Lean & AgileIntro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt....
Transcript of Lean & AgileIntro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt....
Lean & Agile Project Managementfor Large Programs & Projects
Dr. David F. Rico, PMP, ACP, CSM
Twitter: @dr_david_f_ricoWebsite: http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfricoFacebook: http://www.facebook.com/profile.php?id=1540017424
Author Background DoD contractor with 28+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe
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Published six books & numerous journal articlesAdjunct at George Washington, UMUC, & ArgosyAgile Program Management & Lean DevelopmentSpecializes in metrics, models, & cost engineeringSix Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000Cloud Computing, SOA, Web Services, FOSS, etc.
Need for Agile Project Mgt.Intro to Agile Project Mgt.
Types of Agile Project Mgt.
Phases of Agile Project Mgt.
Scaling of Agile Project Mgt.
Metrics for Agile Project Mgt.
Summary of Agile Project Mgt.
Agenda
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Today’s Whirlwind Environment
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Overruns Attrition Escalation Runaways Cancellation
GlobalCompetition
DemandingCustomers
OrganizationDownsizing
SystemComplexity
TechnologyChange
VagueRequirements
Work LifeImbalance
Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.
Software Century
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No. of software-intensive systems is growing 80% of US DoD functions performed in software Major driver of cost, schedule, & tech. performance
Kennedy, M. P., & Umphress, D. A. (2011). An agile systems engineering process: The missing link. Crosstalk, 24(3), 16-20.
Global Project Failures
6Standish Group. (2010). Chaos summary 2010. Boston, MA: Author.Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.
Challenged and failed projects hover at 67% Big projects fail more often, which is 5% to 10% Of $1.7T spent on IT projects, over $858B were lost
16% 53% 31%
27% 33% 40%
26% 46% 28%
28% 49% 23%
34% 51% 15%
29% 53% 18%
35% 46% 19%
32% 44% 24%
33% 41% 26%
0% 20% 40% 60% 80% 100%
1994
1996
1998
2000
2002
2004
2006
2008
2010
Year
Successful Challenged Failed
$0.0
$0.4
$0.7
$1.1
$1.4
$1.8
2002 2003 2004 2005 2006 2007 2008 2009 2010
Trill
ions
(US
Dolla
rs)
Expenditures Failed Investments
Traditional Projects
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Big projects result in poor quality and scope changes Productivity declines with long queues/wait times Long projects are unsuccessful or canceled
Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill.
Size vs. Quality
Def
ect
Den
sity
0.00
3.20
6.40
9.60
12.80
16.00
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. Productivity
Cod
e P
rodu
ctio
n R
ate
0.00
1.00
2.00
3.00
4.00
5.00
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. Requirements Growth
Per
cent
age
0%
8%
16%
24%
32%
40%
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. SuccessP
erce
ntag
e
0%
12%
24%
36%
48%
60%
0 2 6 25 100 400
Lines of Code (Thousands)
Requirements Defects & Waste
8Sheldon, F. T. et al. (1992). Reliability measurement: From theory to practice. IEEE Software, 9(4), 13-20Johnson, J. (2002). ROI: It's your job. Extreme Programming 2002 Conference, Alghero, Sardinia, Italy.
Requirements defects are #1 reason projects fail Traditional projects specify too many requirements More than 65% of requirements are never used at all
Other 7%
Requirements47%
Design28%
Implementation18%
Defects
Always 7%
Often 13%
Sometimes16%
Rarely19%
Never45%
Waste
Need for Agile Project Mgt.
Intro to Agile Project Mgt.Types of Agile Project Mgt.
Phases of Agile Project Mgt.
Scaling of Agile Project Mgt.
Metrics for Agile Project Mgt.
Summary of Agile Project Mgt.
Agenda
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What is Agility? A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness,
lightness, and ease of movement; To be very nimble The ability to create and respond to change in order to
profit in a turbulent global business environment The ability to quickly reprioritize use of resources when
requirements, technology, and knowledge shift A very fast response to sudden market changes and
emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery
to converge on an optimal customer solution Maximizing BUSINESS VALUE with right sized, just-
enough, and just-in-time processes and documentationHighsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.
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What is Agile Project Mgt.?
