20110412 Agile Project Management

8/2/2019 20110412 Agile Project Management

1/41

Project Management

1


2/41

Project Management

2

At the conclusion the audience will have a better understanding

of the term agile in context with development projects.

Objective


3/41

Project Management

What is AGILE?

Agile is a method that uses continuous stakeholderfeedback to deliver high quality code through usecases and a series of short time-boxed development

iterations.

3


4/41

Project Management

4

What is Agile? Agile is not a methodology, but is a conceptualframework for undertaking software engineering projects.

Agile Manifesto (2001 Agile Alliance, 17 key individuals) Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

Agile Principles(agilemanifesto.org/principles.html )

1Our highest priority is to satisfy the customer through early and continuous delivery of valuablesoftware

2Welcome changing requirements, even late in development. Agile processes harness change

for the customer's competitive advantage.

3Deliver working software frequently, from a couple of weeks to a couple of months, with a

preference to the shorter timescale

4 Business people and developers must work together daily during the project

5Build projects around motivated individuals. Give them the environment and support they

need, and trust them to get the job done.

6The most efficient and effective method of conveying information to and within a developmentteam is face-to-face conversation

7 Working software is the primary measure of progress

8Agile processes promote sustainable development. Sponsors, developers, and users shouldbe able to maintain a constant pace indefinitely.

9 Continuous attention to tech. excellence and good design enhances agility

10 Simplicity--the art of maximizing the amount of work not done--is essential

11 The best architectures, requirements, and designs emerge from self-organizing teams

12At regular intervals, the team reflects on how to become more effective, then tunes and

adjusts its behavior accordingly

Agile Models Key Attributes

eXtreme Programming

(XP)

Based on values of simplicity/communication/feedback/courage

Start with simple solution, add complexity through refactoring

Frequent feedback through unit, integration and acceptance testing

Four development phases: coding, testing, listening, designing

Scrum

Daily 15-minute Scrum to discuss work for the day

Divide projects into 30-day Sprints

Backlog of requirements to be addressed in each Sprint

Retrospect at end of Sprint to review progress / revise backlog

Open-UP Simplified Rational Unified Process (RUP): reduced no. of disciplines

Uses RUPs four phases: inception, elaboration, construction, transition

Crystal Key mechanisms: frequent delivery; reflective improvement; close

communication with personal safety; access to expert users; automatedtesting; frequent integration; and configuration management

Adaptive

Repeating cycles: speculate, collaborate, learn

Provides for continuous learning / adaptation to changing project state

Dynamic SystemsDevelopment

Method (DSDM)

Three primary phases: pre-project, project life-cycle , post-project

Project life-cycle phase consists of feasibility study, business study,

functional model iteration, design/build iteration, and implementation

Feature DrivenDevelopment

Key mechanisms: more value on design then the code is the design;model-driven; develop feature list; and plan, design, build by feature
http://agilemanifesto.org/principles.htmlhttp://agilemanifesto.org/principles.html


5/41

Project Management

5

Agile Adoption Challenges

Potential pitfalls: Resistance to collaboration

Waterfall culture

Low-trust environment

Unwillingness to change

Rigid management hierarchy

Little development experience

Lack of automated tool support

Very expensive to redeploy the system.

Significant dependencies on new hardware

development.

They feel they are doing a good job withnon-agile approaches.


6/41

Project Management

6

Requirements are dynamicand difficult to lock down

Reduce risk of adopting newtechnologies

BUSINESS participation as a project team memberJoint requirements, design and prototyping sessionsUse of visual modelling and prototyping toolsDocumentation of results vs. targetsTeam elaboration of requirements with flexible scope change

Iterative approach allowing key components to be developed toaddress Ill know it when I see it mentality

Deliver business value morequickly

Architects participate and direct lead developersHigh risk proof of concepts are performed early in the projectRight skills are dedicated to the project team

Key Challenges Common Agile techniques

Agile (or Rapid) techniques have been used for decades, to resolvekey challenges that adversely impact solution development projects

Prioritization of requirements based on business objectivesTime boxing to fixed dates and fixed costIncremental delivery of highest priority project components firstDecomposition of large initiatives into multiple releasesSmall, dedicated, co-located teams in teaming environment

Lean process framework and limited documentation


7/41

Project Management

Why Are Organizations Adopting Agile Strategies?

