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Transcript of Introducon to Agile Project Management - Jesse Fewell Project Management ... Agile Project...

  • Introduc)ontoAgileProjectManagement

    SanjivAugustine,LitheSpeedPMINorthernItalyChapter,Milan

    September28,2007

    DeliveringCustomerValuewithSpeed,Economy&Quality

  • Agenda

    WhyAPM? 05Minutes WhatisAPM? 25Minutes

    o HistoryofAgileandLeano TheAgileLandscapeo KeyAgilePrincipleso KeyAgilePracticeso ComplexityTheoryDistilledo AdaptiveProjectModelo TheAgileManagersRoleo TransitioningtoAPM

    ManagingAgileProjectsAPMPrac7ces 50Minuteso OrganicTeamso GuidingVisiono SimpleRuleso OpenInformationo LightToucho AdaptiveLeadership

    Discussion 10Minutes

  • WhyAPM?

  • IncreasedConsumerExpecta)ons

    Asconsumerstodaywewantandexpectinnovativeproducts:faster,cheaperandwithbetterqualitythanthoseweveseeninthepast.

  • IncreasedWorkPressure

    Asknowledgeworkers,ourbusinesstoolshaveimprovedourcapabilitytobeproductive,raisingworkexpectations.

  • MisalignedExpecta)ons

    However,InsteadofthisProductivitydrivingCustomervalueBu

    sine

    ss

    Expe

    cta)

    ons

    Consum

    er

    Expe

    cta)

    ons

    Consum

    er

    Expe

    cta)

    ons

    BusinessExpecta)onsC

    onsumer

    Expe

    cta)

    ons

    WeusuallygetthisMisalignmentofValuedeUinitions

    Oralltoooften,this.OrthogonaloppositiontoCustomerValue

  • WhatisAPM?

  • History&In9luencesEarly1900s

    WalterShewhart:PlanDoStudyAct,SPCMid1900s

    EdwardDeming:SPC,TQM Toyota:ToyotaProductionSystem(TPS) PeterDrucker:KnowledgeWorkerLate1900s

    WomackandJones:LeanThinking EliGoldratt:TheoryofConstraints TomGilb:Evo TheToyotaWay

    HistoryofAgile&Lean

    EvolutionEarly1990s CrystalMethods LeanSoftwareDevelopment DynamicSoftwareDevelopmentMethod

    (DSDM)Mid1990s FeatureDrivenDevelopment(FDD) eXtremeProgramming(XP) AdaptiveSoftwareDevelopment2001:ManifestoforAgileSoftware

    Development http://www.agilemanifesto.org2005:DeclarationofInterdependence http://www.pmdoi.org/

  • CorporateITLeadingSecondWaveofAgileAdop7on

    AgilesoAwaredevelopmentprocessesareinuseat14%ofNorthAmericanandEuropeanenterprises,andanother19%ofenterprisesareeitherinterestedinadop)ngAgileoralreadyplanningtodoso.

    EarlyadoptersofAgileprocesseswereprimarilysmallhightechproductcompanies.Butasecondwaveofadop)onisnowunderway,withenterpriseITshopstakingthelead.

    TheseshopsareturningtoAgileprocessestocut)metomarket,improvequality,andstrengthentheirrela)onshipswithbusinessstakeholders.

    CareySchwaber,ForresterResearchNov30,2005

    TheAgileLandscape

    AgileMethodologies eXtremeProgramming

    KentBeck,WardCunningham,RonJeffries Scrum

    KenSchwaberandJeffSutherland CrystalMethods

    AlistairCockburn FeatureDrivenDevelopment

    JeffDeLuca DynamicSystemsDevelopmentMethod

    DSDMConsortium

    AgileManagementFrameworks AgileProjectManagement

    JimHighsmith,SanjivAugustine

    AgileManagementDavidAnderson

    eXtremeProjectManagementRobThomsett,DougDeCarlo

  • KeyAgilePrinciples

    KeyAgileprinciplesare: FocusonCustomerValueAlignproject,productandteamvisionstodeliverbetterproductqualityfasterandcheaper.

