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Agile methodologies clearly work well in the world of software development—the evidence is overwhelming. But how does Agile apply to other disciplines like business continuity management? Can the Agile philosophy help mitigate power disruptions and improve pandemic planning? Mr. Collins illustrates how one client in the financial services sector successfully applied Agile principles to a recent business continuity initiative. This session is intended for executives and project managers charged with developing business continuity and IT disaster recovery plans. Learning Objectives • Describe typical challenges as businesses try to build competency with business continuity management. • Learn how Agile principles can shape the vision and scope of business continuity initiatives. • Understand how Agile can enhance accountability, motivate teams, deliver short-term wins and generate real business value.
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Delivering Business Value by Delivering Business Value by
Applying Agile Principles to Applying Agile Principles to
Business Continuity ManagementBusiness Continuity Management
Ken CollinsKen Collins
Management ConsultantManagement Consultant
Solution Integrity Inc.Solution Integrity Inc.
May 13, 2009May 13, 2009
May 13, 2009 2
IntroductionIntroduction
� Ken Collins, BASc, MBA, CMC, PMP, ITCP, ABCP, MCPD, CTT+
• Driving business success through strategic leadership of IT
» Change Agency
» Service-oriented Architecture
» Team-based Software Development
» Project Management Organization Frameworks
» Business Continuity Management and Disaster Recovery
May 13, 2009 3
Session ObjectivesSession Objectives
� Intended Audience
• Executives and Project Managers charged with developing business continuity and IT disaster recovery plans
� Learning Objectives
• Describe typical challenges as businesses try to build competency with business continuity management
• Learn how Agile principles can shape the vision and scope of business continuity initiatives
• Understand how Agile can enhance accountability, motivate teams, deliver short-term wins and generate real business value
May 13, 2009 4
AgendaAgenda
� In Theory
• What is BCM?
• What is Agile?
• Conventional BCM Wisdom
• Typical Challenges
� In Practice
• Adopting a New Mindset
• Applying Agile to a Business Continuity Project
• Managing Scope
What is Agile?What is Agile?
May 13, 2009 10
Agile ManifestoAgile Manifesto
May 13, 2009 11
Agile PrinciplesAgile Principles
� Early, continuous and frequent delivery
� Working software is the measure of progress
� Welcome and adapt to changing requirements
� Teams work at a pace that can be sustained
� Teams should reflect on successes and failures
� Strive for simplicity in design and execution
May 13, 2009 12
The Waterfall ModelThe Waterfall Model
� Agile is not merely a new vocabulary
� Agile development has little in common with the
waterfall model, which is still widely in use
� Waterfall
• Inflexible division into separate stages
• Commitments are made early
• Difficult to react to changes in requirements
• Iterations are expensive
• Unsuitable if requirements are not well understood or
are likely to change over the life of the project
Conventional Conventional
BCM WisdomBCM Wisdom
May 13, 2009 14
BCM is Holistic ResilienceBCM is Holistic Resilience
� “Business Continuity Management is a holistic
process that includes the commitment of
management at all levels on an ongoing basis.
� “Provides a framework for building resilience
and capability for an effective response thereby
safeguarding the interests of key stakeholders,
reputation and value-creating activities.”
The Business Continuity Institute
May 13, 2009 15
BCM is CriticalBCM is Critical……
� “To maximize business potential and ensure continuity for our clients, risk-based proactive measures have been taken to safeguard our production systems…The strategic plan for business continuity accommodates the…process of achieving and maintaining a high degree of disaster readiness, effectively responding to disasters big and small and then returning to a well positioned readiness state.”
� “The alternate site recovery…represents a very high standard of recovery in the event of major disaster…We are committed to…preparing ourselves…and believe that, following a major catastrophe involving our primary processing centre, we would beoperational within days.
BCM is CriticalBCM is Critical……and Dauntingand Daunting
May 13, 2009 16
Templates are TerrifyingTemplates are Terrifying
� “Establishing a Business Continuity Plan
requires a fair amount of research as well as the
collection of information. Gathering the
information can often be a daunting task.
…However, we have provided you with the
following templates outlining the key
requirements for work areas, technology, forms,
and procedures.”