7

Dr. Dobbs Journal (DDJ) 2008Project Success Survey:

Agile teams have an averagesuccess rate of 70% comparedwith 66% for traditional/waterfall

teams Agile teams produce higher quality

work, are quicker to deliver, aremore likely to deliver the rightfunctionality, and more likely toprovide greater ROI than

traditional teams

Detailed results online atwww.ambysoft.com/surveys/

0.8

0.8

2.7

0.4

0.8

0.2

1.8

2.3

4.0

3.0

5.6

5.0

4.4

3.9

6.0

4.9

Time

Money

Functionality

Quality

Agile

Iterative

Traditional

Ad-Hoc


8/41

Project Management

8

Being Agile Needs More than a Set of Practices;

It Needs a Change in Thinking!

Change Avoidance

Plan-driven Prescriptive

Task-oriented

Mistrust

Faith in Process and Technology

Technology Driving People

Abstraction for Understanding

Same Time, Same Place

Change Acceptance

Empirical Feedback Reactive

Goal-oriented

Trust

Faith in People

People Supported by Technology

Abstraction for Execution

Anywhere, Anytime

The Old Way The Agile Way

The biggest risks for agile adoption are not processes or tools it's fear of change and

misunderstanding agile values.


9/41

Project Management

9

Planningapproach

Status

Agile

We don

t need anystinking projectmanagers

Just-in-time, next iterationfocused, architecture andusability often fall throughthe cracks

Many missed due to lackof planning

High focus on blockerremoval on a daily basis

Burn down of effortwithin an iteration is oftenthe only stakeholder levelstatus provided

Goals for 30 dayiterations and sprintselected from backlog ofrequirements

Traditional

PM often becomes anun-empowered projectadministrator

Commit too early tolevels of detail that areunknown throughoutwaterfall phases

Too often accepted andreacted to and allowed toadversely impact delivery

Issue identification lagsthe need for the team tohave it resolved

Something the PMrecords during their oneweekly meeting with theteam

Change to scope =change to deadline andbudget

Agile With Discipline

PM is able to empower andshepherd the team, and keepsteam focused and productive

End-to-end planning for agiletechnique usage withparticipation of key specialists

Risks are identified andmitigated by proactive, out of thebox thinking

Daily issue identification andresolution

PM is always aware of status,and provides summary toStakeholders on a weekly basisincluding a burn down of storycompletion against the iterationbaseline

Baseline three iterations, thenallow variation of prioritizedscope within fixed deadline andbudget

Role of PM

Risks

Issues

ScopeMgmt

The case for Agile with Discipline from the Project Management perspective.


10/41

Project Management

10

Position Paper Overview

1. Project Management is still required.2. Agile Projects must comply with the

Business Management System wherethey operate.

3. Agile Projects requires some type ofProject Management System tailored thethe existing project managementmethodology.

4. Agile projects typically form a componentor portion of a larger project

Requires a light PM system at theScrum level

Most of the PM system resides atthe overall project level

5. Existing Agile management methods(e.g., Scrum) form a minimum PMsystem with many activities of the totalPM system residing outside of theScrum.

Key Messages


11/41

Project Management

Mainstream Agile Practices

11

Continuous Integration

Test Drive Development (TDD)

Refactoring

Regular Deployment of Working

Software Non-Solo Development

Configuration Management

Agile Testing

Agile Documentation


12/41

Project Management

Length of Iterations (% respondents)

12

82% have iterations between 1 and 4 weeks in length:

3%

9%

33%

17%

23%

7%

2%

1%

6%

< 1 Week

1 Week

2 Weeks

3 Weeks

4 Weeks

5-6 Weeks

7-8 Weeks

> 8 Weeks

No Iterations

Source: Dr Dobbs 2008 Agile Adoption Survey


13/41

Project Management

13

Project Overview

1. Scrum has emerged as the predominate method to manage Agile Projects.2. Scrum has well defined methods to manage code development and test.

3. These methods form a minimum PM system within the Scrum

Minimum planning is required in the form of a Release plan and Iteration Plan.

Tracking and Control occurs via Daily Scrum Meeting and Burn down charts.

Technical Change Management occurs as a byproduct of Agile.

Risk is minimized via frequent stakeholder reviews and input.

Issue Management occurs informally and through the Daily Scrum meeting.

Scrum Management Methods


14/41

Project Management

14

Project Overview

1.Overall Project requires a Project Management system and managed by aProject Manager

2.Project Manager must off load or buffer the Scrum from activities that are not

related to code development and test to enable the Scrum to be fully Agile

3.If the Project Manager is also the Scrum Master then the role must change fromPM of the overall project to Facilitator when working with the Scrum

4.Role of the Scrum Master is different that PM and is defined by the Agileapproach as a facilitator and not a manager.

