"Agile Project Management": Is it an Oxymoron?

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Presented by Mr Jagadeesh Balakrishnan, Associate, Software Engineering of NUS-ISS at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.

Transcript of "Agile Project Management": Is it an Oxymoron?

  • 1.Slide 1 2014 NUS. All rights reserved Agile Seminar/V 1.0 Agile Project Management Is it an Oxymoron? Jagadeesh Balakrishnan Institute of Systems Science National University of Singapore

2. Slide 2 2014 NUS. All rights reserved Agile Seminar/V 1.0 Outline of the session Why Transition to Agile? Is there a Agile Silver Bullet Methodology? Binary Thinking : Traditional or Agile Planning? Is Agile PM an Oxymoron? 3. Slide 3 2014 NUS. All rights reserved Agile Seminar/V 1.0 AGILE To be or Not to be? WhyTransitiontoAgile? 4. Slide 4 2014 NUS. All rights reserved Agile Seminar/V 1.0 1.BuildabilitytoChange Agileisawayofdevelopingsoftwarethatsallaboutplanning for andexpectingchange! It is not the strongest or the most intelligent who will survive but those who can best manage change - Charles Darwin 5. Slide 5 2014 NUS. All rights reserved Agile Seminar/V 1.0 2.AgileProjects PromotesChaosorOrder? 6. Slide 6 2014 NUS. All rights reserved Agile Seminar/V 1.0 Copyright2010AgileInnovation 2.ChaordicAgileProjects 7. Slide 7 2014 NUS. All rights reserved Agile Seminar/V 1.0 3.Handle RequirementsUncertainty You have to meet your friend who lives in KL. You start on a Saturday afternoon in your car to KL from Singapore; On the way to KL, you find that there is a bridge you need to cross . You start climbing the bridge. It would normally take 5 minutes to reach the crest of the bridge from the entry at the speed of 65km/h. Please find out how much time it would take to cross the bridge in total. 8. Slide 8 2014 NUS. All rights reserved Agile Seminar/V 1.0 4.DeliverValueearly Copyright2010AgileInnovation Agileapproachdeliversvalueearlycomparedtoawaterfallapproach! 9. Slide 9 2014 NUS. All rights reserved Agile Seminar/V 1.0 5.ReleaseSoftwarefrequently Howfrequentlydoyoureleasesoftware? Onceaday Onceaweek Onceamonth Onceayear Onceinseveralyears? JezHumbleQuote: Inthemid2000s,anumberofveryfastmovingcompanieswereabletochangetheway softwaredevelopmenthappened. Flickr beingabletodomultipledeploymentsperday. Thisabilitytomoveveryquicklythreatensexistingorganizationswhoareunabletoadapt 10. Slide 10 2014 NUS. All rights reserved Agile Seminar/V 1.0 Source : John Allspaw: Ops Metametrics http://slidesha.re/dsSZIr Benefitsoffrequentreleaseareconstantcustomerfeedback&reducedriskofrelease! 5.ReleaseSoftwarefrequently 11. Slide 11 2014 NUS. All rights reserved Agile Seminar/V 1.0 6.TheAgilebeliefsystem You have to be an Agile believer! Agile doubters knead out Agile cant work stories Our business users will never get involved in project actively We have a fixed contract We cant allow teams to self organize as it will result in chaos We are already successful using traditional waterfall There is no way to understand requirements upfront There is nothing scientific about agile its against process culture 12. Slide 12 2014 NUS. All rights reserved Agile Seminar/V 1.0 Reasons for Transition to Agile: 1. To Build ability to Change 2. To Manage Chaordic projects 3. To Handle Requirements uncertainty 4. To Deliver Value early 5. To Release Software frequently 6. Agile Belief System Summary ReasonsforTransitiontoAgile 13. Slide 13 2014 NUS. All rights reserved Agile Seminar/V 1.0 Where is my PRINCE 2 / PMP Equivalent? Which Agile Methodology is Best? 14. Slide 14 2014 NUS. All rights reserved Agile Seminar/V 1.0 SCRUM ManagementDriven Source: Scrum Primer RequirementsManagement ReleaseManagement Monitoring 15. Slide 15 2014 NUS. All rights reserved Agile Seminar/V 1.0 Feature Driven Development derived from traditional methods Source: http://www.skillresource.com ManagementandDevelopmentfocused Objectoriented,unittesting,designsessions,codereviews Designfirst,upfrontplan 16. Slide 16 2014 NUS. All rights reserved Agile Seminar/V 1.0 DSDM Process Overview Design & Build Iteration Agree Schedule Create Design Prototype Identify Design Prototype Review Design Prototype Implementation Implement Review Business Train Users User Approval & User Guidelines Review Prototype Functional Model Iteration Agree Schedule Create Functional Prototype Identify Functional Prototype Feasibility Business Study Management and Delivery Functional Model Iteration Design and Build iteration 17. Slide 17 2014 NUS. All rights reserved Agile Seminar/V 1.0 FewAgileFrameworks BriefComparison Model SelectionCriteria SCRUM Team Size : 68 Scalability : Use Scrum of Scrums approach Team Dynamics : Colocation