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  • Agile Planning, Tracking and Project ManagementBoot Camp

    XP Agile Universe ConferenceCalgary, Alberta, Canada

    August 15, 2004

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Your Instructor

    Paul HodgettsFounder and CEO of Agile LogicTeam coach, trainer, consultant, developer21 years overall, 4 years agile experienceContributing author (Extreme Programming Perspectives)Presenter at conferences (ADC, XPAU, JavaOne)Agile Alliance Program DirectorMember of CSUF agile advisory boardContact info: www.agilelogic.com phodgetts@agilelogic.com

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Why Is Agile Project Management Hot?

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    This Tutorial

    Looks at agile development from a project managers perspectiveInformation useful to understanding how to do project management for an agile projectExercises to help gain a feel for some of the concepts and practices

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    The Plan

    Agile Project Management ConceptsThe Agile Project CommunityThree Views of an Agile ProjectManaging the Project

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Agile Project Management Concepts

    What Is Agility?What Benefits Are We Trying to Gain from an Agile Approach?What Makes Agile Project Management Different?The Agile Process Landscape

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    What Is an Agile Process?

    According to the Merriam-Webster on-line dictionary agile means:

    1: marked by ready ability to move with quick easy grace;2: having a quick resourceful and adaptable character.

    In agile software development, agile tends to mean the ability to respond to change.

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Change in Projects

    Changes in Requirements and PrioritiesChanges from Technology and ToolsChanges from PeopleChanges from the Inherent Complexity of Software

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Changes in Requirements and Priorities

    Stakeholders learn from the solutionLearn what their true needs areLearn how to better communicate their needs

    Business environment and conditions changeBusiness processes are re-engineered

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Changes from Technology and Tools

    We are often learning new things on the flyActual capabilities may vary from expectationsCombinations create compatibility issuesNew versions are released

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Changes from People

    Team composition changes over timeTeam interactions are complexIndividual behavior can be unpredictable

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Changes from the Inherent Complexity of Software

    Network of dependencies is very largeSolutions need recursive feedback and validationDifficult to predict activities and dependencies

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Agile Project Management Concepts

    What Is Agility?What Benefits Are We Trying to Gain from an Agile Approach?What Makes Agile Project Management Different?The Agile Process Landscape

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    What Are We Trying to Gain With an Agile Process?

    Respond to change and leverage learningDeliver the highest business value (ROI)Decrease time-to-deliveryIncrease productivity and efficiencyProduce better quality solutionsCreate a more fulfilling development culture

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Agile Project Management Concepts

    What Is Agility?What Benefits Are We Trying to Gain from an Agile Approach?What Makes Agile Project Management Different?The Agile Process Landscape

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Whats Really Different About Managing an Agile Process?

    Iterative and incrementalParallel and concurrent, not phasedPlanned around deliverables, not activitiesDynamic project balancing via scope adjustmentsHeavy emphasis on collaborationManagement by facilitation

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Iterative and Incremental

    IterativeRepeatedly executing nested process cyclesIterations provide synchronizing pointsIterations provide feedback points

    IncrementalSystem is built in progressive stagesIterations add features and refinementsEach increment is a working system

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Phased vs. Concurrent Activities

    Phased ApproachGathers similar activity types togetherPreference towards serial completionUltimate in phased approach is waterfall

    Concurrent and ParallelActivities occur opportunisticallyActivities of all types happening at same timePartial completion considered the norm

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Predictive Planning

    Creation of comprehensive activity-based plansExecution of defined activities to follow planManagement by controlling activities to conform to plan

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Agile Planning

    Creation of prioritized set of deliverablesOpportunistic execution of activities to create deliverablesManagement via feedback and adaptation

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    The Classic Trio of Software Development

    ResourcesTimeScopeMust be in balance for a healthy project

    Time Resources

    Scope

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    The Resource Variable

    Staffing is usually the least effective variable to adjust.

    Staffing increases have long lead times.Increased intensity has diminishing returns.Team culture requires some degree of stability.

    Tools and technology can provide benefits.Effective tools provide continuing benefits.Front-end costs need to be carefully amortized.The wrong tools and technology increase friction.

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    The Time Variable

    Can be the most painful variable to adjustEarly commitments are usually date-based.Target dates are often the most important objective.Within a date boundary, theres only so much time.

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    The Scope Variable

    Can be the most effective variable to adjustCan adjust scope breadth whats included.Can adjust scope depth refinement.Partial scope can often generate immediate returns.It is often preferable to reach a date with partial scope completely finished, rather than complete scope partially finished.

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Project Balance in an Agile Process

    Sustainable resource managementStable teamsSteady paceFavor high ROI tools and technology

    Fixed time managementTime-boxed development cycles

    Adaptive scope managementFeedback-based scope adjustments

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Heroic vs. Collaborative

    Heroic development emphasizes individualsActivities assigned to individualsProject results heavily dependent on individual performanceIncreases keyhole risks

    Collaborative development emphasizes teamsTeams self-organize activities to meet goalsTeams leverage diverse skillsTeams mitigate keyhole risks

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Management by Facilitation

    Command and Control StrategyDecisions made by central authoritiesActivities delegatedManager controls activities

    Facilitation and Empowerment StrategyDecisions made by those with the most infoActivities acceptedTeam self-manages and adaptsOrganization ensures supportive environment

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    Agile Project Management Concepts

    What Is Agility?What Benefits Are We Trying to Gain from an Agile Approach?What Makes Agile Project Management Different?The Agile Process Landscape

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    The World of Agile Processes

    Extreme Programming (XP)Feature-Driven Development (FDD)DSDM (Dynamic System Development Method)ScrumCrystal Family of Processes, e.g. Crystal ClearLean Software DevelopmentAdaptive Software Development (ASD)Others: Agile UP/RUP, Evo, Win-Win Spiral

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    The Agile Alliance

    2001 representatives from agile processes meet in Snowbird, Utah.Agreed on a manifesto of values and principles:

    Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan

    That is, while there value in the items on the right, we value the items on the left more.

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    The Plan

    Agile Project Management ConceptsThe Agile Project CommunityThree Views of an Agile ProjectManaging the Project

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    Copyright 2004, Agile Logic, Inc. All Rights Reserved

    The Project Community

    The Business or Customer or Product Owner roleThe Developer roleThe Manager roleEmphasis on a Whole Team approach