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People-centric way to create innovative solutions Market-centric model to maximize business value Alternative to large document-based methodologies
Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org
alsoknown as
CustomerCollaboration
Individuals &Interactions
WorkingSystems
Respondingto Change
CustomerInteraction
High PerformanceTeams
IterativeDevelopment
Adaptabilityor Flexibility
ContractNegotiation
Processes& Tools
ComprehensiveDocumentation
Followinga Plan
Agile Methods‘Values’
alsoknown as
alsoknown as
alsoknown as
valuedmore than
valuedmore than
valuedmore than
valuedmore than
Agile Methods‘Principles’
Traditional Methods‘Values’
How do Lean & Agile Intersect?
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Agile is naturally lean and based on small batches Agile directly supports six principles of lean thinking Agile may be converted to a continuous flow system
Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas.Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6).
Economic View
Decentralization
Fast Feedback
Control Cadence& Small Batches
Manage Queues/Exploit Variability
WIP Constraints& Kanban
Flow PrinciplesAgile Values
CustomerCollaboration
EmpoweredTeams
IterativeDelivery
Respondingto Change
Lean Pillars
Respectfor People
ContinuousImprovement
Customer Value
Relationships
Customer Pull
Continuous Flow
Perfection
Value Stream
Lean Principles Customer relationships, satisfaction, trust, and loyalty Team authority, empowerment, and resources Team identification, cohesion, and communication
Lean & Agile Practices
Product vision, mission, needs, and capabilities Product scope, constraints, and business value Product objectives, specifications, and performance As is policies, processes, procedures, and instructions To be business processes, flowcharts, and swim lanes Initial workflow analysis, metrication, and optimization Batch size, work in process, and artifact size constraints Cadence, queue size, buffers, slack, and bottlenecks Workflow, test, integration, and deployment automation Roadmaps, releases, iterations, and product priorities Epics, themes, feature sets, features, and user stories Product demonstrations, feedback, and new backlogs Refactor, test driven design, and continuous integration Standups, retrospectives, and process improvements Organization, project, and process adaptability/flexibility
Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.
Agile Project Management
High levels of uncertainty and unpredictability
High technology projects
Fast paced, highly competitive industries
Rapid pace of technological change
Research oriented, discovery projects
Large fluctuations in project performance
Shorter term, performance based RDT&E contracts
Achieving high impact product/service effectiveness
Highly creative new product development contracts
Customer intensive, one off product/service solutions
Highly volatile and unstable market conditions
High margin, intellectually intensive industries
Delivering value at the point of sale
Traditional Project Management
Predictable situations
Low technology projects
Stable, slow moving industries
Low levels of technological change
Repeatable operations
Low rates of changing project performance
Long term, fixed price production contracts
Achieving concise economic efficiency goals
Highly administrative contracts
Mass production and high volume manufacturing
Highly predictable and stable market conditions
Low margin industries such as commodities
Delivering value at the point of plan
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Exploratory or research/development projects When fast customer responsiveness is paramount In organizations that are highly innovative/creative
When to use Agile Proj. Mgt.
Agile World View “Agility” has many dimensions other than IT It ranges from leadership to technological agility The focus of this brief is program management agility
Agile Leaders
Agile Organization Change
Agile Acquisition & Contracting
Agile Strategic Planning
Agile Capability Analysis
Agile Program Management
Agile Tech.
Agile Information Systems
Agile Tools
Agile Processes & Practices
Agile Systems Development
Agile Project Management
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Need for Agile Project Mgt.
Intro to Agile Project Mgt.
Types of Agile Project Mgt.Phases of Agile Project Mgt.
Scaling of Agile Project Mgt.
Metrics for Agile Project Mgt.
Summary of Agile Project Mgt.
Agenda
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Extreme Programming
Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.
Created by Kent Beck at Chrysler in 1998 Release plan is comprised of customer needs Lightweight, rigorous near-term planning element
Release Planning
Exploration Phase
Iteration Planning
Build a Team Write User Stories Estimate User Stories
Split User Stories Spike User Stories Write User Tests
Commitment Phase
Sort by Value Sort by Risk Set Velocity
Choose a Scope Set Iteration Length Develop Release Plan
Steering Phase
Select Iteration Adjust Velocity Insert New Stories
New Release Plan Select Tools Adjust Teams
Exploration Phase
Analyze Release Plan Identify Iteration Goal Select User Stories
Read User Stories Develop Tasks Split Tasks
Commitment Phase
Accept Tasks Set Individual Velocity Estimate Tasks
Analyze Schedules Set Load Factors Balance Tasks
Steering Phase
Select Partner Write Unit Tests Design and Code
Unit/Integration Test User Acceptance Test Record Progress
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Scrum
Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.
