Agile for Project Managers

AGILE PROJECT LEADERSHIP

AN INTRODUCTION

JOY OF WORK (ARBEJDSGLÆDE)

Relationships+

Results

Source: Happy hour fra 8 til 16, Alexander Kjerulf

EXPECTATIONS?

Welcome and

expectationsWhy Agile

Introduction

to Agile

Introduction

to ScrumLeadership Next Step Closure

Content

WANT A HIGHER RETURN ON INVESTMENT?

THE BUSINESS CASE

§ Estimated project window: 3 years

§ Expected monthly revenue: 300.000

§ Monthly development cost: 250.000

§ Development months: 12

§ Release cost: 100.000

§ Total cost: 3.100.000

ROI

-4.000

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-1.000

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sand

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One release

WHAT IF WE SPLIT INTO MORE RELEASES?

§ Estimated project window: 3 years

§ Expected monthly revenue: 300.000

§ Monthly development cost: 250.000

§ Development months: 12

§ Release cost: 100.000

130.000 90.000 60.000 20.000

ROI – TWO RELEASES

130.000 90.000 60.000 20.000

80.000220.000

-4.000

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One release Two releases

ROI – FOUR RELEASES

130.000 90.000 60.000 20.000

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0

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One release Two releases Four releases

ROI – DROP FINAL RELEASE

130.000 90.000 60.000 20.000

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One release Two releases Four releases Drop final release

DON’T FALL IN LOVE WITH YOU PRODUCT

Google Buzz

Launched: 2010Discontinued: 2011

Google Wave


Google Answers


15

GET EARLY AND FREQUENT FEEDBACK FROM

REAL USERS!

Welcome and


Introduction

to Agile

Introduction


Content

AGILE IS TO SCRUMAS BEER IS TO CARLSBERG

THE SPECTRUM OF PROCES COMPLEXITY

Agile projects

Structured projects

Chaotic projects

INIVIDUALS & INTERACTIONS

WORKING SOFTWARE

CUSTOMER COLLABORATION

RESPONDING TO CHANGE

PROCESS & TOOLS

COMPREHENSIVE DOCUMENTATION

CONTRACT NEGOTIATION

FOLLOWING A PLAN

OVER

OVER

OVER

OVER

THE AGILE MANIFESTO

AGILE PRINCIPLES

1. Satisfy the customer through early, continuous delivery

2. Welcome changing requirements, even late

3. Deliver working software frequently

4. Business people and developers collaborate daily5. Build projects around motivated individuals6. Convey info via face-to-face conversation

7. Primary progress measure: working software8. Maintain a constant pace indefinitely

9. Continuously demonstrate technical excellence10. Simplify; maximize amount of work not done

11. Self-organize12. Retrospect and tune behavior

ACTUAL IMPROVEMENTS FROM IMPLEMENTING AGILE

Welcome and


Introduction

to Agile

Introduction


Content

DEVIDE & CONQUER

INSPECT & ADAPT

CREATE TRANSPARENCY & VISIBILITY

BUILD INCREMENTALLY: ACCELERATE VALUE DELIVERY

4 444 :Documents Documents Unverified System System

THE SCRUM PROCESS

Sprint Retrospective

Sprint Review

SprintPlanning

ProductBacklog

Customer-ReadyProduct Increment

Collect feedbackand repeat

Daily Stand-up

Sprint1-4 weeks

PRODUCT BACKLOG – A PRIORITIZED WISH LIST

§ Transparent

§ Specifications are basically just a wish list… (inventory of “desirements”)

§ Ordered/prioritized by value, dependencies, risk and estimations

§ Owned and managed by the Product Owner

§ Estimated and delivered by the team

Re-prioritized

New request

Refinedrequest

Bigoriginalrequest

Discarded

PRODUCTBACKLOG

SCRUM ROLES

Line Manager supports, team and removes obstacles for the

WHOLE TEAM.

Objective:EXCELLENT PLACE TO WORK

ScrumTeam

ProductOwner

DevelopmentTeam

ScrumMaster

Objective:EFFECTIVE

PROCESS

Objective:BUILD THE PRODUCT RIGHT

Objective:BUILD THE RIGHTPRODUCT

TEAM DISCUSSING REQUIREMENT

THE SCRUM EXECUTIVE LEADERSHIP’S “BILL OF RIGHTS”

A leadership team can reasonably request and expect to receive:

§ The team’s current Velocity§ How it has been trending over time

§ Includes list of key impediments that must be removed to increase velocity

§ The current estimate of outstanding product backlog items§ Includes an estimated time to completion using current velocity

§ A rough release plan by feature/epic

§ A financial roadmap for the next year

§ The current level of Technical Debt (bugs, internal projects, and other overhead) that needs to be completed§ Includes business case based plan to eliminate technical debt

It's not enough that management commit themselves to quality & productivity, they must know what it is they must do.

Such a responsibility cannot be delegated.

- W. Edwards Deming

People are already doing their best; the problems are with the system.

Only management can change the system.

- W. Edwards Deming

BARRIERS TO FURTHER AGILE ADOPTION

COLLABORATIVE LEADERSHIP BY RICHARD BRANSON

VS.

