Agile project management

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TeamProsource Ltd.

Agile Project Management

Best of both worlds ?

[email protected] www.teamprosource.euClick to edit Master title styleClick to edit Master subtitle style TeamProsource - all rights reserved 1

A competence improvement platform, including public training, in-company training programmes, and coaching

Flexible staffing of highly skilled resources with quality guarantee

360diagnostic and improvement to accelerate the flow of projects and services

Prosource services# 2011 TeamProsource#Accelerated projects and services flow through 360 improvementTeamProsource improves the maturity and agility of your project or service organisation. We team up with you to accelerate the flow of projects through your organisation, to speed up your strategy execution and to improve the ROI of your project portfolio. This promise is delivered through our unique 360 improvement framework which integrates industry best practice models for project, service and change management, process improvement, lean and agile.Prosource Assist360 diagnostic and improvement to accelerate the flow of projects and servicesStandard services for CMMI, PMI, PRINCE2, ITIL, Scrum, or a combination of models:QuickStart: all you need to jump-start your organisations improvement engagement; from QuickScan to action planning, coaching and knowledge transferQuickScan: a quick and independent evaluation of your organisations level of process maturity according to one or more standards, based on indirect evidence (what people tell us) collected during one or more workshopsOrganisational maturity improvements based on one or more models (CMMI, PMI, PRINCE2, ITIL, Scrum, etc.) and tailored to meet your company strategy and specific business contextProsource AcademyA competence improvement platform, including public training, incompany training programmes, and coachingCourse offerings in the domains of project management, service management, process improvement and agileCourse categories comprise certification, orientation, practical application and specialisation programmesCertification programmes: PMP, PRINCE2, ITIL, CMMI, Certified ScrumMaster, Six SigmaIn-company training programmes, standard or tailored to your organisationOpen registration public training coursesProsource PeopleFlexible staffing of highly skilled resources with quality guaranteeStaffing of your projects with highly skilled and experienced project management, service management, process improvement and agile domain expertsOur Prosource People are carefully selected and follow our unique TeamProsource approachProsource People services are delivered under service level agreements regarding quality, flexibility, etc.2 TeamProsource - all rights reservedSoft skills for PM & TL | Syllabus |Can we combine

Plan-driven project management


agile execution ?

2011 TeamProsource#Click to edit Master title styleClick to edit Master text styles

The PMBOK/PRINCE2 view on project planning

Henrik KnibergAssumptions:The customer knows what he wantsThe developers know how to build itNothing will change along the waySW projects are like a cannon ball shot

Realistic?# 2011 TeamProsource#4The Agile view on project planning

Henrik KnibergAssumptions:The customer discovers what he wantsThe developers discover how to build itThings change along the wayProduct vision

SW projects are like homing missiles


# 2011 TeamProsource#Definition of Done5Content of presentation Plan-driven versus agile project managementHow to initiate agile projects?How to monitor & control agile projects?Roles and responsibilities revisitedPMBOK knowledge areas revisitedCan we combine best of both worlds?# 2011 TeamProsource# TeamProsource - all rights reserved 6Plan-driven versus agile project management

Plan-driven > predictability Agile > flexibilitySource: David Ricoplan the work, and work the planempower teams to deliver business value # 2011 TeamProsource#Why the discord between Agile and CMMI camps?Early CMMI adopters were developers of large-scale, riskaverse, mission-critical systems, often with high levels of management oversight and hierarchical governance; whereas the early adopters of Agile methods generally focused on smaller, single-team development projects with volatile requirements in a software-only environment.

Traditional plan-driven approach (PMBOK, Prince2)The PMBOK Guide (in its current form) has its roots in the Industrial Worker mindset of plan the work, and work the plan--and there is nothing wrong with this. It is a highly efficient way of undertaking defined work in a structured way.

The traditional model of project management attempts to minimize risk through exhaustive scope definition, planning, documentation and process controls. Completing a project within a 5 or 10 percent level of scope, time and cost under- or overrun is considered success. Detailed work breakdown structures and earned value management are used as the basis for corrective action.

Agile approachAgile methods were born out of the chaos--and problems modern software projects placed on traditional management. Through embracing uncertainty rather than trying to suppress it and leveraging peoples ability to manage complexity rather than relying on process, agile methods tackle the knowledge worker domain form an entirely new direction.

Agile project management is designed to lead and empower teams to deliver business value over meeting constraints by adapting to change over following plans. This is accomplished with a light structure of product visioning, adaptive planning, iterative development and thorough product testing. It is also based on a strong foundation of customer collaboration and teamwork. Agile project management is well suited to help realize post-Industrial Information Age projects, which involve elements of ambiguity, risk and lofty objectives.

Kanban is situated more to the people and controlled (defined) part of the drawing(Kanban starts with the actual current process and the current setup of roles and teams)More people oriented because kaizen is part of the standard work

For companies considering adopting Agile methods, look closely at your corporate culture. Self-actualization and results orientation are very important elements of corporate cultures that use Agile

Agile methodologies promote a project-management process that encouragesfrequent inspection and adaptation, and a leadership philosophy using teamwork, self-organization and accountability

By considering team velocity and the attributes affecting team velocity, an Agile project can be predictable, even though the scope, schedule, and budget of the project are changing and reacting to feedback and market conditions360 Improvement case(c) TeamProsource 20117Agile manifestoIndividuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

8What are the agile principles?While there is value in the items on the right, we value the items on the left more.

2011 TeamProsource#Agile methods deemphasize roles based strictly on skillsets in favor of primary roles that can include a variety of skills. Having a product owner

working closely with the team to answer any question about work items as they are being implemented substantially reduces the need for documentation

Lean / Agile Project ManagementTraining syllabus8Scrum roles

# 2011 TeamProsource#The Product Owner is NOT the customer. The people in marketing are NOT the customer. The CEO is NOT the customer. The only person that is the customer is well the Customer. This may sound like a duh moment, but this is by far the biggest challenge to Agile development teams working on market-focused products

The product owner is the individual on the team who speaks as the one voice of the customer. They represent the needs and desires of the stakeholder community to the agile delivery team. A secondary goal for a product owner is to represent the work of the agile team to the stakeholder community. This includes arranging demonstrations of the solution as it evolves and communicating project status to key stakeholders.

The team member focuses on producing the actual solution for stakeholders. Team members will perform testing, analysis, architecture, design, programming, planning, estimation, and many more activities as appropriate throughout the project.

REMARK: PO is geen onderdeel van het teamSM ook nietPO moet rol van klant opnemen ; hij gaat dus niet demoen aan de stakeholders, maar vertegenwoordigd deze ; gaat dus approven of afkeuren van wat opgeleverd wordtPO kan wel status dan rapporteren (zoals PM meestal nu) aan stakeholders in steering TeamProsource - all rights reserved 9Scrum processTitle Presentation | Version x.xTimeboxed product delivery

2011 TeamProsource#Scrum and Goal Stability / ClarityThe Product Road map is created by the product owner to provide a long term view of the product vision.The Product Backlog provides a view of the desired functionality expressed as user stories. The Product Owner prioritizes the user stories to place the highest value user stories to the top of the Product Backlog.The Sprint Planning Session and the Sprint Backlog; The Scrum team conducts a Sprint Planning Session in which the Scrum team selects from the Product Backlog a set of user stories and then commits to complete the selected user stories in the next Sprint.Its important to note that once the Sprint commitment is agreed upon by the Scrum team, the contents of the Sprint cannot be changed by someone outside the Scrum tea