NASA HITSS Agile Transformation Initiative Agenda Background Agile at ITCD Software Management Guide HITSS Agile Team Structure Whats Next for Agile at HQ Q amp A Background ID: 1020911
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1. ITCD Services Day PresentationNASA | HITSS | Agile Transformation Initiative
2. AgendaBackgroundAgile at ITCDSoftware Management GuideHITSS Agile Team StructureWhat’s Next for Agile at HQ?Q & A
3. Background
4. Custom Application DevelopmentITCD provides development services to build custom, web-based and mobile applications to fit your unique needs. Various programming languages can be used to develop the applications, including Java, .NET, and ColdFusion. The development activities follow ITCD's rigorous Systems Development Lifecycle (SDLC).
5. What is Agile?Agile is a group of project management and software development methodologies based on iterative and incremental development, where requirements and solutions evolve through close, constant collaboration between customers and self-managing, cross-functional teams. Agile, at it’s heart, is a continuous improvement philosophy.Agile Promotes:Interaction and adaptive planningRapid and flexible response to changeFixed time / length, repeating delivery cyclesEarly, evolving, and continuous delivery of code to productionAgile is an Adaptive Methodology. Waterfall is a Predictive methodology.
6. Agile Development Flow
7. Why Agile?Alignment – Are we aligned and in sync with our Customers?Transparency – Are our processes (Request to Release) simple, clear, and understood by all?Balance – Can our teams easily maintain a constant pace indefinitely? Team Ownership – Everyone including the customer is part of the solution. We succeed or fail as one. Simplicity - The art of maximizing the amount of non-priority work not done - is essential.
8. Benefits of ScrumHas become the industry standard Agile methodologyDelivers on a number of the core tenants of Agile:Self-organizing Incremental/iterative development of tangible productEasy to learn and adoptAllows for transparency and accountabilityFosters customer engagement by integrating the Product Owner into the Agile project teamOpen communication among the core Agile team and extended teams help minimize impediments and risks
9. Agile At ITCD
10. Agile at ITCD - BackgroundTo help facilitate transitioning to a more transparent, rapid and adaptable application development process, ITCD initiated the Agile Transformation Initiative (ATI), which is made-up of the following phases.1. Readiness Review2. Pilot3. Roll-Out4. Continuous ImprovementPhases 1 and 2 were successfully completed, meeting all pre-established success criteria, and the results were presented to ITCD PMRB on July 22, 2015; after which the PMRB leadership voted to continue with Phases 3 and 4.
11. Agile At ITCD – HITSS Agile Transformation
12. Agile At ITCD – HITSS Agile Transformation (Cont.)
13. Agile at ITCD – Aligning Methodologies
14. Software Management Guide
15. Software Management GuideSOPs were developed to aid teams in successfully delivering high-quality software in an iterative fashion, by employing the Agile practices below:User Story Creation and ManagementStory Point EstimationRelease PlanningSprint PlanningSprint ExecutionTeam VelocityDaily Scrum StandupBacklog GroomingSprint Review Sprint Retrospective
16. Software Management Guide – Agile SR ProcessThe existing Software Management Guide (SMG) has been revised to align the required milestones of NPR7120 with agile software development ceremonies. Additionally, the supporting templates which accompany the SMG, have also been revised to address the needs of agile projects.
