Earned Value Reporting on Agile Software Development Programs within the Department of Defense

The correct measurement of earned value on agile software development programs has recently been identified as a concern by software developers implementing agile development methods. This research attempts to address the difficulties in reporting earned value on agile development programs, and the differences between the measures of completion in agile development versus earned value reporting. The major difference was identified to be in translating between the work originally planned and the work that was “recently” planned as part of the agile development process. This difference, if not transparent, leads to different measurements of earned value and inconsistent reports of a program’s progress

Agile software development in an earned value world: a survival guide

Agile methodologies are current best practice in software development. They are favored for, among other reasons, preventing premature optimization by taking a somewhat short-term focus, and allowing frequent replans/reprioritizations of upcoming development work based on recent results and current backlog. At the same time, funding agencies prescribe earned value management accounting for large projects which, these days, inevitably include substantial software components. Earned Value approaches emphasize a more comprehensive and typically longer-range plan, and tend to characterize frequent replans and reprioritizations as indicative of problems. Here we describe the planning, execution and reporting framework used by the LSST Data Management team, that navigates these opposite tensions

Agile software development in an earned value world: a survival guide

Agile methodologies are current best practice in software development. They are favored for, among other reasons, preventing premature optimization by taking a somewhat short-term focus, and allowing frequent replans/reprioritizations of upcoming development work based on recent results and current backlog. At the same time, funding agencies prescribe earned value management accounting for large projects which, these days, inevitably include substantial software components. Earned Value approaches emphasize a more comprehensive and typically longer-range plan, and tend to characterize frequent replans and reprioritizations as indicative of problems. Here we describe the planning, execution and reporting framework used by the LSST Data Management team, that navigates these opposite tensions

Constrained bayesian inference of project performance models

Project performance models play an important role in the management of project success. When used for monitoring projects, they can offer predictive ability such as indications of possible delivery problems. Approaches for monitoring project performance relies on available project information including restrictions imposed on the project, particularly the constraints of cost, quality, scope and time. We study in this paper a Bayesian inference methodology for project performance modelling in environments where information about project constraints is available and can be exploited for improved project performance. We apply the methodology to probabilistic modelling of project S-curves, a graphical representation of a project’s cumulative progress. We show how the methodology could be used to improve confidence bounds on project performance predictions. We present results of a simulated process improvement project in agile setting to demonstrate our approach

Estimating, planning and managing Agile Web development projects under a value-based perspective

Context: The processes of estimating, planning and managing are crucial for software development projects, since the results must be related to several business strategies. The broad expansion of the Internet and the global and interconnected economy make Web development projects be often characterized by expressions like delivering as soon as possible, reducing time to market and adapting to undefined requirements. In this kind of environment, traditional methodologies based on predictive techniques sometimes do not offer very satisfactory results. The rise of Agile methodologies and practices has provided some useful tools that, combined with Web Engineering techniques, can help to establish a framework to estimate, manage and plan Web development projects. Objective: This paper presents a proposal for estimating, planning and managing Web projects, by combining some existing Agile techniques with Web Engineering principles, presenting them as an unified framework which uses the business value to guide the delivery of features. Method: The proposal is analyzed by means of a case study, including a real-life project, in order to obtain relevant conclusions. Results: The results achieved after using the framework in a development project are presented, including interesting results on project planning and estimation, as well as on team productivity throughout the project. Conclusion: It is concluded that the framework can be useful in order to better manage Web-based projects, through a continuous value-based estimation and management process.Ministerio de Economía y Competitividad TIN2013-46928-C3-3-

Addressing challenges to teach traditional and agile project management in academia

In order to prepare students for a professional IT career, most universities attempt to provide a current educational curriculum in the Project Management (PM) area to their students. This is usually based on the most promising methodologies used by the software industry. As instructors, we need to balance traditional methodologies focused on proven project planning and control processes leveraging widely accepted methods and tools along with the newer agile methodologies. Such new frameworks emphasize that software delivery should be done in a flexible and iterative manner and with significant collaboration with product owners and customers. In our experience agile methodologies have witnessed an exponential growth in many diverse software organizations, and the various agile PM tools and techniques will continue to see an increase in adoption in the software development sector. Reflecting on these changes, there is a critical need to accommodate best practices and current methodologies in our courses that deliver Project Management content. In this paper we analyse two of the most widely used methodologies for traditional and agile software development – the widely used ISO/PMBOK standard provided by the Project Management Institute and the well-accepted Scrum framework. We discuss how to overcome curriculum challenges and deliver a quality undergraduate PM course for a Computer Science and Information systems curricula. Based on our teaching experience in Europe and North America, we present a comprehensive comparison of the two approaches. Our research covers the main concepts, processes, and roles associated with the two PM frameworks and recommended learning outcomes. The paper should be of value to instructors who are keen to see their computing students graduate with a sound understanding of current PM methodologies and who can deliver real-world software products.Accepted manuscrip

