egov projects for fun profit
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E-GOV PROJECTS FOR “FUN” (AND “PROFIT”)
Govcamp 2007 Antwerp
Personal Introduction
Patrick Debois Independant Consultant
Government Side (RFP, Design) IT Supplier Side (Portals, CMS, Identity &
Access) Also a Belgian Tax Payer
Why this presentation?
How did I survive (10 years of E-gov) Old Tactics
Don’t care on the functionality, focussed on technical “We sometimes work for nothing but not for free!” “As a tax payer I’m glad to get (some) tax money back!”
Concentrated on the right toolset (Hardware, Software) Resulted in PROFIT (I got paid)
New Tactics Improve the process : Promote Agile Process
Management (e.g. Scrum) Change thinking
Results in FUN & PROFIT (I hope so!)
•Late•Over budget•A lot of Frustration
Your ‘average’ E-gov Project
E-gov Projects Schedule
Reality
PlannedDEADLINE
Does not meet the deadline
E-gov Projects Scope
Planned
DEADLINE
Scope
RemovedScope
Additional Scope
Has a change scope, unfinished
Iron Triangle (Restistance if Futile)
Quality
Scope(Features,
Functionality)
Schedule (Time)
Resources(Cost,
Budget)
Breaking the Triangle results in:•Cancel Project (15%)•Deliver Later and/or Over Budget (51%)•Deliver poor quality•Underdeliver
Source Chaos Report
Common E-gov Project Tactics Fix the Scope:
bring in another company for RFP proces (avoid responsability) handover part of scope from project to operations (quality) change requests
Fix the Time: we’ll be ready when you are (Bluffpoker) provide temporary solution blame the previous in the chain (Design, Test, Integration, Prod
by diffent teams) we are 96% ready
Fix the Price: predefine as much as possible (Big Up Front Design) penalties are another budget borrow from other hidden budget promise additional projects to supplier
Focus on reduction of changes (the hard way)! = NO FUN!
Abondon Waterfall ModelBecoming Agile (Embrace change!)
example using Scrum
Changing Tactics
Agile Tactic : Prioritize Functionality
High Priority
Low PriorityRequirementsFunctionality
Each new Requirement is prioritized and addedto the stack
Requirements may be removed at any time
Requirements may be repriorized at any time
Modeled in greater detail
Modeled inlesser detail
Product BacklogProduct Backlog
Focus on functionality not on componentsBetter view of what is finished
Agile Tactic : Release Often
High Priority
Low PriorityRequirements
Modeled in greater detail
Modeled inlesser detail
Set of Functionality
Set of Functionality Sprint X
Sprint X + 1 Fixed LengthBecomes a rythm
Set of Functionality
Set of Functionality
Planning becomes predictable if requirements become clear.Most important first.
Timeboxed Periods = SprintTimeboxed Periods = Sprint
Agile Tactic : Planning as a TEAM
Set of Functionality
Set of Functionality Fuctionality X1 =
Fuctionality X2=
Fuctionality X3 =
Fits Sprint capacity
For next Sprint
11 22 33 55 88 1313 2121 BIGBIG
Team thinks it can handle 12 points in a Sprint
3
5
8
5050
Team does estimations in group.Relative in Size (StoryPoints) , not in Days
Planning Poker
Fuctionality X4 = Needs to be split21
Agile Tactic: Realistic Progress
Initial
DEADLINE
0
50
100
1 2 3 4
130
5 6 7 8
Product Backlog Burndown Chart
9 10 11
Estimate 1
Estimate 2
Sprint
Convergence to an predictable “team” velocityRemember Iron Triangle!
Agile Tactic : Focus
High Priority
Low PriorityRequirements
Modeled in greater detail
Modeled inlesser detail
Set of Functionality
Set of Functionality Sprint X
No need for all design upfrontFocus helps getting things done
Sprint BacklogSprint Backlog
Product Owner (PO)Focus = Functionality
Scrum Master (SM)Focus = Blockers
TeamFocus = Build
Set Tasks
Agile Tactic : Have things “Done”
Planning
Analysis
Design
Coding
Testing
ArchitectureInfrastructure
Performance
User Acceptance
Pilot
Live
TIP: automate as much as possible:•Automated Deployment•Automated Testing•Virtual Machine•Scripted installations
Result of sprint = Real functionality
Copyright Jef Sutherland
Agile Tactic : Better Communication Product Backlog meeting (PO & SM) (2 – 4
weeks) Focusses on Functionality = what PO understands
Sprint planning meeting (SM & Team) Focusses on Technical = what Team understands
Daily Scrum Meetings (Team & SM) What did I do yesterday What will I do today What is blocking me
Sprint Retrospective After Sprint (Team & SM) Sprint closing (Team & ScrumMaster & Product
Owner) (2 – 4 weeks)
Agile Tactic : Improve Feedback User Feedback
After every sprint : we build things that are“Done”
Status Feedback Product Backlog
Financial Feedback Timebox +/- Fix Budget (Man Power)
Deadline Product Backlog burndown chart
Summary : Scrum Process
Copyright SoftHouseBelieve me! It’s more FUN!
Are you up for it?
Do you want transparancy? Can you take the shared responsability? Are you only committed or also
involved? Will you change your ‘old” tactics?
Demand Agility in your projects!
References Books
Agile Project Management with SCRUM (Microsoft Professional) (Ken Schwaber)
Agile Estimating and Planning (Robert C. Martin) User Stories Applied: For Agile Software Development (Mike Cohn) Agile Retrospectives, Derby and Larson
Videos (Google) Scrum et Al- Ken Schwaber Bay XP Meeting Part 1: Agile Estimation, Mike Cohn Competing On The Basis Of Speed – Mary Poppendieck Scrum Tuning: Lessons learned from Scrum implementation at Google,
Jeff Sutherland Mailing Lists
[email protected] [email protected] [email protected] [email protected] [email protected]
Websites http://www.scrumalliance.org