17. HITSS Agile Team Structure
18. HITSS Agile Team StructureThere are currently three Agile project teams, which are functioning in the following areas of expertise; and currently supporting HQ applications:Drupal Java ColdFusion Additional teams have been proposed to support the following efforts:Forms ManagementO&MFocusOn-DemandRationalEngineeringOperations
19. HITSS Agile Team Structure – Cont.Three Agile project teams were formed during the pilot, based upon the resourcing model below. These roles will be used to structure additional teams where appropriate:1 Surrogate Product Owner 1 Scrum Master 1 Business Analyst (BA)1 Quality Assurance (QA)3-4 DevelopersIdentify additional Agile teams:By Business Value Stream By TechnologyBy Task Order By Functional Support AreaNew Development Team
20. Roles and ResponsibilitiesRolesResponsibilitiesProduct Owner(Customer)Participates in Release and Sprint planningCreate, refine, estimate and prioritize product backlog stories during Product Backlog GroomingDefines acceptance criteria for each story and verify that they are metCollaborates with the development team during Sprint ExecutionCollaborates with Stakeholders to identify business needs during User Story WorkshopsParticipates in Daily Scrums, Sprint Retrospectives, and Sprint ReviewsSurrogate Product Owner(Vendor delegate/liaison)Serves as the Voice of the Customer and secures Product Owner review and approval continuously for all Product Backlog itemsServes as the Product Owner in the absence of Customer Product OwnerFacilitates all client meetings and Product Backlog Grooming sessions Ensures the High Priority Product Backlog User stories areEnsures there is a continuous flow of groomed and client approved User Stories that are ready to be worked in upcoming SprintsProvides guidance on Vision and Definition of Done as neededCreates and manages project schedule and all Software Management Guide (SMG) deliverablesAids Scrum Master with issue resolution and escalation
21. Roles and Responsibilities – Cont.RolesResponsibilitiesCore Team-Development-QA-Scrum Master-Product Owner-Surrogate POCreates, refines, estimates and helps prioritize Product Backlog items via User Story WorkshopsAssists with the creation and delivery of Sprint Zero/pre-sprint SMG items Participates in Release Planning sessions to slot high priority work into future releasesParticipates in Sprint Planning sessions for upcoming SprintsDesigns, builds, integrates and tests customer prioritized, funded and approved work (User Stories)Participates in Daily Scrum StandupsResponsible as a team for the success of each Sprint Participates in Sprint Review and RetrospectiveExtended Team-Operations -Engineering-SecurityAs needed, assists with the creation, refinement, and estimation of Product Backlog items via User Story WorkshopsParticipates in Sprint and Release Planning
22. Roles and Responsibilities – Cont.RolesResponsibilitiesScrum MasterFacilitates all Agile ceremoniesProtects team from outside interference; and captures and tracks impediments to resolutionEnsures understanding of the Definition of Done for their team’s Sprint or ReleaseAssists Surrogate Product Owner with creating, refining, estimating and prioritizing Product Backlog stories during Product Backlog GroomingScrum of Scrums MasterLeads Scrum of Scrums meetings where cross team impediments are discussed and mitigation strategies are identified and assignedImproves coordination amongst synchronized agile teamsEnsures understanding of the Definition of Done for each team’s Sprint or Release
23. Roles and Responsibilities –Cont.RolesResponsibilitiesAgile CoachEncourage, promote, and help develop strategies which encourage Agile transformation and organizational changeHelps team understand and embrace HITSS SMG principles and practicesHelp to form a strategy for organizational changes that support AgileCreate an Agile transformation backlog, stand up an Agile Office, and engage with internal Agile champions on performing an Agile transformationMentor Scrum Masters and Product OwnersProvide training to executives, Agile teams, and other stakeholdersHelp create a sustainable, continuous improvement culture and process; identify and drive improvements in supporting team commitmentsConduct software development process reviews and Agile checkups, write up results with recommendations, and present the results to stakeholdersProvide subject matter expertise on a wide range of Agile topics including: Scrum, Kanban, Lean, Test Driven Development, Retrospectives, Product Ownership, acceptance testsGive presentations, lunch-and-learns, and other “internal PR” to help raise awareness of the benefits and impacts of Agile adoption throughout the organization in order to create a supportive environment for Agile adoption.
24. What’s next for Agile at HQ?
25. Communication, Training, and EducationITCD and HITSS are creating three training modules to help customers become proficient in the following areas of focus:Agile Basics - An overview for those interested in an introduction to agileUnderstanding the structure of agile teamsUnderstanding the general flow of Scrum developmentRole-Based Training – Focused training for agile team participants In-depth examination of individual roles and responsibilities within an HQ scrum team Agile Leadership – Focused training for ITCD agile program stakeholdersDefining and measuring business value Measuring agile project health
26. Agile Management ToolsITCD and HITSS are evaluating enterprise-level agile management tools:Developing use-cases and agile performance metrics Identify gaps in out-of -the-box functionality Recommend enhancements to agile management toolImplement requested enhancements (as needed)On-board agile teams and stakeholders to the management tool
27. Agile Program ManagementITCD and HITSS are working to enhance our program environment to better support agile software development – this means….Creating agile project charters and templatesExamining where updates are needed to contract metrics, in order to support an agile program modelWe are refining program processes to support agile rollout for:Intake Management (SRs and Operational Tickets) Portfolio ManagementResource ManagementRisk Management
28. Continuous ImprovementIn order to ensure the agile program environment continues to mature, we will continue to monitor the success of our initiatives, and make adjustments where needed, based on lessons learned. Using customer surveys to gather feedback Continually updating Agile SOPs, and related Agile templates, SMGContinually refine HQ training so that it will remain aligned with SOPs
29. Q&A