Agile Project Management

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Agile Project Management explained and examined from several angles. Agile Software Development delivers better results when it is managed in an agile way.

Transcript of Agile Project Management

  • 1. Agile Project ManagementYou, yes you,please write at least oneQuestion, Concern or Topic of Interestand place it on the wall chart.1To answer today

2. Agile Project ManagementAndrew RuslingAgile Coach2014@andrewrusling 3. Administration Fire escape Toilets Breaks A couple of very short breaks (no checking work e-mails) Lunch Slides >>>3 4. Contents1. The agile Manifesto2. Declaration of Interdependence3. Project Manager Role4. Achieving the agile value proposition5. Dependencies6. Reporting on an agile project4 5. Competencies to be gainedBy the end of this session, I am hopeful that you will be able to:1. Describe how the agile manifesto relates to project management2. Summarise the agile value proposition3. List several elements in agile that help to deliver the agile valueproposition4. Describe the Declaration of Interdependence (DOI)5. Summarise how the DOI helps to deliver the agile value proposition6. Contrast the difference between the PM role in traditional vs agilemethodologies7. Describe who is responsible for Project Management in Scrum8. Summarise how the PM role changes in agile as Scale is introduced9. Summarise the Disciplined Knowledge Acquisition approach10. Prioritise a backlog by both value and risk5 6. Competencies to be gained, continuedBy the end of this session, I am hopeful that you will be able to:11. Contrast the Traditional and Agile Iron Triangles12. List several communication channels used in agile projects13. Summarise the relationship between agility and dependencies14. List several agile approaches for managing dependencies15. Summarise queuing theory16. List several approaches in queuing theory that benefit agile projects17. Summarise the relationship between utilisation and throughput18. List several traditional sources that are not useful for agile projects19. List several sources that are useful and effective for agile reporting6 7. 7The agile Manifesto 8. agile Manifesto value statementProcess and toolsIndividuals andinteractionsoverFollowing a planResponding tochangeoverComprehensivedocumentationWorking software overContract negotiationCustomercollaborationoverFull Manifesto: 9. Agile manifesto How does PM relate to this value statement? What is the impact of common sense?9Process and toolsIndividuals andinteractionsover 10. Agile manifesto How does PM relate to this value statement? Why do we put so much effort into Requirements, etc?10ComprehensivedocumentationWorking software over 11. Agile Manifesto How does PM relate to this value statement? Why is contract negotiation slow?11Contract negotiationCustomercollaborationover 12. Agile Manifesto How does PM relate to this value statement? What are the basic questions management always ask?12Following a planResponding tochangeover 13. Agile manifesto principles 1 to 61. Our highest priority is to satisfy the customer through early andcontinuous delivery of valuable software.2. Welcome changing requirements, even late in development. Agileprocesses harness change for the customer's competitiveadvantage.3. Deliver working software frequently, from a couple of weeks to acouple of months, with a preference to the shorter timescale.4. Business people and developers must work together dailythroughout the project.5. Build projects around motivated individuals. Give them theenvironment and support they need, and trust them to get the jobdone.6. The most efficient and effective method of conveying information toand within a development team is face-to-face conversation.13 14. Agile manifesto principles 7 to 127. Working software is the primary measure of progress.8. Agile processes promote sustainable development. The sponsors,developers, and users should be able to maintain a constant paceindefinitely.9. Continuous attention to technical excellence and good designenhances agility.10. Simplicity--the art of maximizing the amount of work not done--isessential.11. The best architectures, requirements, and designs emerge from self-organizingteams.12. At regular intervals, the team reflects on how to become moreeffective, then tunes and adjusts its behaviour accordingly.14 15. 