Establish the audience

Brian Wernham e-Government and Gateway reviews: Waterfall biased or Agile ready?brian.wernham@gmail.com@BrianUkulele

Click here for delegates discountPresented at the Baltic PM Days Conferenceon May 9, 2014

How to bring in an innovative solutionOn cost On time

How to develop battle hardware, not just software

How towork collaboratively with supplierswhilst maintaining formal contractual targetshttp://bit.ly/About-Brian@BrianUkulele2Part I Agile Defence?A story of working together with the US and our closest European allieshttp://bit.ly/About-Brian@BrianUkulele3The French

4The Italians

5The Germans

6Who is who?Blue = friendlyRed = enemyWhite = neutralhttp://bit.ly/About-Brian@BrianUkulele7Rising problem from faster, more lethal and more accurate weaponsBlue-on-Blue incidentsFriendly FireFratricide

Collateral damagehttp://bit.ly/About-Brian@BrianUkulele8Some instances of friendly fire in AfghanistanTarnak Farm 18 April 2002 four Canadian soldiers were killed by U.S. laser-guided bomb.A former professional American football player, was shot and killed by American fire in 22 April 2004.On 6 April 2006, UK forces called in a US airstrike - wounded 13 Afghan police officers and killed one.An RAF Harrier mistakenly strafed British troops on 20 August 2006.9The UK Ministry of Defence decided on:Agile approachFix timescale/budgetFlexible scopeIncremental deliveryInterdisciplinary teams

within a DSDM project FrameworkFormal requirements managementFormal roles and project governanceControlled architecture

120 staff to be trainedDevelopersProject BoardAuditorsSubcontractorsProcurement staff

10http://bit.ly/About-BrianComments from the training/ coaching: When you encounter choppy waters will you finger point or collaborate?

Collaboration & Control NOT Command and control

Requirements trading crucial:Foundations phase re-baselined the contractAt start of every Spiral Iteration

http://bit.ly/About-Brian@BrianUkulele11Scrum of scrums good for communication, but not for controlScaling up is a bottom up process the military needs Top down organisationScrum starts with the backlog but where does the backlog come from?Scrum can be used on a project, but a project cannot be run using Scrum

Must operate at zeroShould operate at -10Could operate at -2011MoSCoW - Prioritised Requirements List Must haves Should haves Could haves Wont haves

Allows for crucial Requirements trading:Foundations phase re-baselined the contractChanged at start of every Spiral Iteration

http://bit.ly/About-Brian@BrianUkulele12Scrum of scrums good for communication, but not for controlScaling up is a bottom up process the military needs Top down organisationScrum starts with the backlog but where does the backlog come from?Scrum can be used on a project, but a project cannot be run using Scrum

Must operate at zeroShould operate at -10Could operate at -2012DSDM Roles on the CIDS= Governance + Delegation

13DSDM inverts the normal project management paradigm

14The results were proven in battlefield testingTech Readiness Level 6: UK Battlespace LaboratoryEnd of each 36 months SpiralFinal test 50+ battlefield positionsImmoveable deadlines ensured use of Battlefield Laboratory on expected dates

Tech Readiness Level 7: unscheduled trial in Norway August 2010Interoperability of UK and US CIDS systems provenDanish aircraft arrived without prep and immediately able to use Link 16Ground and air3 second response time/5 metre accuracy

Tech Readiness Level 8: Bold Quest 2011Full coalition interoperability testing

http://bit.ly/About-Brian@BrianUkulele15Lessons learnedClear PrioritiesBUT: they change as the project progressesIterate deliveryTimebox workDelegate responsibilityHave clear rolesTrade requirementsRuthlessly sacrifice scope

http://bit.ly/About-Brian@BrianUkulele16

Part II Agile Assurance?What are Gateway reviews?

What is Agile?

Can a Gated approach be used to assure Agile projects?

and what about complex change programmes?

http://bit.ly/About-Brian@BrianUkulele18Waterfall projects drive a waterfall assurance approachTraditionalProjectDesignBuildTestDeployWhite boxAssuranceP LevelProcessAssuranceGateway reviews as interpreted for waterfall projectshttp://bit.ly/About-Brian@BrianUkulele20Acronyms:- Strategic Outline Case (SOC)- Outline Business Case (OBC)- Full Business Case (FBC)

Source: Welsh Government 2012What does an Agile project look like:- a governance perspective21InnovationprojectP/typeP/typeP/typeP/typeExamples of Agile Methods- A project level method: DSDM22Source: DSDM Consortium (DSDM = Driving Strategy, Delivering More)

Examples of Agile Methods- A team level method: Scrum23

Source: Mike CohnAgile projects invert the iron-triangle:

24Source: DSDM ConsortiumDont be slaves to process!

25Be outcome focussed:

26

O for Outcome Assurance27

P LevelProcessAssuranceTaking an appropriate assurance approach28TraditionalProjectInnovationprojectHybridProgrammeDesignBuildTestDeployP/typeP/typeP/typeP/typeWhite boxAssuranceHybridAssuranceBlack boxAssuranceInnovationProjectInnovationProjectTraditionalProjectTraditionalProjectHybrid Gate Assurance?http://bit.ly/About-Brian @BrianUkulele29

ProjectProgramme Gateway ReviewsStrategicAssessmentStrategic AssessmentInitial Gate OAnnual O GatesGates 1-5 repeated for each projectGate 0 repeated annuallyP levelProcessAssuranceO LevelOutcomeAssuranceProgramme Close O GateSource: Welsh Government 2012 amended to correctly show iterative Gates O

Managing and assuring agile/waterfall hybrid change programmes my recent article

http://bit.ly/About-Brian@BrianUkulelebrian.wernham@gmail.comBlog: brianwernham.wordpress.com@BrianUkulele http://bit.ly/About-Brian

Thanks for listening!31Click here for delegates discount