Created by Jeff Sutherland at Easel in 1993 Product backlog comprised of customer needs Barely-sufficient project management framework
Initial Planning Sprint Cycle
Discovery Session
Agile Training Project Discovery Process Discovery Team Discovery Initial Backlog
Release Planning
Business Case Desired Backlog Hi-Level Estimates Prioritize Backlog Finalize Backlog
Product Backlog
Prioritized Requirements
Sprint Planning
Set Sprint Capacity Identify Tasks Estimate Tasks
Sprint Review
Present Backlog Items Record Feedback Adjust Backlog
Daily Scrum
Completed Backlog Items Planned Backlog Items Impediments to Progress
Sprint Backlog
List of Technical Tasks Assigned to a Sprint
Potentially Shippable Product
Working Operational Software
Sprint
Select Tasks and Create Tests Create Simple Designs Code and Test Software Units Perform Integration Testing Maintain Daily Burndown Chart Update Sprint Backlog
Sprint Retrospective
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Agile Project Management
Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Created by Jim Highsmith at Cutter in 2003 Focus on strategic plans and capability analysis Most holistic agile project management framework
Innovation Lifecycle
Envision
Product Vision Product Architecture Project Objectives Project Community Delivery Approach
Speculate
Gather Requirements Product Backlog Release Planning Risk Planning Cost Estimation
Explore
Iteration Management Technical Practices Team Development Team Decisions Collaboration
Launch
Final Review Final Acceptance Final QA Final Documentation Final Deployment
Close
Clean Up Open Items Support Material Final Retrospective Final Reports Project Celebration
Iterative Delivery
Technical Planning
Story Analysis Task Development Task Estimation Task Splitting Task Planning
Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and IntegrationStory Deployment
Adapt
Focus Groups Technical Reviews Team Evaluations Project Reporting Adaptive Action
Operational Testing
Integration Testing System Testing Operational Testing Usability Testing Acceptance Testing
Development, Test, & Evaluation
Development Pairing Unit Test Development Simple Designs Coding and Refactoring Unit and Component Testing
Continuous
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Need for Agile Project Mgt.
Intro to Agile Project Mgt.
Types of Agile Project Mgt.
Phases of Agile Project Mgt.Scaling of Agile Project Mgt.
Metrics for Agile Project Mgt.
Summary of Agile Project Mgt.
Agenda
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Envision Phase
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Determine product vision and project objectives Identifies project community and project team The major output is a “Product Vision Box”
Envision Phase
Delivery Approach
Self-Organization Strategy Collaboration Strategy Communication Strategy Process Framework Tailoring Practice Selection & Tailoring
Project Objectives
Project Data SheetKey Business ObjectivesTradeoff MatrixExploration FactorRequirements Variability
Product Architecture
Skeleton Architecture Hardware Feature Breakdown Software Feature Breakdown Organizational Structure Guiding Principles
Project Community
Get the Right People Participant Identification Types of Stakeholders List of Stakeholders Customer-Developer Interaction
Product Vision
Product Vision Box Elevator Test Statement Product Roadmap Product Features Product Vision Document
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Speculate Phase
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Determine organizational capability/mission needs Identifies feature-sets and system requirements The major output is a “System Release Plan”
Speculate Phase
Release Planning
Project Startup Activities Assign Stories to Iterations First Feasible Deployment Estimate Feature Velocity Determine Product Scope
Risk Planning
Risk Identification Risk Analysis Risk Responses Risk Monitoring Risk Control
Product Backlog
Product Features List Feature Cards Performance Requirements Prioritize Features Feature Breakdown Structure
Cost Estimation
Establish Estimate Scope Establish Technical Baseline Collect Project Data Size Project Information Prepare Baseline Estimates
Gather Requirements
Analyze Feasibility Studies Evaluate Marketing Reports Gather Stakeholder Suggestions Examine Competitive Intelligence Collaborate with Customers
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Explore Phase
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Determine technical iteration objectives/approaches Identifies technical tasks and technical practices The major output is an “Operational Element”
Explore Phase
Team Development
Focus Team Molding Group into Team Develop Individual Capabilities Coach Customers Orchestrate Team Rhythm
Team Decisions
Decision Framing Decision Making Decision Retrospection Leadership and Decision Making Set and Delay Decision Making
Technical Practices