Role of the Project Manager in managing the non Agile aspects of theproject which is similar to managing a traditional project. However,

managing the Agile portions requires some changes in behavior.


15/41

Project Management

15

1. Business Management System Requirements.

2.Activities not related to code development and unit testing.

3. Executive and Management reporting.

Enable the Scrum team to remain totally Agile.

The overall project with a project management systemneeds to offload or buffer the Scrum Team from:


16/41

Project Management

Disciplined Agile Teams

16

1. Produce working software on aregular basis.

2. Do continuous regression testing,and better yet take a Test-DrivenDevelopment (TDD) approach.

3. Work closely with their stakeholders,ideally on a daily basis.

4. Are self-organizing, and disciplinedteams work within an appropriategovernance framework.

5. Regularly reflect, and measure, on

how they work together and then actto improve on their findings in atimely manner.


17/41

Project Management

Agile project teams, when compared to waterfallproject teams.

17

Enjoy higher success rates.

Deliver higher quality.

Have greater levels of stakeholdersatisfaction.

Provide better return on investment(ROI).

Deliver systems to market sooner.


18/41

Project Management

18

Source: Dr. Dobbs Agile Community Survey

82%

78%

77%

37%

Improvements from using Agile Methods


19/41

Project Management

19

Project Overview

1. Become familiar with AGILE and take some education.

2.Complete specific Agile training for your Company and Business Unit.

3. Read materials on the Agile.

4. Contact other Agile Leaders within your organization, business unit, company,industry and try to get any other guidance.

Before starting an Agile Project, the Project Managershould:


20/41

Project Management

20

RequirementsDesignDevelop/TestUser AcceptanceUsability Test

Integration Test with

XXX to AAA

Agile Development combines Iterative & Incremental Delivery

A/B/CConcept Plan Develop Qualify Roll out

Waterfall

Agile

Concept Integrated &Aligned

SMB(Europe & AP)

Brands(above Client Id)

Refine & AddFunction

Refine &Add

FunctionRollout

Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration n





Integration Test

with XXX to BBB

User AcceptanceUsability Test

Prepare Education & Communications for Users

A k b t th


21/41

Project Management

21

April 2008

Raleigh

Ask about thehandout!

DefineStakeholders

Define CriticalRequirements

Create the VisionWrite Initial User

Stories

Confirmprioritization of

user stories

Define UserRoles

Initialprioritization of

user stories

Confirm CriticalRequirements

Write AdditionalUser Stories

Confirm UserRoles

Concept Phase in Discovery Session

EstimateComplexity/

Intensity highpriority stories

Plan the releasePlan Iteration 1

and 2

Iteration Planning ( Iteration 1/2 planning is done as part of discovery session)

Decide on userstories that canbe implemented

Declare IterationGoal

DecomposeStories into

Tasks

Size the tasks inideal hours

EstimateIteration

burndown

Write all testcases Dailyscrums

RefineRequirements Monitor velocityfor iteration and

Release

Reflect on theprocess

Present the valueto the client

Iteration Create the Value

Iteration Reflect

CONCEPT

PLAN,

DEVE

LOP,QUALIFY

Develop TargetOperating Model

ServiceOffering

Questionaire

Create HighLevel

Architecture /System Context

Create EstimateFor

Release

User StoryReview

Develop AgileStatement of

Work

Detail DesignTest Driven

Development

User ExperienceDesign

ContinuousIntegration

ElaborateBusiness Model

(Level 5-7)

System / UserExperience

Testing

User AcceptanceTesting

Concept Phase prior to Discovery SessionPre-Concept

UpdateBurndown for

Release

Periodic Virtual DCPReport of Delivered Content / Interim

Estimates:

Cadence Determined at Concept Exit

MonitorIteration

Burndown


22/41

Project Management

22

Iterations allow for mid course corrections

As Knowledgeincreases Leaders

use iterations toguide project towards

enhanced goal

Planned Path

Actual Path

Actual

Completion

Start

Zone of successPlanned

Completion

IncreasingK

nowledge


23/41

Project Management

23

Closing thoughts about Projects

The more desperate the situation the more optimisticthe progress report.

Nothing is impossible for the person who doesnt

have to do it. If at first you dont succeed, rename the project

Everyone wants a strong project manager - until theyget him.

The worst project managers sleep at night. Projects dont fail in the end; they fail at conception.

