Using Agile Principles to
Deliver Real Business Value at Scale
© Enterprise Knowledge, LLC
Topics
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Introduction
The Problem
Our Solution
Business Value Teams
Agile Lifecycle
– Program Initiation
– Development Iterations
– Program Close Down
• Questions
© Enterprise Knowledge, LLC
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Joe Hilger
• 23 years consulting experience with a focus on knowledge
management tools since 2002.
• Agile consultant and Certified Scrum Master.
• Consulted to over 50 clients in both public and private industry.
• Developed search workshop and led over 30 workshops for clients
in a wide range of industries.
• Co-authored EDS’s portal development methodology.
Recent Project Experience
Recent Presentations/Publications
• GSA – Led a team developing an Enterprise Document
Management strategy business case to support the
strategy.
• HHS – Worked with a group of content management
SMEs to create a recommendation and roadmap for a
new Web Content platform for HHS.
• Wolters Kluwer Law and Business - Led a team in the
development of a new product integrating SEC filings
with SEC rules and regulations.
• Library of Congress – Led a team commissioned by LoC to
improve the way the capture and present Legislative
content.
• Big Data Meet-up – An Introduction to Big Data –
Washington, DC September, 2013
• Webinar – Cultivate your Taxonomies and Content
Management – June 2011
• Enterprise Search Summit – Search for Customer
Satisfaction at Standard & Poors – February, 2010
• KM Institute – Enterprise Search: Turning Find into
Act – September, 2008
• Shared Insights – Portals, Collaboration, and
Content Management Conference – Creative Uses
of Enterprise Search – Orlando, FL – April, 2006
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Mark Shima
• 37 years of consulting, systems development, project management
and architecture experience
• Certified Project Manager, ITIL practitioner, and process engineer
• Experienced in government and a broad range of industries
• Designed training programs and trained thousands of corporate
students in programming, database design, and applications
• Developed business cases and managed programs to implement
systems improvements leading to many millions of dollars savings
Recent Project Experience
• Fannie Mae – developed business case and road mapped
transition to grid computing for statistical analytics
• Fannie Mae – organized team structure for systems
development architects to coordinate across divisions
• DHS/ICE – modeled agency wide desktop virtualization
approach, plans, and business case
• CSC – coordinated development team and processes for
enterprise program monitoring system
• Shell Oil Company – automated forecasting system and
processes for all US oil and gas production engineers
Recent Presentations/Publications
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CIO Accelerators Blog Series – outlining methods
to use scrums in extraordinary use cases, 2014
• Business Case for Fannie Mae Business Analytics
Platform Modernization – co-authored, 2013
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The Problem
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Failed Project Delivery
Communication Gaps
Unclear / Transient Objectives
Inability to Prioritize
Methodology Wars
Lack of business engagement
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Our Solution: Agile Development with a Twist
Agile development works. Development teams feel
empowered, stakeholders are getting what they
want, and business value is being delivered sooner.
• Agile succeeds three times more often than Waterfall.
• 49% of businesses say most of their company is using
Agile development.
• 52% of customers are happy or very happy with Agile
projects.
• The use of Agile project management tools has
jumped by 8%.
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Agile helps, but problems remain
The Good
The Bad
• Projects deliver value
sooner
• Development teams feel
empowered
• Risks and issues are
identified sooner in the
project
• Project success rate is much
higher (but not good
enough!)
• Agile continues to be
misunderstood
• Agile can be difficult to
scale
• Projects frequently lack
direction
• Product Owners feel
overwhelmed
• Many projects fail to end
gracefully
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The Twist: Business Value Teams
“A Business Value Team is a group of representatives
(stakeholders) who help the Product Owner make
decisions about the value of features and
functionality for each product.”
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Proscription Prescription Path Forward
• Business Value Teams solve problems with past Agile
development programs
• Business Value Teams help manage product
ownership and deliver real business value
– Keep “as few rules as possible” per the best Agile practices
– Improves communication with the program management
office
– Allows Agile projects to scale for larger initiatives.
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The Agile Project Lifecycle
Program
Initiation
Development
Iterations
Program
Close
Down
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Program Initiation
Program
Initiation
Development
Iterations
Program
Close
Down
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Initiation Activities
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Develop the mission and vision statements
Confirm the business case
Finalize and confirm budget
Select and form the development team
Create the initial roadmap
Develop and prioritize initial product backlog
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Enhanced (Twisted) Agile Program Initiation
The Business Value Team helps the Product Owner identify
and prioritize business objectives and risks in enough detail to
provide program structure
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Product Owner assigns Business
Value Team
Business Value Team
– Identifies business values of required
objectives
– Assigns value metrics
– Product Owner synchronization
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Roadmap Development
– Graphical representation of intrinsic
milestones
– Business Value Team creates and
maintains updated roadmap
– Risks are listed and ranked
•
Agile Development Teams
– Assigned by Product Owner based on
Business Value and Risks
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Development Iterations
Program
Initiation
Development
Iterations
Program
Close
Down
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Twisted Agile Development Iteration
The business value team helps the Product Owner steer
development teams throughout the program lifecycle
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Product
Owner
•
Business
Value
Team
Business
Value
Team
Roadmaps graphically track
progress
Roadmaps serve as a master
communication tool for the
Product Owner and Teams
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Roadmap1
Backlog1a
Backlog1b
...
Backlog1n
Roadmap2
Development
Teama
Development
Teamb
Backlog2b
Development
Teamn
Backlog2n
Sprint
–
Backlog2a
•
...
Additional artifacts are used as
needed
For example, architecture
blueprints
Roadmap and Backlog
assignments are updated after
sprints as more details
develop in program execution
Iterate . . .
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Development Iteration Drill Down
• Staggered meetings ensure rapid decision making and
effective communication.
• Roadmap and architecture artifacts carry forward with
ongoing business value team involvement and Product
Owner oversight
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Program Close Down
Program
Initiation
Development
Iterations
Program
Close
Down
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Program Close Down
• Program Closure
– Business Value Team defines minimal acceptable
capabilities
– Business Value Team confirms project closure
– Business Value Team can allow for early buy outs
• Ongoing cycle of enhancements
– Business Value Team identifies value of additional features
that warrant ongoing enhancements
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Twisted Agile Program Close Down
The Business Value Team helps the Product Owner assess
program attainments and choose close down when beneficial
• Product Owner reviews
progress vs. Mission / Goals
• Business Value Team
– Works with Product Owner to
confirm total business value of
attained objectives
– Updates Missions and Goals
– Provides recommendation
• Product Owner Decides
– Early Buy Out if 80+% Done
– Initiates Closure
– OR continues development
iteration
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Agile Tips and Tricks
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Transparency
High Value / High Risk early
Maximum Diversity
Ameliorate the Anchors
Keep the team together
Agile teams doing more than code development
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The Twisted Agile Path . . . Continues
• Non-Traditional Uses of Agile Methods
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Business Value Teams
Requirements Definition Teams
Engineering Teams
Research and Development Teams
• TRIZ Method Teams
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QUESTIONS?
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Our Contact Information
Joseph Hilger
Principal Consultant
Enterprise Knowledge, LLC
Phone: 571.436.0271
Email: [email protected]
Mark Shima
Managing Director
CIO Accelerators
Phone: 703.980.9065
Email: [email protected]
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