Agile project management day 2
-
Upload
knowittm -
Category
Technology
-
view
795 -
download
1
Transcript of Agile project management day 2
![Page 1: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/1.jpg)
1
Welcome!
Agil Projektledning Dag 2
![Page 2: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/2.jpg)
Agenda today
• Scrum and the Scrum team
• The project managers role towards the Scrum team.
• Scaling Agile
• Multiple teams and System Anatomy
• User stories
• Estimation and velocity
• Agile contracts
• Empower teams – managing delegation
2Agil Projektledning Dag 2
![Page 3: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/3.jpg)
3
How do you manage
requirements?
Who owns the
requirement?
Agil Projektledning Dag 2
![Page 4: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/4.jpg)
So what is agile?
• Agile Software Development is defined by the Agile
Manifesto.
• The base for Agile is Lean, Knowledge theory and
complexity theory.
• Agile is designed to manage uncertainty and changes.
• Core in agile is self-organizing and empowered teams,
cadence, interactions, transparency and visualization
4Agil Projektledning Dag 2
![Page 5: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/5.jpg)
5Agil Projektledning Dag 2
![Page 6: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/6.jpg)
Artifacts
6Agil Projektledning Dag 2
![Page 7: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/7.jpg)
Scrum – sprint releases
• Roles– Product Owner
– Scrum Master
– Team
• Artifacts– Product Backlog
– Sprint Backlog
– Product Increment
• Activities– Daily sprint
– Sprint review (Demo)
– Sprint retrospective
7Agil Projektledning Dag 2
![Page 8: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/8.jpg)
Kanban – continous releases (e.g. maintenance)
• Visualize the workflow
• Limit work in progress
(WIP)
• Measure lead time
8Agil Projektledning Dag 2
![Page 9: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/9.jpg)
9
Scrum – measure by
velocity
Kanban – measure by
mean lead time
Agil Projektledning Dag 2
![Page 10: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/10.jpg)
Definition of project management
• Project management is the discipline of planning,
organizing, motivating, and controlling resources to
achieve specific goals. … The temporary nature of
projects stands in contrast with business as usual.
10Agil Projektledning Dag 2
Source: Wikipedia
![Page 11: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/11.jpg)
Projects in a line organization
11Agil Projektledning Dag 2
![Page 12: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/12.jpg)
Projects in an agile organization
12Agil Projektledning Dag 2
Projekt
![Page 13: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/13.jpg)
SCRUM Roles
13Agil Projektledning Dag 2
![Page 14: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/14.jpg)
When it comes to Agile Project Management it is worth
noting that most agile processes - and Scrum in particular -
do not include a role called “project manager”. Without a
specific person tasked with performing all managing duties,
those responsibilities are distributed among the other roles
on the project, namely the team, the ScrumMaster, and the
Product Owner.
Mike Cohn
Agil Projektledning Dag 2 14
![Page 15: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/15.jpg)
Product Owner
The product owner has responsibility for deciding what work will be done. This is the single individual who is responsible for bringing forward the most valuable product possible by the desired date. The product owner does this by managing the flow of work to the team, selecting and refining items from the product backlog. The product owner maintains the product backlog and ensures that everyone knows what is on it and what the priorities are. The product owner may be supported by other individuals but must be a single person
(SCRUM alliance)
15Agil Projektledning Dag 2
![Page 16: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/16.jpg)
The SCRUM-master
The Scrum Master is responsible for ensuring Scrum is understood
and enacted. Scrum Masters do this by ensuring that the Scrum Team
adheres to Scrum theory, practices, and rules. The Scrum Master is a
servant-leader for the Scrum Team.
The Scrum Master helps those outside the Scrum Team understand
which of their interactions with the Scrum Team are helpful and which
aren’t. The Scrum Master helps everyone change these interactions
to maximize the value created by the Scrum Team.
(The SCRUM Guide, Sutherland/Schwaber)
16Agil Projektledning Dag 2
![Page 17: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/17.jpg)
Four scenaries
17
Projekt
SCRUM-team
SCRUM-team
Projekt
SCRUM-team
Projekt
Agil Projektledning Dag 2
SCRUM
SCRUM
SCRUM
SCRUM
SCRUM
SCRUM
Projekt
![Page 18: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/18.jpg)
18Agil Projektledning Dag 2
Development/maintainance team
Projekt
![Page 19: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/19.jpg)
What function shall the Project Manager have towards the Srum team?