15Declaration ofInterdependence 16. Completing the Declaration of Interdependence1. Tear off the actions from the bottom of the page2. Match the actions up to the outcomes3. We will discuss the results16 17. Declaration of InterdependenceAgile and adaptive approaches for linking people, projects and valueWe are a community of project leaders that are highly successful at delivering results.To achieve these results: We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions andshared ownership. We expect uncertainty and manage for it through iterations, anticipation, andadaptation. We unleash creativity and innovation by recognizing that individuals are theultimate source of value, and creating an environment where they can make adifference. We boost performance through group accountability for results and sharedresponsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies,processes and practices.17 18. Interdependence 18Team members are interdependent 19. Interdependence 19CustomersTeamStakeholdersAre all interdependent, if we want to succeed 20. 20Project Manager Role 21. Project Management in agileIt is not explicitly mentioned21 22. Project Management in Scrum 22ProjectManagementResponsibilitiesTeamProductOwnerScrum MasterProjectManager 23. Responsibilities in agile - exerciseAim: allocate responsibilities to roles in an agile environmentStep 1: Shuffle responsibilities cards and distribute amongst yourselvesStep 2: In silence, place your cards under the role that is primarilyresponsible.Step 3: In silence, move your teams cards if you disagree.Step 4: Discuss all placements as a group23Product Owner Team Servant Leader Project Manager 24. Project Manager working in AgileShift of focus, Command & Control to Servant Leadership: Push responsibility down Establish clear expectations and boundaries Ask, dont tell Inspire and support Set clear elevating goals Early involvement in key decisions Resolve impediments as a priority Visual progress Long & medium term goals In very public places Very transparent24 25. Project Manager working in AgileStill involves: Stakeholder Management Reporting, especially upwards Budget control25 26. Focus changes with Scale1-3 Teams Servant Leader forteam(s) Inspire & supportteam(s) Stakeholdermanagement Report team & projectstatus Resolve cross teamissues4+ Teams26 Align team goals Inspire & support servantleaders Stakeholdermanagement Report project status Assist resolving crossteam issues 27. Three agile teams, an example (no PM) 27Scrum Master Scrum MasterTeam TeamProductOwnerScrum MasterTeam 28. Three agile teams, an example (with APM) 28Team TeamProductOwnerTeamAgileProjectManager 29. Lots of teams, an example 29Head ProductOwnerAgileProjectManagerTeamSMTeamTeamPO POSMTeamTeamSMTeamTeamSMSMTeam TeamTeam 30. 30Achieving theagile Value Proposition 31. Agile value proposition 31Risk Business ValueAdaptability VisibilityTimeTimeTimeTime 32. Reducing risk early32 Working Software Retrospectives Short Cycles Disciplined Knowledge AcquisitionRiskTime 33. Delivering Working Software reduces riskFind issues early via: Testing, especially these types of tests Integration & System User & Acceptance Performance Scalability Business review of working software Deployment (aka the last mile)33 34. RetrospectivesRegular Retrospectives uncover several types of risks early: Project Team / People Technology Tools34 35. Short Cycles / Iterations / SprintsThey enforce Fast delivery of Working Software Frequent Retrospectives Frequent Re-Planning and AdaptationHence find and address issues early.35 36. Disciplined Knowledge Acquisition 36ProjectSpendTimeBusiness ValueKnowledge,Risk ReductionValueROI / when to stopStorySpike 37. Holiday Planner Backlog Prioritisation - Exercise37 38. Delivering business value early38 Working Software Agile Iron Triangle Disciplined Knowledge Acquisition Effective User Stories Daily business involvementBusiness ValueTime 39. Delivering Working Software Requirements documents are not value Design documents and model are not value Architecture is not value Code is not value Tested code is not value Working Software is value39 40. Traditional Iron TriangleScopeEffort ScheduleConstraints 41. Agile Iron TriangleValue(Releasable Features, Usability)(aka Extrinsic quality)Aspects(Reliable, Adaptable Product)(aka Intrinsic quality)Constraints(Scope, Effort, Schedule) 42. Disciplined Knowledge Acquisition 42ProjectSpendTimeBusiness ValueKnowledge,Risk ReductionValueROI / when to stopStorySpike 43. Effective User Stories 43INVEST Independent Negotiable Valuable Estimatable Small Testable 44. Maintain high visibility Working Software Daily business involvement Effective communication44VisibilityTime 45. Delivering Working Software, shows real status We do the Hard stuff first Can look worse then Traditional, e.g. 46. Expected Team to PM communications 46Agile ProjectManagerTeam(s) Expected & Actual Velocity Team Risks & Issues Cross team Dependencies Cross team Risks & Issues Resources to acquire Medium & Long term goals Expectations of teams/project Project Status Project Risks & Issues Resourcing status 47. Communication Channels - Exercise 47Accuracy &Effectiveness?Cost to project 48. Maintaining good adaptability Technical Practices Definition of Done Manage