Source: Znet
http://blogs.zdnet.com/projectfailures/?p=2024http://blogs.zdnet.com/projectfailures/?p=2024


24/41

Project Management

Agile Manifesto for Agile Software Development

24

We are uncovering better ways of developing software by doing it andhelping others do it. Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right, we value the itemson the left more.

http://agilemanifesto.org/


25/41

Project Management

Principles behind the Agile Manifesto

25

Our highest priority is to satisfy the customerthroughearly and continuous deliveryof valuable software.

Welcome changing requirements, even late indevelopment. Agile processes harness change forthe customer's competitive advantage.Deliver working software frequently, from acouple ofweeks to a couple of months, with a

preference tothe shorter timescale.

Business people and developers must work togetherdaily throughout the project.

Build projects around motivated individuals. Givethem the environment and support they need,andtrust them to get the job done.

The most efficient and effective method of conveyinginformation to and within a development team isface-to-face conversation.

Working software is the primary measure of progress.

Agile processes promote sustainable development.The sponsors, developers, and users should be able tomaintain a constant pace indefinitely.

Continuous attention to technical excellence and gooddesign enhances agility.

Simplicity--the art of maximizing the amount of worknot done--is essential.

The best architectures, requirements, and designsemerge from self-organizing teams.At regular intervals, the team reflects on how tobecome more effective, then tunes and adjusts

its

behavior accordingly.

http://agilemanifesto.org/principles.html

We follow these principles:


26/41

Project Management

26


27/41

Project Management

The SCRUM Process

NOTE: Sprint and Iteration are used interchangeably and mean the same thing


28/41

Project Management

P j M


29/41

Project Management

Pigs and Chickens

P j M


30/41

Project Management

SCRUM Roles

P j M


31/41

Project Management

SCRUMS Key Artifacts

P j t M t


32/41

Project Management

Sprint Planning Meeting

Hosted by ScrumMaster

Attended by all

Input: Product backlog, existing product,business and technologyconditions

1. Select highest priority items inBacklog; declare the sprint goals

2. Team turns selected items intoSprint Backlog

Output: Sprint Goal, Sprint Backlog

Key Meetings

Daily Scrum


Attended by development teamSame time every day

Answer

1. What did you do yesterday?

2. What will you do today?

3. Whats In your way?

Team updates Sprint Backlog

Scrum Master updates Blocks List

Sprint Review Meeting


Attended by all

Informal, 4 hour, informational

Team demos increment

All Discuss

Hold reflection

Announce next Sprint Planning Meeting

NOT status forthe ScrumMaster

BUTCommitments infront of peers

P j t M t


33/41

Project Management

The SCRUM Process

P j t M t


34/41

Project Management

Daily Scrums

Daily 15 minute status meeting: Same place and time every day;

Meeting room;

Chickens and pigs;

Three questions;

What have you done since last meeting?

What will you do before next meeting?

What is in your way? Impediments; and

Decisions

P j t M t


35/41

Project Management

Scrum Masters

Responsible for:

1. Removing the barriers between development and the customer so thecustomer directly drives development;

2. Teaching the customer how to maximize ROI and meet their objectivesthrough Scrum;

3. Improving the lives of the development team by facilitating creativity andempowerment;

4. Improving the productivity of the development team in any way possible;and,

5. Improving the engineering practices and tools so each increment offunctionality is potentially shippable.

A Scrum Master is always driving towards conformance to VALUE, notconformance to PLAN.

Project Management


36/41

Project Management

Done ?!

Project Management


37/41

Project Management

Definition of Done

At the end of each iteration:

No Sev 1s or Sev 2s No Sev 3s or Sev 4s the team has not agreed to Code is unit tested, function tested, system tested, performancetested, tested end-to-end, and included in appropriate green threads A meaningful stakeholder review has been conducted

Can this really be done? This puts a high premium on:

Valuable, maintained, nested automation Appropriate code coverage (e.g. 80%) True test-driven development Avoiding technical debt Continuous integration (e.g. Cruise Control) Really understanding what quality code looks like

Project Management


38/41

Project Management

Technical Debt

Time

Bug

Bac

klog

Iterative Waterfall

Project Management


39/41

Project Management

You know youre not iterative when

Iterations are longer than 6 weeks. They are not time-boxed.

Team tries to finish all specification before programming.

Iteration doesnt result in workable code.

Iterations dont include testing. You know you do not use Scrum when

The team doesnt know who the product owner is.

Your product backlog doesnt contain estimates.

You cannot generate a release burn-down chart and you dont know yourvelocity.

There is a project manager in the project who is interfering with the team (notthe Scrum Master).

Nokia Checklist

Project Management


40/41

Project Management

Project Management


41/41

Project Management

41

20110412 Agile Project Management

Documents

Transcript of 20110412 Agile Project Management