Ann Halloran Adrian Pyne Brian Wernham

The Agile Roadshow

APM Scottish Conference 10 September 2015

1. What does Agile look like at a project level?

(Pairs Exercise)

2. What landscape is needed and how can I build capability?

3. How can I convince my Stakeholders?

4. How do I address the barriers to Agile PM?

(Groups Exercise)

Content

The ‘Big Design Up Front’ is born…

The result…

Adapting to change is as difficult as swimming up a waterfall…

HOW IS AGILE PROJECT MANAGEMENT DIFFERENT?

Agile Project Management Principles

Source: DSDM Consortium

Diagram reproduced with the kind permission of the DSDM not-for-profit consortium

Traditional

Approach

Agile Project

Management Approach

MoSCoW Prioritisation

Design Build Test Deploy

Increment Increment Increment Increment

Traditional

Approach

Agile PM

Approach

Timeboxing

Diagram reproduced with the kind permission of the DSDM not-for-profit consortium

Diagram reproduced with the kind permission of the DSDM not-for-profit consortium

AgilePM Roles

Can you identify the Role Descriptions?

Pairs Exercise

1. What does Agile look like at a project level?

2. What landscape is needed and how can I build capability?

3. How can I convince my Stakeholders?

4. How do I address the barriers to Agile PM?

Content

Projects are Viruses

Vision

Strategy

Technology Process

Policies

Values Organisation

Rules

Behaviours

Symbols

Relationships

Perceptions

Beliefs Assumptions

Unwritten rules

Common practice

Organisation Culture

Vision

Value

Performance People

Practice

Capability Building Blocks

Building an Agile Capability

Open Minds

Capability components

Make the Change

Embed the Change

Tools

Process

People

1. What does Agile look like at a project level?

2. What landscape is needed and how can I build capability?

3. How can I convince my Stakeholders?

4. How do I address the barriers to Agile PM?

Content

FBI: The Need For Change

Project 1: Virtual Case File (VCF) 2002- 2005

- no delivery

- cancelled at $300m cost

Project 2: Sentinel 2006-2010

- no delivery

- cancelled at $400m cost

FBI Traditional Project Attempts…

Agile Project Management to the rescue!

Success at Last!

• Project 3: Agile • Modular

• 2011-13 incremental delivery

• $99m cost vs. $700m previously wasted

Creative Scotland

• £75m public funding for 49 arts projects

• Problem: • Project-based

grants starved smaller arts orgs

• Solution: • Regular Funding

Portfolio • Constant flow of £s

• High arts quality

Don’t be slaves to process!

Be Outcome Focused

Perceptions of desirable

outcomes change…

Innovative

projects using

Agile

Hybrid Programmes

(some Agile, some not Agile)

Traditional

Programmes

Can you use Agile with existing Project Management approaches?

1. What does Agile look like at a project level?

2. What landscape is needed and how can I build capability?

3. How can I convince my Stakeholders?

4. How do I address the barriers to Agile PM?

Content

I want to run an Agile Project!

The Holmes Partners

https://www.youtube.com/watch? v=4u5N00ApR_k

1. What does Agile look like at a project level?

2. What landscape is needed and how can I build capability?

3. How can I convince my Stakeholders?

4. How do I address the barriers to Agile PM?

Content

What are the barriers that might prevent an Agile way of working?

Group Exercise

Innovation is needed

Project is new

Forecasts are unreliable

Many options are possible

Requirements are unclear

Agile Project Management works when..

1. What does Agile look like at a project level?

2. What landscape is needed to support Agile PM?

3. How do I build an Agile PM capability?

4. How can I convince my Stakeholders?

5. How do I address the barriers to Agile PM?

Content

Contacts Adrian Pyne

E: a.pyne@btconnect.com

M: +44 7767 822 842

Brian Wernham

E: brian.wernham@gmail.com

M: + 44 7815 618 187

Ann Halloran

E: a.halloran@gmail.com

M: + 44 7908 454 767

Thank you for listening and contributing!

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