May 13, 2009 17
Example of a Useless TemplateExample of a Useless Template
S T A N D A R D S U P P L I E S RE Q U I R E M E N T S
QUANTITIES BY RECOVERY INTERVALS DESCRIPTION
WITHIN 24 HRS WITHIN
48 HRS WITHIN
72 HRS WITHIN 1 WEEK
FILE FOLDERS AND BINDERS CALCULATOR
HIGHLIGHTERS
PENS AND PENCILS
PENCILS
HOLE PUNCH (3 HOLES)
ELASTIC BANDS (PER BOX)
PAPER CLIPS (PER BOX)
PADS OF PAPER (LINED)
PRINTER PAPER
POST-IT-NOTES
STAPLER
STAPLER REMOVER
RULERS
SHRED IT BOX
DATE STAMP FOR AP
DEPOSIT STAMPS (CDN, US)
Typical ChallengesTypical Challenges
May 13, 2009 19
Typical ChallengesTypical Challenges
� Lack of executive support and accountability
� Unclear strategy
� Maintaining a sense of urgency
� Planning instead of exercising
� Trying to do too much all at once
May 13, 2009 20
Typical Challenges Typical Challenges –– StrategyStrategy
� Unclear strategy
• Which categories of business disruption should be
addressed?
• What fundamental assumptions should be made?
• What’s the overarching approach?
• What are the RTOs and RPOs for each business
process?
• What’s the cost of disruption?
» 6 hours? 24 hours? 2 days? 1 week?
May 13, 2009 21
Typical Challenges Typical Challenges –– Urgency Urgency
� Business Continuity uses significant resources
� Organizations often struggle to develop plans
and to support them on a
continuing basis
IVIII
I II
URGENT NOT URGENT
IMP
OR
TA
NT
NO
T IM
PO
RT
AN
T
II
� What typically happens to important, non-urgent
initiatives?
May 13, 2009 22
Typical Challenges Typical Challenges –– ChangeChange
� Change is scary; the fear factor is real
• It will cost a bundle
• We’ll have to make a commitment
• We could make a bad decision
• It’s going to create more work for us
• We don’t know where to start
Adopting a New MindsetAdopting a New Mindset
May 13, 2009 26
Opening Your MindOpening Your Mind……
to a New Mindsetto a New Mindset
� Firm A
• “As a key component of our employer-of-choice
strategy, we want to communicate to potential employees that this is a great place to work…”
� Firm B
• “The last thing we want to be is an ‘employer of
choice.’…”
Mark Huselid, Brian Becker and Richard Beatty, The Workforce Scorecard
May 13, 2009 27
Should Industry or Context Should Industry or Context
Affect the Project Approach?Affect the Project Approach?
� Where does BCM fit?
Historically unfoundedHistorically basedBudgeting/Scheduling
Controlled crisisSix SigmaImplementation
Utility playersSpecialistsRoles
Ambiguous and vagueExplicit and documentedRequirements
Rapid and unplannedSlow and incrementalChange
Information TechnologyConstruction/EngineeringProject Characteristic
May 13, 2009 29
Contrasting ParadigmsContrasting Paradigms
� “The dominant paradigm has been the work-down view, where developing a solution is a deterministic exercise, similar to traditional engineering pursuits, but business forces driving some initiatives today require a different approach.”
Sam Guckenheimer, Software Engineering with Microsoft Visual Studio Team System
May 13, 2009 30
Contrasting ParadigmsContrasting Paradigms
Core AssumptionsCore Assumptions
� Planning and Change Process
� Primary Measurement
� Definition of Quality
� Acceptance of Variance
� Intermediate Work Products
� Troubleshooting Approach
� Approach to Trust
May 13, 2009 31
Contrasting ParadigmsContrasting Paradigms
Planning and Change ProcessPlanning and Change Process
Work-Down Attitude
� Planning and design are the most important activities to get right. You need to do these initially, establish accountability to plan, monitor against the plan, and carefully prevent change from creeping in.
Value-Up Attitude
� Change happens; embrace it. Planning and design will continue through the project. Therefore, you should invest in just enough planning and design to understand risk and to manage the next small increment.
May 13, 2009 32
What Management NeedsWhat Management Needs
� Confidence through Predictability and Progress
• How much will it cost?
• When will it be done?
• How will we measure progress?
May 13, 2009 33
When is it Done?When is it Done?
� You’re building a house…can you envision a
time when it’s done?
• Waterfall
� You’re building great software…can you
envision a time when it’s done?
• Agile
� So where does BCM fit?
Applying Agile to a Applying Agile to a
Business Continuity ProjectBusiness Continuity Project
May 13, 2009 35
InPractice
BackgroundBackground
� The organization decided upon a seven-stage
model, and then tried to plan everything!
� “Over the past years, a few projects have taken
aim at putting BCP and IT DRP in place.”
� Documents of 100+ pages sat on shelves
May 13, 2009 36
InPractice
Getting StartedGetting Started
� Align Senior Management
� State the Problem
� Pull Together the Guiding Team
� Develop the Change Vision and Strategy
� Communicate!
May 13, 2009 37
InPractice
Problem StatementProblem Statement
� Customers demand assurance that business continuity plans are in place to mitigate the impact of service disruptions. These expectations are not well aligned with our current corporate reality.
