeatures,increasecollaboraVonregardingdetaileddesign
ExamineesVmaVngerrorsIntegraVontoolate,productdidntworktogether,justpieces
DefineandimplementconVnuousintegraVonprocess
Integratedaily
RetrospecVve(2)
@philiplew@xboso, 592017XBOSo4,Inc.-AllRightsReserved.
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Risk MiQgaQon
Lackofperformance,loadandsecuritytesVngunVltheend
Buildinnon-funcVonaltesVngasauserstoryforperiodicexecuVon,i.e.once/month
Didntgetdone! DefinecollaboraVonVmesandmethodsforreviewingrequests,stories,pointsofclarificaVon,feedbackontherequestandrecommendedpathforward.
CustomernotsaVsfiedwiththefeaturealthoughwedidwhathesaid/intheuserstory
ReviewuserstoriesforambiguityandcompletenessLimitedAssumpVonsandresponsibiliVesareambiguousUserstoriesdonecriteriainsufficient
Toomuchstuffinthesprint,didntfinish,manythingsaddedinduringthesprint
Definemethodandlogictoadd/subtractfromthesprintduringthesprint
RetrospecVve(3)
@philiplew@xboso, 602017XBOSo4,Inc.-AllRightsReserved.
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Risk MiQgaQon
RetrospecVvenotheldorwasnotproducVve
Ledbyanindependentfacilitator,couldbeanotherteamorexecuVve
Heldinasafeplacequiet,notdisturbed NotawitchhuntFocusonprocessrather
thanpeople PlantheeventsendoutnotesonpotenVal
problemstogetpeoplethinking Havetherightpeopleinvolved Recordresultsinopenarea,allocateand
monitoracVons
RetrospecVve(4)
@philiplew@xboso, 612017XBOSo4,Inc.-AllRightsReserved.
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Retro(5)Risk MiQgaQon
ConfusionofrolesandresponsibiliVes,somethingisforgouenorfallsofftheplatethatwasimportant
InsVllPrimaryownership,evenwith2team-mates
AnalyzeitemsthatfelloffpreviouslytodetermineesVmaVonerrors
Examineallunplannedwork-Necessary?Timecrunchattheend,notenoughVmetogetdone
InsVllindailystandups-addressdelays
Cantdeliverwhatwethought,toocomplexorwedidntunderstandwellenough
DailystandupsaddressesVmatedpointsforastory,re-assessandsplitup
Forincreasedstorypoints,productownerfeedbackrequired
@philiplew@xboso, 622017XBOSo4,Inc.-AllRightsReserved.
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DIDYOUSEEANYRISKSTHATYOUIDENTIFIEDINYOURPRE-MORTEM?
@philiplew@xboso, 632017XBOSo4,Inc.-AllRightsReserved.
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RISKMANAGEMENT
NowthatweveidenVfiedrisks,whatdowedowiththem?
@philiplew@xboso, 642017XBOSo4,Inc.-AllRightsReserved.
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ClassicalRiskManagement
IdenVfy Evaluate PrioriVzeandplan
MiVgate
Thereareevenstandardsononriskmanagement.
RiskManagementPlanning
RiskAssessment
RiskMiQgaQon
Monitor&ReviewRisks
@philiplew@xboso, 652017XBOSo4,Inc.-AllRightsReserved.
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HeavyStuff
@philiplew@xboso, 662017XBOSo4,Inc.-AllRightsReserved.
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High
Participation
Low Informal
Formality Highly
Structured
TheRiskofTooMuchRiskManagement
FormalriskmanagementprocessesareheavierandmayhavelessparVcipaVon.
@philiplew@xboso, 672017XBOSo4,Inc.-AllRightsReserved.
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IssuesinManagingRisk
1. Whatcanyoucontrolandwhatcanyounot?2. Whatcanyouprepareforandwhatnot?3. Whatshouldyouprepareforandwhatnot?4. Whatelse?
@philiplew@xboso, 682017XBOSo4,Inc.-AllRightsReserved.