preferred User Involvement : High Iteration length : 2 4 weeks NatureofRequirements:Complex FDD Team Size : Can be of any order Scalability : Scalable for large, distributed agile teams /projects Nature of requirements : Should be breakable in to features Approach : Favors object oriented approach to development DSDM Team Size : 2 6 Scalability : Multiple team groups of 26 members within the same project Nature of requirements : Should be able to create prototypes for the system during early stages of the project Approach : Use whenever feasibility and business study are necessary 18. Slide 18 2014 NUS. All rights reserved Agile Seminar/V 1.0 WhichAgilemodel(s)forourOrganization? Jim High Smith's Advice : Hang out with a few agile models. Your organization will know what you like soon. Agile is a culture NOT a process! 19. Slide 19 2014 NUS. All rights reserved Agile Seminar/V 1.0 Model Dilemma : Whats popular vs. Whats the future? 19 Take the Quiz : Who amongst the below were NOT used for promoting Cigarette advertisements in USA? A - Small Baby B Pregnant Woman C Doctors D Supreme Court Judge Most popular models may not be the perfect solution for your organization. Testing out multiple models and adapting it to the work environment is the fundamental essence of Agile. Case : Scrum FDD DSDM My own model? 20. Slide 20 2014 NUS. All rights reserved Agile Seminar/V 1.0 Agile Ecosystem or Methodology? Ecosystems are about its inhabitants. Methodologies are about the processes. Methodology driven culture is the opposite of Agile culture! Remember: 1. Articulate agile values & principles for your organization first. 2. Remember that popular agile methodologies are just barely good enough. Use it as it is at your own risk. 3. Dont search for solutions in methodologies. There is no silver bullet there! 4. Remember Cockburn : Larger teams need heavier methodologies! 21. Slide 21 2014 NUS. All rights reserved Agile Seminar/V 1.0 Binary Thinking Traditional or Agile Planning? 22. Slide 22 2014 NUS. All rights reserved Agile Seminar/V 1.0 PlanningatOrganizationLevel:StagesofAgileadoption Copyright2010AgileInnovation 23. Slide 23 2014 NUS. All rights reserved Agile Seminar/V 1.0 Planning at Project Level : Plans as Hypothesis or a Fixed Goal? Plan the work & work the plan approach fails when we are not even sure where we are headed! Dont try to find processes that eliminate change. Build processes that respond to change. A plan isn't a prediction. It is there for collaboration. Its there to help make go /no go decisions. Its not there to dictate. 24. Slide 24 2014 NUS. All rights reserved Agile Seminar/V 1.0 Find your Balance Points Try this Agile Value interpretation exercise: Could we have a successful project by delivering documentation without working software? Could we have a successful project by delivering working software without documentation? Note : Delineate the extremes, the end points so that organizations, teams & individuals can find their own balance points Jim High Smith Companies must determine what level of agility they require to remain competitive 25. Slide 25 2014 NUS. All rights reserved Agile Seminar/V 1.0 The Good, Evil, Great in Agile Projects Agility is not a fancy name for lack of planning & ad hoc-ism. Agile projects still plan. They just understand the limits of planning. Programmers become skilled & agile from long hours of training and mentoring. Agility in fact requires discipline and skill. One has to be skilled before becoming agile ( Picasso) If you want to explore & innovate, give room for some inefficiencies 26. Slide 26 2014 NUS. All rights reserved Agile Seminar/V 1.0 IstheroleofProjectManagernonexistentinAgile? 27. Slide 27 2014 NUS. All rights reserved Agile Seminar/V 1.0 ComplicationsinAgileProjectManagement? User involvement Fixed end date New /old staff Multi location project Many Component projects 28. Slide 28 2014 NUS. All rights reserved Agile Seminar/V 1.0 TraditionalPMorAgilePM ClashofTitans PMPs versus APMs?? Ramrod Project Managers are extremes and never promoted either by traditional or agile project management. Agile Projects need to be budgeted for and controlled and hence need supervision. Not minding anything but the team and Agile principles can create a bubble that could burst at any moment. ITS ABOUT HOW AGILE YOU WANT TO BE NOT ABOUT WHICH APPROACH IS BETTER! 29. Slide 29 2014 NUS. All rights reserved Agile Seminar/V 1.0 Agile Project Management is definitely NOT an Oxymoron! There is no Agile Silver bullet out there Organizations need to carefully build their own Agile bridges by asking How Agile should we be?. 30. Slide 30 2014 NUS. All rights reserved Agile Seminar/V 1.0 Be Agile