Believe Power comes from their Position of Authority

Believe Power is greatest in a Collaborative Team

Maintain Ownership of Information Openly Share Information and Knowledge

Sometimes Listen to Suggestions and Ideas from the Team

Encourage Suggestions and Ideasfrom their Teams

Deliver the Approved Solution to their Team Facilitate Brainstorming with their Team

Allocate Time and Resources Only when Proven Necessary

Enable their Team by Allocating Time and Resources Right Away

Adhere to Specific Roles and Responsibilities

Allow Roles and Responsibilities to Evolve and Fluctuate

Fight Fires and Focus on Symptoms Seek to Uncover the Root Causes of Issues

Review Staff Performance Annually According to Company Policy

Offer Immediate an Ongoing Feedback and Personal Coaching

COLLABORATIVE LEADERSTRADITIONAL LEADERS

TODAY TOMORROW(Just about…) (More of this…)

Project members areallocated to projects Projects are given

to stable teams

THE 2014 WHITE PAPER “THE IMPACT OF AGILE QUANTIFIED,” BASED ON THE ANALYSIS OF THE PROCESS AND PERFORMANCE DATA OF NEARLY

10,000 TEAMS, INDICATED THAT

STABLE AGILE TEAMS RESULT IN UP TO

60% HIGHER PRODUCTIVITY.

- One plan- One who plans

We plantogether!

Self-organization

“Home”is in your

department

“Home”is in the team

COMMUNICATION, DIALOGUE, VISIBILITY, PRESENCE

§ You cannot not communicate

§ Silence is also communication

§ Not being present is also communication

§ People need you, your time, and your listening skills

§ Dialogue provides safety and comfort

THE FIVE DYSFUNCTIONS OF A TEAM

Absence ofTRUST

Fear ofCONFLICT

Lack ofCOMMITMENT

Avoidance ofACCOUNTABILITY

Inattention toRESULTS

GUIDING AGILE PRINCIPLES

§ Understand together

§ Plan together

§ Execute together

§ Demo together

§ Reflect together

NEXT STEP?

MARTIN ELLEMANN OLESENAGILE LEADERSHIP COACH

[email protected](+45) 31 32 40 22

@MEOLESEN

21LEADERSHIP.COM

MAKE THE WORLD A BETTER PLACE – ONE COMPANY AT A TIME

AGILE PLANNING

How to get an idea into a prioritizedlist of estimated User Stories?

FIND THE RIGHT BALANCE…

LONG-TERMVS

SHORT-TERM

REASONS FOR RELEASE: SOME ARE BETTER THAN OTHERS

• Something a customer required that will create value for them.Customer Requests

• Changes that take advantage of an opportunity to gain market share or grow the market.Market Opportunity

• Made to comply with a legal requirement.Required Release

• Meets agreement to deliver specific functionality to a customer, prospect or partner.Commitments

• Changes to ensure offering matches or exceeds competitors’ capabilities.Competitive Response

• Commitment to the market to release new features and/or fixes, driven by a certain schedule.Major Release

• Correction of defects and technical enhancements (refactoring).Maintenance

Be

tter

If a release only consists of items from below the dotted line there is a significant risk that the Product Owner and other stakeholders will loose interest in the release during developments. The release should therefore preferably include at least one or two stories from above the red line.

Prioritization Estimation

Understanding

The Product Backlog Iceberg

Product Owner

Sprint 1 Sprint 2 Sprint 3 Sprint 4

Development team

Release Plan

PLANNING WITH AN ICEBERG

ESTIMATE WITH PLANNING POKER

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Xxx xxxXxxxx xxxx xxxx xxxxx xxxxx xxxxx xxxxx xxxxxxxxxx xxx xxxxxx xxxx

Xxx xxx

Xxxx

Business value Risk Estimat

Estimate Prioritize Releases

Withdraw moneyCustomer withdraw money. Choses between pre-set amounts or enters amout.

Withdraw money

Customer

Accounting

Business value Risk Estimate

Transfer moneyXxxx xxxx xxx. Xxxxxx xxxxx xxxx xxxxxx xx xxxxxx xxxx xxxxxxx xxxxxx

Transfer money

Kunde

Accounting

Business valueRisk Estimate

Create training courseXxxx xxxx xxx. Xxxxxx xxxxx xxxx xxxxxx xx xxxxxx xxxx xxxxxxx xxxxxx



Xxx xxx

Xxxx


Product Ownerpresents

User StoryDevelopment team discuss and note

Done/demo bullets

Development team estimate

13

8

Only 1 and 8 arediscussed

Development team estimate

55

5

Product Owner listens andcorrects misunderstandings,

ask questions,answer questions 5X

Scrum Masterfacilitates

Done / Demoo Xxxx xxxo Xx xxxxxxxxo Xxxx xxxxx xx

Done / Demoo Xxxx xxxo Xx xxxxxxxxo Xxxx xxxxx xx

Pick a fairly small and well known User Story and set the estimate to

3

PRIORITIZE AND ORDER

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Xxx xxx

Xxxx




Withdraw money

Customer

Business value Risk


Transfer money

Kunde

Accounting





Xxx xxx

Xxxx


Product Owner place cards in order of prioritywhile they are talking and thinking loud

Development team listens and ask questions


5X8 13 13

Done / Demoo Xxxx xxx




Business Value

Risk

Dependencies

3. Plan releases and Dates

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Xxx xxx

Xxxx




Withdraw money

Customer

Business value Risk


Transfer money

Kunde

Accounting





Xxx xxx

Xxxx


Users listen and ask questions

Development team splitsStories in sprints

5X8 13 13





January February March


HW

User interface

OS

…

…

I1 I2 I3

”Minimum viable product”

”Potential releases”

PLAN TO DELIVER IN SLICES

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Early Often

”Minimum viable product”

PLAN TO DELIVER EARLY & OFTEN

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SOME OF THE BENEFITS OF AGILE

Demo of potential release after each sprint

=TRANSPARENCY

Fixed length sprints with frequent deliveries =PREDICTABILITY

Agile for Project Managers

Leadership & Management

Transcript of Agile for Project Managers