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RISKMITIGATIONMODELSANDAPPROACHES
IdenVfy,evaluateandprioriVze
@philiplew@xboso, 692017XBOSo4,Inc.-AllRightsReserved.
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ARiskPrioriVzaVonExample
Mortgage bonds @philiplew@xboso, 702017XBOSo4,Inc.-AllRightsReserved.
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SimpleRiskPrioriVzaVonSchema
RISK PROFILE
Like
lihoo
d
Low
Low
Medium Impact
Med
ium
High
Hig
h
@philiplew@xboso, 712017XBOSo4,Inc.-AllRightsReserved.
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RiskPrioriVzaVonScheme2
@philiplew@xboso, 722017XBOSo4,Inc.-AllRightsReserved.
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Risk Census Example
Risk ProbabilityofRiskSizeofLoss
(Days)Risk
exposure
FeatureasimplementeddoesntsaVsfythecustomer/user,mustdooveragainorrevise
20% 15 3
Historicaldataaccessandqualityofdata 30% 20 6Chosendevelopmentplarorm,lackofinternalskillsandhardtofindpeople
50% 20 10
Workaroundsusedbutsacrificelongtermviabilityandflexibility
60% 60 36
Crunchedattheend.OnlygotdonehalfofthetesVng 90% 15 4.5
Performancecriterianotmetatdelivery 20% 30 6
PoorcommunicaVonswithoff-shoreteam(Vmedifference)
40% 5 2
Totalexposure 67.5
@philiplew@xboso, 732017XBOSo4,Inc.-AllRightsReserved.
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PrioriQzed
Risk
DescripQon
Probability
Severity
Exposure(PXS)
TriggerDate
(DaterequiringacQon
)
MiQgaQonPlan
Owner
1
Wedontknowifthedesignmethod
andfeatureimplementaVonisrightunVltoo
lateintheproject
50-50(Medium)
High
(M,H)
July14
DevelopalternaVvesand1.discusstechnicaldifficulVes2.
PresentopVonstothecustomer.
John
2
IntegraVontakestoolong
Low
High
(L,H)
Aug21
Monitor
integraVonVme,difficultyanderrorsforeach
build
Phil
3
4
RiskMiVgaVonTable
@philiplew@xboso, 742017XBOSo4,Inc.-AllRightsReserved.
-
ExercisePutYourPre-MortemorTop10IdenVfiedRisksintotheGrid
PrioriQzed
Risk
DescripQon
Probability
Severity
Exposure(PXS)
TriggerDate
(DaterequiringacQon
)
MiQgaQonPlan
Owner
1
2
3
@philiplew@xboso, 752017XBOSo4,Inc.-AllRightsReserved.
-
RiskBurnDown
Createariskburn-downchartusingthesumoftheriskexposurevaluesfromthecensus.
@philiplew@xboso, 762017XBOSo4,Inc.-AllRightsReserved.
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AttheEndoftheDay
Risks Own
Agreeand
accepttodo
nothing
Eliminatedor
avoided
Probabilityorimpactreduced
MiVgate
@philiplew@xboso, 772017XBOSo4,Inc.-AllRightsReserved.
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SummaryManageRiskWithTheEndinMind
So4wareQuality Tomanageriskinourso4wareprojects,wemustconsiderthequality(orlackof[risk])fromallviewpointsandblindspots
TakeadvantageofallthecollaboraVon,checksandbalanceswithintheagileprocesstobuildmiVgaVonwithinyouragileprocessateachstep Reviewthecoursebeforetherace Learnateachstepandreviewwithriskmindset
Keepyoureyeontheball So4wareQuality@philiplew@xboso, 782017XBOSo4,Inc.-AllRightsReserved.
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ThanksQuesVonsandAnswers
Philip Lew [email protected]
Some resources: http://www.xbosoft.com/knowledge_center/
www.xbosoft.com @philiplew@xboso,
Are You Standing on Solid Ground?
792017XBOSo4,Inc.-AllRightsReserved.
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