Why your plane is late - Agile Risk Management:
Understanding the impact of risks and how to find the biggest bang for the buck
by Troy Magennis
Many teams spend considerable time designing and estimating the effort involved in developing features but relatively little understanding what can delay or invalidate their plans. This session outlines a way to model and visualize the impact of delays and risks in a way that leads to good mitigation decisions. Understanding what risks and events are causing the most impact is the first step for identifying what mitigation efforts give the biggest bang for the buck. Its not until we put a dollar value on a risk or dependency delay that action is taken with vigor.
Topics explored include
- How to estimate the impact of organizational design and dependency management
- How to get teams to identify and estimate impact of risks and delays
- How to identify risk and delays in historical data to determine impact and priority to resolve
- How risks and delays compound and impact delivery forecasts, and what this means to forecasting staff and delivery dates
Troy Magennis has more than 20 years of experience in IT, software engineering, risk management, and quantitative analysis/modeling. He coaches and consults with organizations that want to transition to Agile to improve quality, time-to-market, and value via metric-driven programs, and assists them with risk mitigation and portfolio planning. He has worked with clients such as Walmart, the U.S. Department of the Treasury, and Siemens. Troy held a wide range of technical and executive management positions for global brands such as lastminute.com, Travelocity, Sabre, Corbis, Skype and Microsoft.
Troy received the Brickell Key Award for his work in forecasting and modeling Agile projects. He has held track chair positions for Agile and Lean conferences (Agile 2013 and Modern Management Methods 2014). Troy's most recent book, Forecasting and Simulating Software Development Projects, outlines many of the quantitative techniques he uses.