    SmallBatchesCreateaUlowofvaluetocustomersbychunkingfeaturedeliveryintosmallincrements.

    Small,IntegratedTeamsIntensecollaborationviafacetofacecommunication,collocation,etc;diversiUiedrolesonintegrated,selforganizing,selfdisciplinedteams.

    Small,ContinuousImprovementsTeamsreUlect,learnandadapttochange;workinformstheplan.

    DeliveringCustomerValuewithAgileProjectManagement

    Therightproduct,attheright>me,fortherightprice.

    HigherQuality:Designedtofitproductwithflexibilitytochange.

    IncreasedThroughput:Itera)veandincrementalprojectandproductchunkswithearliervaluedelivery.

    ReducedWaste:Lean,efficientprocesseswithlowercostsandhigherproduc)vity.

  • KeyAgilePractices: ReleasePlanning SprintPlanning DailyScrum/Standup Fixedlengthsprints SprintReview SprintRetrospective

    KeyAgilePrac)ces

  • Livingsystemsarecomplex,inthattheyconsistofagreatmanyautonomousagentsinteractingwitheachotherinmanyways

    Theinteractionofindividualagentsisgovernedbysimple,localizedrulesandcharacterizedbyconstantfeedback

    Collectivebehaviorischaracterizedbyanoverlayingorder,selforganization,andacollectiveintelligencesouniUiedthatthegroupcannotbedescribedasmerelythesumofitsparts

    Complexorder,knownasemergentorder,arisesfromthesystemitself,ratherthanfromanexternaldominatingforce

    Thesecomplex,selforganizingComplexAdaptiveSystems(CAS)areadaptiveinthattheyreactdifferentlyunderdifferentcircumstances,andcoevolvewiththeirenvironment

    ComplexityTheoryDis)lled

  • Agileprojectscanbeseenaschaordic:CompetitionandCollaboration

    o Agents:Individualso MentalModels:Visionandalignmento Groups:Projectteams

    EmergenceandSelfOrganizationo Interactions/Feedback:Information

    exchangeandrelationshipsamongindividuals

    o SimpleRules:XP/Scrum/FDDPracticesLearningandAdaptation

    o Learning:Observation,monitoring,measurementandreUlection

    o Adaptation:Processchanges,teamadjustments

    o Environment:Projectenvironment

    Adap)veProjectModel

    Achaordicprojectharmoniouslyblendscharacteristicsofbothchaosandorderfreedomandcontrol,optimizationandexploration,competitionandcooperation.

  • TheAgileManagersRole

    AgileProjectManagement(APM)is: Leadingprojectteamsincreatingandrespondingtochange

    through:o Smallbatcheso Small,integratedteamso Small,continuousimprovements

    Lighttouchleadership:theworkofenergizing,empoweringandenablingprojectteamstorapidlyandreliablydelivercustomervalue:o Byengagingcustomers,ando Continuouslylearningandadaptingtotheirchangingneedsandenvironments

  • Transi)oningtoAPM

    WhilemanytraditionalprojectmanagementskillstranslatetoAPM,sometransitionsarenecessary:AgileProjectManagement TraditionalProjectManagement

    Focusoncustomersatisfactionandinteraction

    Focusonplansandartifacts

    Responsetochangeviaadaptiveaction Changecontrolledviacorrectiveaction

    Progressiveelaboration,rollingwaveplanning

    Monumentalupfrontplanning

    Customerprioritized,timeboxeddelivery Managernegotiated,scopebaseddelivery

    Commitmentmanagementviafeaturebreakdownstructure

    Activitymanagementviaworkbreakdownstructure

    Collaborationonselfdisciplinedandselforganizingteams

    Topdowncontrol

    Minimalsetofcontextsensitive,generativepractices

    Prescriptive,heavyweightmethods

    Essential,valuefocusedmetrics Nonvalueaddedcontrols

  • ManagingAgileProjectsAPMPrac)ces

  • APMPrac)ceOrganicTeams

    Objec7ves: StructureandbuildselforganizingagileteamsbasedonanorganicCASmodel

    Integratethemeffectivelyintothelargerenterprise

    KeyImplica7ons: ViewagileteamsasorganicCAS Recognizethedifferencebetweenformalandinformalteamstructuresandstructureagileteamsaccordingly

