Agile project management - a deep dive 2.2
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Agile Project Management: A Deep Dive
Mohammad Faiz and Daniel MonahanIRC Monthly meeting – October 10th 2013
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Agenda
The Speakers
Agile Scrum Origin Trends Framework
Role of Project Manager
Pitfalls & Suggested solutions
Q&A
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Mohammad Faiz
Mohammad Faiz PMP, CSM
Program Manager & Agile coach
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Daniel Monahan PMP, PgMP, CSM, PRINCE2 Practitioner
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ObjectiveObjective of todays session is to share best practices and our experiences in managing Agile scrum projects. The presentation will help us understand the contributions
and value provided by Project Manager and pitfalls that can be avoided in an Agile scrum project
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Agile Scrum
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Origin
Lean Management and The Toyota Way
Muri, muda, and mura
XP (Extreme Programming)
Scrum was first defined as "a flexible, holistic product development strategy in 1986 by Hirotaka Takeuchi and Ikujiro Nonaka in the "New New Product Development Game”.
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PMI’s Journey with Agile
Research shows that project management practitioners are embracing agile principles and practices for successfully managing projects.
Keeping in mind growing trends, standardization and need for quality professionals , PMI started Agile certified professional certification from 31st Jan 2012
Note: Challenged projects are those that were completed but had issues related to quality, cost, schedule etc.
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Why Enterprises Embrace Agile
Source: Version One Annual Agile Adoption Survey 2012
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Top Benefits of Agile According to Users
Source: Version One Annual Agile Adoption Survey 2012
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Some Trends & Facts
84.5
respondents
to a survey
use Scrum
as favorite
agile method
¾ of
respondents
says agile
projects were
successful, ¼
say 100%
successful Scrum
originated in
Japan during
year 1986, but
now has one of
the lowest
adoption rate
The number of
those who plan to
implement agile
development in
future projects has
increased from
59% in 2011 83%
in 2012
The most
popular
Agile
method
used is
Scrum
(52%)
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Scrum Framework
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Scrum Accelerates Value Delivery: Incremental and Iterative
4 444 :Documents Documents Unverified Code Software
Priority 1
Priority 2
Priority 3
Priority 4
Priority 5
Priority 6
May not be needed
Working software available to users after Sprint 1 and features released incrementally
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Why Prioritization Is Necessary
Some-times; 16%
Rarely; 19%
Never; 45%
Always; 7%
Often; 13%
Always or Often Used20%
Never or Rarely Used64%
Source: Standish Group Study Reported at XP2002
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Agile Project Management
We will look at activities that we can do in addition to regular project processes, in order achieve best results
for the Agile scrum project
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Role of the Project Manager
Plan
ProcessPolicy
Customer
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Scope Value based prioritization Addition vs. Prioritization Non functional scope
Estimate Track burn down and keep adjusting velocity
Schedule & Release Sprint planning, track and adjust velocity Sprint components
Produce + Fix + Validate + Plan Deliverables
Incremental updates to design documents Staffing
Multi-functional team
Plan
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Communication Total transparency and extensive involvement of
product owner Reporting
Value analysis Metrics
Configuration management Continuous integration Contingency plans
Process
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Contract management Organization`s commitment to Agile Continuous education
Financial management Costing
Cost value analysis, comparing the value and size of story
Policy
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Involvement Collaborative approach Continuous validation
Engage senior management Demonstrate value Share metrics
Retrospective & follow up`s
Customer
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Common Pitfalls and Suggested Solutions
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Prediction
Pitfall Suggested Solutions
Predicting the Product, Budget, and Technology
- What will be created in the end?
- Requirements are always changing
- Lack of prioritization- How many online PM tools
do we need?
- Emphasize that no business can predict what they want in six months time; business is dynamic. Track and demonstrate value, compare value with scope (Apply 80-20 concept)
- Track velocity, target XX size in XX months, demonstrate XX size as XX value to business.
- Provide iterative releases, reduce time to launch and encourage feedback.
- Tie your budget with your project schedule.
- Less online tools, more whiteboard and paper = greater transparency.
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Knowledge
Pitfall Suggested Solutions
Lack of Training and Knowledge- 2-3 days training, no
practical experience- Scrum rites not followed- Burndown charts not
maintained, velocity not tracked.
- Doing waterfall phases across various sprints.
- IT department gets training, but what about the business and users
- Understand that Scrum is like chess: You can learn in one day but it takes years to master.
- Encourage group discussions, blogs, knowledge sharing.
- Have Agile sessions that involve the entire team (including PO) specially at the beginning and continue throughout the project.
- Educate value of Scrum rites, follow religiously.
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Organization
Pitfall Suggested Solutions
Organizational Model- Culture is deeply rooted in
traditional & set waterfall model
- Not focused on delivering value
- Lack of prioritization at the portfolio level
- Availability of personal with right skill
- General resistance to change
- Management vision & support
- Developers do QA? Huh?!- No PMs?!
- Train BOTH business users and IT on Agile Scrum.
- Emphasize on reduced time to market
- Short, iterative releases give business users something to play with.
- Users often don’t know what they really want until they see it.
- Give people time to consider Agile.
- Screen potential team members for the right skillset and background.
- Demonstrate the value of developers assisting with QA.
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Communication
Pitfall Suggested Solutions
Communication and Collaboration- Availability, involvement
and responsiveness of product owner
- No constructive criticism; no transparency in issues.
- Scrum master ability to facilitate
- Conflict resolution techniques missing
- Organize site visits, face to face interactions to improve trust and comfort level
- Create and implement communication matrix at the beginning
- Use smart presence (PO & Team logged on to video cam through out the day)
- Use situation walls- Encourage business canvas,
Product canvas approach
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26
Situation Walls
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27
Smart Presence
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Q&A
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Contact Us
Mohammad Faiz - [email protected]
LinkedIn group – Agile Project Management in Tokyo
Daniel Monahan - [email protected]
LinkedIn group – Project Management in Tokyo