Agil Projektledning Dag 2 19
Scenario Scrum Master Product Owner Customer Stakeholder
1
2
3
4
Projekt
SCRUM-team
SCRUM-team
Projekt
SCRUM-team
Projekt
SCRUM
SCRUM
SCRUM
SCRUM
SCRUM
SCRUM
Projekt
1 2 3 4
![Page 20: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/20.jpg)
Scaling Agile
Multiple teams
![Page 21: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/21.jpg)
21
![Page 22: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/22.jpg)
22
![Page 23: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/23.jpg)
Scaled Scrum
PSI
• --------• --------• --------• --------• --------• --------
Increment
backlog
Build
release
candidate,
Demo &
Release
review
meeting
Joint teams
retrospectiv
e meetingHardening
period 3
weeks
RC
PSIPSIPSI PSI
PPB 1
(Project
Portfoli
o
Board) PPB 2
Sprint
plannin
g
meeting
Daily Scrum
Weekly Scrum of ScrumsYear 1 Year 2
Inc 1 Inc 2 Inc 3 Inc 4 Inc 5
Pre-
planning
meeting
Release
planning
meeting
PSI
Fiel
d
test
Software
integration
Sprint
retrospective
One-pager release report
• Aggregated increment
burndown
• Status &progress each Epic
• Improvements to be done
• Impediments
• --------• --------• --------• --------• --------• --------
NFI - Project Management in Agile
Organizations @ Tele2
23
![Page 24: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/24.jpg)
24
![Page 25: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/25.jpg)
Spotify
25NFI - Project Management in Agile
Organizations @ Tele2
https://dl.dropboxusercontent.com/u/1018
963/Articles/SpotifyScaling.pdf
![Page 26: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/26.jpg)
Who steers what?
26NFI - Project Management in Agile
Organizations @ Tele2
![Page 27: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/27.jpg)
Squad responsibilities
27NFI - Project Management in Agile
Organizations @ Tele2
![Page 28: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/28.jpg)
Dependencies between Squads
28NFI - Project Management in Agile
Organizations @ Tele2
![Page 29: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/29.jpg)
29
![Page 30: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/30.jpg)
Release preparation &
verification
R n.1
Merge
Corrections
TG0 TG5
PD2Release content
decided
Which features to include in a
release, both developed, under
development and not yet started.
21 272019181716 ...12 .... 1511
GODecision
Verified “up and running” system version:
Feature
implementation
decision
R n.1
R n.2
Development
“Go” per
Decoupling of release projects
Desig
nR
ele
ase
Integration & Automated Regression Test (with load)
Streamlined Development
NFI - Project Management in Agile
Organizations @ Tele2
30
![Page 31: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/31.jpg)
Product Owner Hierarchy or team?
31NFI - Project Management in Agile
Organizations @ Tele2
![Page 32: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/32.jpg)
DeLaval
32
![Page 33: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/33.jpg)
33
Program and projects at DeLaval
Leveransprojekt
Affärsområden
Mjukvaruleverabel
Marknadsrelease
Support
Krav-
arbete
Program
NFI - Project Management in
Agile Organizations @ Tele2
![Page 34: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/34.jpg)
De LavalContinuous Delivery of Multiple Projects
Where one release is interdependent of one or more teams
Where one release is directed at one or more projects
Inc n + 1 Inc n + 2 Inc n + 3 Inc n + 4
Project A
System Architecture
Quality Releases
Project B
Project C
Project D
System Releases
NFI - Project Management in Agile
Organizations @ Tele2
34
![Page 35: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/35.jpg)
Portfolio Level
35NFI - Project Management in Agile
Organizations @ Tele2
![Page 36: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/36.jpg)
Program Level
36NFI - Project Management in Agile
Organizations @ Tele2
![Page 37: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/37.jpg)
Team Level
37NFI - Project Management in Agile
Organizations @ Tele2
![Page 38: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/38.jpg)
Scaled Agile Framework™ Big Picture
NFI - Project Management in Agile
Organizations @ Tele2
38
![Page 39: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/39.jpg)
System Anatomy to manage multiple teams
39NFI - Project Management in Agile
Organizations @ Tele2
![Page 40: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/40.jpg)
Visual Planning in the Fuel Reduction Team
2013-10-0240
GDP banner with major verification activities
Backlognext XX weeks
week
Fuel consumption
FC reduction ideas
Anatomy
Increment Plan
B20
![Page 41: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/41.jpg)
41NFI - Project Management in Agile
Organizations @ Tele2
![Page 42: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/42.jpg)
42NFI - Project Management in Agile
Organizations @ Tele2
![Page 43: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/43.jpg)
ATM Functions
43
Cash withdrawal
Account balance
User interface
Authentication
Communication ATM - Bank
Handling of bills
![Page 44: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/44.jpg)
ATM Functions
44
Cash withdrawal
Account balance
User interface
Authentication
Communication ATM - Bank
Handling of bills
![Page 45: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/45.jpg)
ATM Anatomy
45
Cash withdrawal
Account balance
User interfaceAuthentication
Communication ATM - Bank
Eject bills
![Page 46: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/46.jpg)
46
User Stories
NFI - Project Management in Agile
Organizations @ Tele2
![Page 47: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/47.jpg)
Agile requirement hierarchy,Dean Leffingwell
47NFI - Project Management in Agile
Organizations @ Tele2
Theme
Epic
Story
Feature
Story
Epic
Task Task
Epic
Feature
![Page 48: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/48.jpg)
Mike Cohn
48NFI - Project Management in Agile
Organizations @ Tele2
http://www.mountaingoatsoftware.com/presentatio
ns/introduction-to-user-stories
![Page 49: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/49.jpg)
49NFI - Project Management in Agile
Organizations @ Tele2
![Page 50: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/50.jpg)
50NFI - Project Management in Agile
Organizations @ Tele2
User stories are the primary object that
carry the customer’s requirements
through the value stream – from needs
analyses through code and
implementation.
