The Declaration of Interdependence has been updated slightly to reflect some new wording. Since my domain is a few layers above the development of code, it is useful to put the DoI in another context. This context is large scale product and process development guided by SEI CMMI IPPD processes and test the applicability to general project management - which is now the stated goal of agile project management. The context here is a large - possibly one of the largest procurements of man-rated space flight hardware in recent memory - the replacement for the Space Transportation System (STS).
- We increase return on investment by making continuous flow of value our focus - iterative delivery of design, verifiaction, "simulation based acquisition," fabrication, test flight hardware and software is a critical success criteria for any complex development program. Most large programs are classified as "discovery design" meaning - this has not been done before, so we have to discover how to not only build the machine but build the processes that build the machine. This is an incremental and iterative process. All activities MUST deliver measurable value otherwise the investment of public money will be wasted
- We deliver reliable results by engaging customers in frequent interactions and shared ownership - on site customer for large programs is now the norm. The systems engineering aspects of these programs requires direct feedback - usually on a formal monthly basis - from the various participants. But daily feedback is also the norm, with morning briefings, afternoon wrap ups, and weekly Earned Value.
- We expect uncertainty and manage for it through iterations, anticipation, and adaptation - uncertainty is not only expected it is unavoidable. Uncertainty is addressed through probabilistic risk management, Technical Performance Measures and Earned Value measures against this risk.
- We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating and environment where they cam make a difference - innovation is at the core of Integrated Product and Process Development (IPPD). Discovery design programs have "down select" cycles where innovative solutions drive the selection process.
- We boost performance through group accountability for results and shared responsibility for team effectiveness - Integrated Project Teams is a common business organizing approach in aerospace as well as construction. "Integrated" usually means shared responsibility and certainly shared accountability, but these responsibilities and accountability's are based on a contractual arrangement as well - due to the sums of money involved - Billions at times.
- We improve effectiveness and reliability through situationally specific strategies, processes and practices - this is where the DoI falls a bit short. The process and practices in large discovery development projects usually have more formality built around there processes and practices. In the spacecraft business this is driven by human flight safety. In the biotechnology world, 21CFR and life safety. In petrochemicals the same. same for large ERP Enterprise Architecture projects.
The point of this tour of large complex projects is to show that the DoI, once a context is established, can be extended beyond the small co-located, customer on site, 3 by 5 card requirements driven software development organization into more general project management realms.
What results is the realization that the DoI is embedded in mature project and program management processes already. The "paradigm shift" may be coming late to the software development domain, but it has be in place and operational in aerospace and large construction for many years.
Not only is Agile Project Management applicable outside software development, the principles of DoI can be applied directly to large non-software projects once the contextual contraints are defined.