    Moldgroupsofindividualsintohighperformanceagileteams

    Integratetheseteamsintothelargeragileenterprise

    Skillfulmanagersunderstandtheinterdependencebetweendesignandemergence.Theyknowthatintodaysturbulentbusinessenvironment,theirchallengeistoRindtherightbalancebetweenthecreativityofemergenceandthestabilityofdesign.

    FritjofCapra,TheHiddenConnections

  • CoreProjectTeam

    BA

    BA

    Tester

    ProductOwner

    Developer

    Designer

    Developer PM

    ReleaseManager

    CapacityPlanner

    Prod.

    Architect

    TechOps

    BusinessSponsor

    DBA

    Security

    ProductOwner BA

    Designer Developer TesterTradi7onalSilos

    IntegratedAgileTeam

    TheCoreProjectTeamideallyconsistsof59(7plusorminus2)members.

    PM

    ExtendedProjectTeam

    FlexibleFormalStructure

  • EncourageDiversifiedRoles

    DeUinerolesholisticallysothatteammemberscandevelopintoGeneralizingSpecialists(orVersatilists):

    GeneralizingSpecialistSomeonewithoneormorespecialtieswhoactivelyseekstogainnewskillsinexistingspecialties,aswellasinotherareas.

    Ageneralizingspecialistismorethanjustageneralist.Ageneralistisajackofalltradesbutamasterofnone,whereasageneralizingspecialistisajackofalltradesandmasterofafew

    ScottAmbler

  • APMPrac)ceGuidingVision

    Objec7ve: Createasharedvisionormentalmodelfordrivingbehavioronagileprojects.TheGuidingVisionisanaggregateofthreecomponentvisions:teamvision,projectvisionandproductvision

    KeyImplica7ons: Evolveteamvisiontodriveteambehavior Createprojectvisiontodriveprojectbehavior Facilitateproductvisiontodriveprojectevolution

    Asharedvisionisnotanideaitis,rather,aforceinpeopleshearts,aforceofimpressivepower.

    PeterSenge,TheFifthDiscipline

  • FrontCover: ProductName Graphic 34KeyFeatures(compellingreasontobuy)

    BackCover: DetailedFeatures/BeneUits OperatingRequirements(constraints,standards,etc.)

    DesignaProductVisionBox

  • APMPrac)ceSimpleRules

    Objec7ve: Implementasetofsimple,adaptablemethodologyrulesthatallowagileteamstodeliverbusinessvaluerapidlyandreliably

    KeyImplica7ons: Assesstheenvironmenttodetermineitscharacteristics

    Identifyandimplementingasimplesetofmethodologyrulesthatiscongruentwiththeenvironment

    Honethedisciplineneededforcontinuousandconsistentapplicationofthesimplerules

    "Simple,clearpurposeandprinciplesgiverisetocomplex,intelligentbehavior.Complexrulesandregulationsgiverisetosimple,stupidbehavior."

    DeeHock,BirthoftheChaordicAge

  • AssesstheStatusQuo

    Istheorganizationsenvironmentstableorturbulent?Whatkindofstrategicplanningdoesitdo?Howistechnologyleveraged?Whatistheevidentculture?Istheorganizationstructurebureaucraticorisitorganic?Howdoesstaffviewmanagement?

  • HowToRules:Keyfeaturesoftheprocess Feasibility,ProjectDiscov