How the US military is agile it? Take the time to write a few articles I will talk with you. Today to introduce agile Guide published by the US Department of Defense DoD IT projects, like to talk about practicing martial arts Cheats Heart, I believe that these considerations agile import 5000 organization will learn.
US military agility background
in 2017 on the US military software procurement is an important significance of the year. US Department of Defense (DoD) issued agile procurement Act (Acquisition Agility Act), changed the previous software procurement model to encourage the use of new technologies quickly, respond quickly to changes, incremental feedback reduce waste and increase interoperability of weapons systems.
Software-defined equipment is the consensus of the US military in 1970, 20% of the equipment functions are implemented by software, by 2000, this proportion had increased to 80%. Although there has been some progress, but in terms of cost to the schedule, DoD data are depressing: 48% of the project in achieving IOC - before (initial operational capability initial operational capability), there are at least 2 additional budget. Progress is trough cake, with an average delay of 21 months, 12% of the project IOC delivery delay of more than four years. Domestic military can control this data on their own, that much is tears.
Ten years ago, DoD began eyeing agile revolution in full swing, and gradually began to try military agile software, hoping to change the status quo of software development. 2009, DoD issued agile procurement process (see below), military familiar feeling good friends there?
Soon, DoD issued agile IT project implementation manual, which gives 11 agility Implementation Guide.
1. Agile transformation decisions
before importing agility, first determine what applies in whole or in part development model which projects in the organization. Need to consider and analyze factors include: stability project requirements and technology, the key safety requirements, available resources, organizational culture, commitment and degree of customer and stakeholder participation. On this basis, determine the type suitable for agile projects, increase the probability of project success by introducing agile practices.
2. Select the applicable method
Agile 0 and 1 are not selected (or not selected, or all), the need to identify and select a suitable method practiced in many. In practice, often we need to combine various methods, including conventional and agile binding. It is important to identify applicable to the uniqueness of the project development process.
3. New development and integration
agility not only apply to new development projects, all software-intensive systems development, such as IT systems, embedded systems and control equipment, etc., can aid agility. By the early incremental agile, frequent delivery, the continued engagement of stakeholders to improve product quality. Whether the new research projects or maintenance projects, agile principles can help us to improve product quality and customer satisfaction.
4. "completed (Done)" is defined
to complete the traditional items (Done) often means that all the code has been tested and corresponding deliverables completed. In agility, the complete meaning of the decision by the specific scenes. In the iteration plan, a clear definition of "done" and consensus standards.
5. Use of Agile training and Agile coach
is an important factor in the success of the whole agile project team has experience in agile, industry data show that the main reason for failure is agile agile team members lack experience, including the development of not only the team, including management. For this reason, the project plan should identify training needs and develop agile agility training program. For an inexperienced team is concerned, hire a good coach can push agile agile import process.
6. Distribution team
team members distributed around the project is not optimal mode, but sometimes the only mode. It has greatly increased the difficulty of agility, in this case, good communication and coordination tool is one of the key factors for success.
7. large-scale agile projects
large projects often contain multiple sub-projects, communication strategies between teams can determine success or failure of the project. Project selection process (possibly multiple processes) when and communication strategy will be to ensure consistent and characteristics of the project.
8. The internal organizational agility
IT project is no longer just a single department to do effective coordination of different departments, organizations becomes critical. Only agile in the project, but do nothing to change the organization can not have a successful Agile transformation. Project plan should list the external resources required as well as the corresponding protocol, timely and relevant team manager communication, coordination is one of the key activities of management.
9. agile risk management
Risk management is agile development comes with the organism, frequent communication, plans to adjust frequently, limiting demand superior level of choice have increased the transparency of the project. According to the project size and security needs, available resources, the team needs to form a formal or semi-formal risk mitigation way, all members should be active risk aversion, ease of participants.
10. Agility contract
for the high uncertainty of the project, DoD need to use different contracts. Experience has shown that small-scale contracts can often increase the probability of success of the project, on the other hand, contract terms to encourage cooperation.
11.CMMI and agile
CMMI has become a standard military projects bidding requirements, agile and CMMI relationship is often misunderstood by many people. In fact, the two are complementary, can promote agile CMMI fall within the organization.
I have always stressed value-driven agile (or called other names) to develop, like God does not like agility abound. The meeting into a standing than sitting in a meeting with the task put stickers on the board you quickly, your arsenal is not just Scrum, XP and some classic agility routines, but all can help you solve the problem of both approaches It can be integrated into your "agile" to go. On military projects, there will be Internet-like agility, the general plan is often driven + iterative mode. CMMI / 5000 is to be the agility of a safety net, a combination of both will bring unexpected results. (Source: Old Cong lectern)