Agile and Evm for the Dod: a Review of the Challenges and a New Approach to Solve them

Department of Defense (DoD) acquisitions must improve program performance while working within budgetary constraints. The DoD community shows an interest in utilizing Agile methodologies, but struggles to reap Agile\u27s benefits. They encountered challenges including the historically built up processes that enforce heavy-weight oversight; the outdated, manufacturing focused Work Breakdown Structures (WBS) provided in DoD Handbook: Work Breakdown Structures (WBS) for Defense Material Items (MIL-STD-881C); and the inability of the traditional waterfall based processes to accommodate iterative development. The author used the scientific method to review the documented issues encountered when using Agile on a DoD program within the constraints of Earned Value Management (EVM). The author developed the hypothesis that the currently available WBS options in MIL-STD-881C are in conflict with attempts to implement Agile software development methodologies and Agile Earned Value Management (AgileEVM) on DoD acquisition activities. Modifying MIL-STD-881C to include an iterative-based software development focused WBS would provide the DoD environment with a foundation to begin an overhaul of the current procedures and best practices to better support Agile methodologies and increase the adoption of Agile techniques. Based on the findings in this paper, additional research topics include: developing and defining the new WBS structure, determining what modifications are needed to other military standards, documented procedures, and best practices, and discussing the cultural changes needed to support and encourage greater use of Agile development methodologies in the DoD

CHARTING PROGRESS IN THE SOFTWARE ACQUISITION PATHWAY

The Department of the Navy (DON) recently implemented the Department of Defense (DOD) Software Acquisition Pathway (SWP), a software acquisition strategy for custom application and embedded software. The purpose of the SWP is to enable rapid and iterative delivery of high-priority software capability to the intended user. But while the SWP uses an agile software development approach, neither the DOD nor the DON have yet provided comprehensive governance tools and methods for SWP programs to iteratively plan, track, and assess acquisition outcomes in agile environments. To close this gap, the author systematically researched commercial software engineering management and digital product development practices as well as prior DOD software acquisition reform studies. Based on the results, the author showed that Earned Value Management is incompatible with the SWP and recommended alternative techniques to measure cost and schedule performance. Additionally, the author recommended a phased approach to manage DON SWP custom application programs, whereby a minimal, unitless work breakdown structure is used to track progress until demonstrating the minimum viable product to the user in a testing environment; product-based metrics are then tracked until initial release of the custom application software; and then outcome-based goals are iteratively set, tracked, and assessed using the Objectives and Key Results framework for as long as the custom application software is in use.Captain, United States Air ForceApproved for public release. Distribution is unlimited

Implementation of a Successful Project Management Method to Serve Modern Organizations

The project management arena requires much knowledge, many skills, techniques, tools, and a high level of experience in order to achieve satisfactory results and to add value to organizations. The scope of this paper is to address and discuss many important aspects needed to succeed in project management within Iraqi organizations because Iraqi businesses are developing and expanding their products into global markets. However, most Iraqi organizations struggle to implement and select productive programs and projects that will fit in with their strategic objectives. Therefore, a primary aim of this paper is to discuss the factors that make project management more effective and successful in these organizations. Also, there are many challenges and risks that project management can face during project processes that can have an effect on an entire project and sometime cause project failure. In addition, many organizations have problems with project teams, such as, differences in culture and behavior within the same team. Therefore, project management should have the organizational skills, knowledge, experience, and technical skills in order to meet the project requirements. This paper contributes and clarifies the understanding of project management field and how it works in an efficient manner. The results will help Iraqi organizations to utilize project management skills and knowledge. Also, these skills will help them to reduce budgets and increase the value of the final products within a reasonable time