� With our heavy reliance upon IT, it is clear we must create and validate comprehensive disaster recovery plans that underpin business continuity.
May 13, 2009 44
InPractice
Vision StatementVision Statement
� By the end of 2008, we will have built a framework of business continuity best practices by iteratively and
incrementally exercising risk management and disaster
recovery processes
� We will simulate likely disruptions, execute organization-wide responses, produce audited test results, and
advance improvements to both infrastructure and planning; thereby assuring our customers and
shareholders that we effectively mitigate exposure to
regional service interruptions
May 13, 2009 46
InPractice
Iterative ApproachIterative Approach
� “We have adopted an iterative approach to
delivering a comprehensive solution, which
enables us to plan for the most likely risks to our
organization while building a framework that
supports our response to potential events that
threaten our ability to service our customers.”
Managing ScopeManaging Scope
May 13, 2009 48
IncrementalismIncrementalism
� Incrementalism is a good idea for all
projects…and a must when risks are high
� When do we really understand the problem?
Before or after implementing a solution?
� “Plan to throw one away; you will anyhow”
• Frederick P. Brooks , The Mythical Man-Month
� Do you get an ‘A’ for effort…or for results?
May 13, 2009 49
Iterative ApproachIterative Approach
� Minimize risks by breaking large projects into multiple versions
Time
Fu
ncti
on
ality
Version 1
Version 2
Version 3
May 13, 2009 50
Benefits of IterationBenefits of Iteration
� Manages uncertainty and changes in scope
� Encourages continuous and incremental improvement
� Enables shorter delivery time
� Sets clear and motivational goals for team members
� Forces closure on project issues
May 13, 2009 51
InPractice
Business RisksBusiness Risks
SevereLowPermanent loss of facilities and systems
HighMediumPandemic event that denies access to facilities, personnel and systems
HighMediumLocal or regional disruption of a non-permanent duration (e.g., three weeks) that denies access to facilities and systems
MediumHighBuilding-localized power outage
ImpactProbRisk Consequence
May 13, 2009 52
InPracticeDriving Statement for Driving Statement for
First DeliverableFirst Deliverable
� “The nature of our business suggests we should
be able to operate at 100% capacity (client-
critical services) for 72 hours with a building-
localized power outage”
May 13, 2009 53
InPractice
ScenarioScenario--based Exercisesbased Exercises
May 13, 2009 57
Predictive versus AdaptivePredictive versus Adaptive
� Historically, BCM tries to be predictive
• Heavy planning effort to identify and mitigate several
eventualities
» Daunting
� Adapting quickly to changing realities
• Minimal planning, with a focus on a single scenario
» Manageable
May 13, 2009 58
InPractice
Examples of Adaptive BehaviorExamples of Adaptive Behavior
� First Exercise• Which is better?
» Detailed response plan
» Minutes
• Oopsies!
» Exceeded generator capacity
» Disruption upon resumption
• Adapted and retried a month later
» Installed a second generator
» Installed UPS’s throughout the office
InPractice
Delivering Value with Purpose and PracticeDelivering Value with Purpose and Practice
Building-localized Power Outage
IT Disaster RecoveryAlternate Site
PandemicWork Area Recovery
Permanent Relocation and Restoration
Bu
sin
ess V
alu
e
Risk Mitigation FocusFoster Culture Change
Build Confidence in ApproachEliminate Client Dissatisfiers
Strategic FocusShared Cultural ValuesCentre of Excellence
Enhance Client Satisfaction
High Availability and
Advanced Recovery
Assessment and Kickoff
BCM Introduced
BCM Operationalized
2007 2008 2009
Guiding Principles• Foster Open Communications• Work Toward a Shared Vision• Establish Clear Accountability and Shared Responsibility• Focus on Delivering Business Value
Mindsets• Pride of Workmanship• Team of Peers• Frequent Delivery• Willingness to Learn
May 13, 2009 66
Suggestions for SuccessSuggestions for Success
� Enhance accountability
• Appoint an executive champion
• Assign a dedicated project manager
• Engage business unit managers
� KISS and make incremental progress
� It’s a change initiative; manage it like one
• Review “Our Iceberg is Melting”
� Use scenario-based exercises as the
primary measure of progress
May 13, 2009 67
Session Objectives Session Objectives –– RecapRecap
� Intended Audience
• Executives and Project Managers charged with developing business continuity and IT disaster recovery plans
� Learning Objectives
• Describe typical challenges as businesses try to build competency with business continuity management
• Learn how Agile principles can shape the vision and scope of business continuity initiatives
• Understand how Agile can enhance accountability, motivate teams, deliver short-term wins and generate real business value
Thank You!Thank You!