![Page 51: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/51.jpg)
User Story Format
A <role> can <action>
or
As a <role>
I want to <action>
So that <value>
A company can pay for a
subscription with a credit
card.
As a consumer I can see my
daily energy usage so that I
can lower my energy costs.
51NFI - Project Management in Agile
Organizations @ Tele2
![Page 52: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/52.jpg)
Card, Conversation, Confirmation
52NFI - Project Management in Agile
Organizations @ Tele2
![Page 53: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/53.jpg)
Why User Stories?
• User stories emphasize verbal communication.
• User stories are comprehensible by everyone.
• User stories are the right size for planning.
• User stories work for iterative development.
• User stories encourage deferring detail.
• User stories support opportunistic design.
• User stories encourage participatory design.
• User stories build up tacit knowledge.
53NFI - Project Management in Agile
Organizations @ Tele2
![Page 54: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/54.jpg)
User Stories should be:
• A function – not an implementation
• Independent– Not linked to other stories.
• Negotiable– A base for discussion.
• Valuable– For an identified user/customer/stakeholder.
• Possible to estimate– The developers must understand what is needed.
• Right size
• Verifiable
54NFI - Project Management in Agile
Organizations @ Tele2
![Page 55: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/55.jpg)
Everything is not user stories
• Descriptions of user interface (UI)
• Descriptions of (API)
• ..
55NFI - Project Management in Agile
Organizations @ Tele2
![Page 56: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/56.jpg)
Constraints & non-functional requirements
NFI - Project Management in Agile
Organizations @ Tele2
Source: www.agileproductdesign.com
56
![Page 57: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/57.jpg)
Define constraints on cards.
• Do not make it hard to internationalize the software if
needed later.
• The new system must use our existing order database.
• The software must run on all versions of Windows.
• The system must achieve uptime of 99.999%.
• The system must manage 200 transactions / second.
57NFI - Project Management in Agile
Organizations @ Tele2
![Page 58: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/58.jpg)
Dean Leffingwells Model
58NFI - Project Management in Agile
Organizations @ Tele2
![Page 59: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/59.jpg)
Use Case /User Stories
• Use cases are often permanent artifacts that continue to
exist as long as the product is under active development
or maintenance.
• Stories, on the other hand, are not intended to outlive the
iteration in which they are added to the software. While it
is possible to archive story cards, many teams simply rip
them up.
59NFI - Project Management in Agile
Organizations @ Tele2
![Page 60: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/60.jpg)
Personas
NFI - Project Management in Agile
Organizations @ Tele2
60
![Page 61: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/61.jpg)
Virtual customer visits
NFI - Project Management in Agile
Organizations @ Tele2
61
![Page 62: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/62.jpg)
62NFI - Project Management in Agile
Organizations @ Tele2
Estimating
requirements
![Page 63: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/63.jpg)
Story Points and velocity
63NFI - Project Management in Agile
Organizations @ Tele2
• Story Point can be equal to Ideal
Development Day
• Velocity = (average) storypoints per sprint
![Page 64: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/64.jpg)
64NFI - Project Management in Agile
Organizations @ Tele2
![Page 65: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/65.jpg)
Agile contracts
![Page 66: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/66.jpg)
An Agile System
66NFI - Project Management in Agile
Organizations @ Tele2
Your vendors
Your customers
Your company
The Agile System
![Page 67: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/67.jpg)
Basics in an agile agreement
• Delivery in frequent releases.