May 13, 2009 70
The 8The 8--Step Process of Successful ChangeStep Process of Successful Change
John John KotterKotter, , Our Iceberg Is MeltingOur Iceberg Is Melting
Set The Stage 1. Create a Sense of Urgency2. Pull Together the Guiding Team
Decide What To Do3. Develop the Change Vision and Strategy
Make It Happen4. Communicate for Understanding and Buy-in5. Empower Others to Act6. Produce Short-Term Wins7. Don’t Let Up
Make It Stick8. Create a New Culture
May 13, 2009 81
What is Agile?What is Agile?
� Agile methods generally promote a project
management process that encourages frequent
inspection and adaptation, a leadership
philosophy that encourages teamwork, self-
organization and accountability, a set of
engineering best practices that allow for rapid
delivery of high-quality software, and a business
approach that aligns development with customer
needs and company goals
May 13, 2009 82
Contrasting ParadigmsContrasting Paradigms
� The dominant paradigm has been the work-down view, where developing a solution is a deterministic exercise, similar to traditional engineering pursuits, but business forces driving some initiatives today require a different approach
May 13, 2009 83
Contrasting ParadigmsContrasting Paradigms
Core AssumptionsCore Assumptions
� Planning and Change Process
� Primary Measurement
� Definition of Quality
� Acceptance of Variance
� Intermediate Work Products
� Troubleshooting Approach
� Approach to Trust
May 13, 2009 84
Contrasting ParadigmsContrasting Paradigms
Planning and Change ProcessPlanning and Change Process
Work-Down Attitude
� Planning and design are the most important activities to get right. You need to do these initially, establish accountability to plan, monitor against the plan, and carefully prevent change from creeping in.
Value-Up Attitude
� Change happens; embrace it. Planning and design will continue through the project. Therefore, you should invest in just enough planning and design to understand risk and to manage the next small increment.
May 13, 2009 85
Contrasting ParadigmsContrasting Paradigms
Primary MeasurementPrimary Measurement
Work-Down Attitude
� Task completion. Because we know the steps to achieve the end goal, we can measure every intermediate deliverable and compute earned value running as the percentage of hours planned to be spent by now versus the hours planned to be spent to completion.
Value-Up Attitude
� Only deliverables that the customer values (working software, completed documentation, etc.) count. You need to measure the flow of the work streams by managing queues that deliver customer value and treat all interim measures skeptically.
May 13, 2009 86
Contrasting ParadigmsContrasting Paradigms
Definition of QualityDefinition of Quality
Work-Down Attitude
� Conformance to specification. That’s why you need to get the specs right at the beginning.
Value-Up Attitude
� Value to the customer. This perception can (and probably will) change. The customer might not be able to articulate how to deliver the value until working software is initially delivered. Therefore, keep options open, optimize for continual delivery, and don’t specify too much too soon.
May 13, 2009 87
Contrasting ParadigmsContrasting Paradigms
Acceptance of VarianceAcceptance of Variance
Work-Down Attitude
� Tasks can be identified and estimated in a deterministic way. You don’t need to pay attention to variance.
Value-Up Attitude
� Variance is part of all process flows, natural and man-made. To achieve predictability, you need to understand and reduce the variance.
May 13, 2009 88
Contrasting ParadigmsContrasting Paradigms
Intermediate Work ProductsIntermediate Work Products
Work-Down Attitude
� Documents, models, and other intermediate artifacts are necessary to decompose the design and plan tasks, and they provide the necessary way to measure intermediate progress.
Value-Up Attitude
� Intermediate documentation should minimize the uncertainty and variation in order to improve flow. Beyond that, they are unnecessary.
May 13, 2009 89
Contrasting ParadigmsContrasting Paradigms
Troubleshooting ApproachTroubleshooting Approach
Work-Down Attitude
� The constraints of time, resource, functionality, and quality determine what you can achieve. If you adjust one, you need to adjust the others. Control change carefully to make sure that there are no unmanaged changes to the plan.
Value-Up Attitude
� The constraints may or may not be related to time, resource, functionality, or quality. Instead, identify the primary bottleneck in the flow of value, work it until it is no longer the primary one, and then attack the next one. Keep reducing variance to ensure smoother flow.
May 13, 2009 90
Contrasting ParadigmsContrasting Paradigms
Approach to TrustApproach to Trust
Work-Down Attitude
� People need to be monitored and compared to standards. Management should use incentives to reward individuals for their performance relative to the plan.
Value-Up Attitude
� Pride of workmanship and teamwork are more effective motivators than individual incentives. Trustworthy transparency, where all team members can see the overall team’s performance data, works better than management directives.