• Demo of progress per release.
• The customer re-prioritize the backlog before each sprint.
• The project can be started before a complete
specification is ready.
• Requirements (backlog) may change.
• Time and cost fixed, not scope.
67Agila kontrakt, Knowit 2013.05.29
![Page 68: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/68.jpg)
Would you use an agile agreement?
68Agila kontrakt, Knowit 2013.05.29
![Page 69: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/69.jpg)
Agile – from customer perpective
Plus
• Flexibility – adaptive to
changes in scope
• Time to market
• Exploratory approach.
• Matches internal agile way
of working
• Innovative vendor
feedback
Minus
• No warranty for delivery of
scope within time and
cost.
• Requires an active buyer.
• Requires knowledge on
agile.
69Agila kontrakt, Knowit 2013.05.29
![Page 70: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/70.jpg)
Agile – from vendor perspective
Plus
• Minimized risk
• Encourages innovation
• Closer customer relation
Minus
• Value bases pricing will
not work.
70Agila kontrakt, Knowit 2013.05.29
![Page 71: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/71.jpg)
Risks with agile contracts
• Price and time control!
– To much flexibility
– Unclear constraints
71Agila kontrakt, Knowit 2013.05.29
![Page 72: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/72.jpg)
Agreement models
• Fixed price
• T&M
• T&M with shared risk
• Almegas “Agila standardavtal”
• Vested
72Agila kontrakt, Knowit 2013.05.29
![Page 73: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/73.jpg)
73Agila kontrakt, Knowit 2013.05.29
![Page 74: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/74.jpg)
74
1. Focus on Outcomes, Not Transactions
2. Focus on the What, Not the How
3. Agree on Clearly Defined and Measurable
Outcomes
4. Optimize Pricing Model Incentives
5. Governance Structure Should Provide Insight,
not Merely Oversight
Agila kontrakt, Knowit 2013.05.29
![Page 75: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/75.jpg)
Fixed Price or T&M
Passive
buyerActive
buyer
Fixed Scope
Open Scope
FP FP
T&M
T&M
Agilt
Vested
75Agila kontrakt, Knowit 2013.05.29
![Page 76: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/76.jpg)
How to select vendor
• Trust
• Cultural fit
• Team competence
• Team productivity
• Price per hour
76Agila kontrakt, Knowit 2013.05.29
![Page 77: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/77.jpg)
Empower Teams
© Jurgen Appelo version 1.05 management30.com
![Page 78: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/78.jpg)
Management 3.0
78
![Page 79: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/79.jpg)
View #2: Empower Teams
Teams can self-organize, and this requires empowerment,
authorization, and trust from management.
79
![Page 80: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/80.jpg)
self-organizing teamsAgile software development works because of
80
![Page 81: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/81.jpg)
self-organization is often complex, not chaotic
Sometimes it needs a little management
management self-organization
81
![Page 82: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/82.jpg)
Delegation“Delegation (or deputation) is the assignment of authority
and responsibility to another person (normally from a
manager to a subordinate) to carry out specific activities.”
http://en.wikipedia.org/wiki/Delegation
82
![Page 83: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/83.jpg)
Situational
Leadership
http://en.wikipedia.org/wiki/Situational_leadership_theory
Four different “leadership
styles”
1. Telling
2. Selling
3. Participating
4. Delegation
Work your way to level 4
83
![Page 84: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/84.jpg)
Situational
LeadershipHowever…
It might be good to distinguish
between informing people
(push your opinion) vs.
consulting them (pull their
opinions)
84
![Page 85: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/85.jpg)
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Authority
85
![Page 86: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/86.jpg)
flow from left to right 86
![Page 87: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/87.jpg)
controlled by the
manager
Authority boards are
87
![Page 88: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/88.jpg)
1. Find Delegation Poker Cards, and Delegation Poker
Stories
2. One person picks a story and reads it out loud
OR tell a story from personal experience
3. Everyone choose (privately) one of the 7 cards
4. After everyone has decided, show all cards
5. Everyone earns points except the highest minority
(see examples…)
Game: Delegation Poker
88
![Page 89: Agile project management day 2](https://reader030.fdocuments.net/reader030/viewer/2022032616/55a5bafa1a28abd2368b45e1/html5/thumbnails/89.jpg)
5. Keep track of the points people earned (optional)
6. Let both highest and lowest motivate their choices
7. Play it again for the same topic (optional)
30 minutes
Game: Delegation Poker
89