Reduce Technical Debt Simple Design Continuous Integration Ruthless Automated Testing Opportunistic Refactoring
Collaboration
Pair Programming Daily Standup Meetings Daily Product Team Interaction Stakeholder Coordination Customer Interactions
Iteration Management
Iteration Planning Estimate Task Size Iteration Length Workload Management Monitoring Iteration Progress
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Adapt Phase
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Determine the effectiveness of operational elements Identifies customer feedback and corrective actions The major output is a “Process Improvement Plan”
Adapt Phase
Team Evaluations
Communications Quality Team Cohesiveness Interpersonal Trust Individual Talent and Effort Team Performance/Effectiveness
Project Reporting
Scope and Quality Status Cost and Schedule Status Risk and Value Status Customer Satisfaction Status Team and Agility Status
Technical Reviews
Desk Checks/Individual Reviews Structured Walkthroughs Formal Software Inspections Quality Assurance Audits Configuration Management Audits
Adaptive Action
Release Plan Adaptations Iteration Plan Adaptations Feature Set Adaptations User Story Adaptations Task Plan Adaptations
Customer Focus Groups
Requirements Reviews Preliminary Design Reviews Critical Design Reviews Product Demonstration Reviews Acceptance Testing Reviews
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Close Phase
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Determine project outcome and effectiveness Identifies strengths, weaknesses, and rewards The major output is a “Lessons-Learned Report”
Close Phase
Support Material
Finalize Documentation Finalize Production Material Finalize Manufacturing Material Finalize Customer Documentation Finalize Maintenance Information
Final Reports
End-of-Project Reports Administrative Reports Release Notes Financial Reports Facilities Reports
Final Retrospective
Process Performance Assessment Internal Product Assessment External Product Assessment Team Performance Assessment Project Performance Assessment
Project Celebration
Individual Rewards Group Rewards Partner Rewards Managerial Rewards Product Rewards
Clean Up Open Items
Close Open Action Items Close Open Change Requests Close Open Problem Reports Close Open Defect Reports Close Open Project Issues
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Need for Agile Project Mgt.
Intro to Agile Project Mgt.
Types of Agile Project Mgt.
Phases of Agile Project Mgt.
Scaling of Agile Project Mgt.Metrics for Agile Project Mgt.
Summary of Agile Project Mgt.
Agenda
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Multi-Level Teams
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Enables projects to plan for the future and present Decomposes capabilities into implementable pieces Unclogs the drainpipes to let the execution flow freely
Multi-Level Teams
Product Management Team Product Management Team
Chief Product Manager Chief Architect Product Development Manager Release Management Team members (1-2 per release team)
Release Management Team
Feature Team
Release Management Team
Product Manager Project Manager Chief Architect Feature team members (1-2 per feature team)
Feature Teams
Product Specialist (and owner) Iteration Manager Technical and product Members Development team members (1-2 per development team)
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Multi-Level Planning
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Enables multiple level enterprise plans to co-exist Allows stakeholders to build viewpoint-specific plans Ensures capabilities are delivered at regular intervals
Multi-Level Planning
Product Roadmap Product Roadmap
Enterprise architecture needs Capability focused Vision, objectives, and backlog 18 to 36 weeks
Release Plan
Iteration Plan
Release Plan
Subsystem architecture Feature set focused Strategy, objectives, and backlog 6 to 12 weeks
Iteration Plan
Component-level architecture User story focused Implementation plan, objectives, and backlog 2 to 4 weeks
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Multi-Level Backlog
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Enables multiple levels of abstraction to co-exist Allows customers and developers to communicate Makes optimum use of people’s time and resources
Multi-Level Backlog
Capabilities Capability
Mission goal or objective level High-level business or product function Also called an Epic, i.e., multiple feature sets Comprises 18-90 days worth of work
Feature Set
Cross-functional mission threads Related user stories that are grouped together Also called a Theme, i.e., implemented as an entity Comprises 6 to 30 days worth of work
User Story
Functional, system-level requirements Simple requirement written by customer or user A small unit of functionality having business value Comprises 2 to 10 days worth of work
Capability1
Capability2
Capability3
Feature Sets
Feature1
Feature2
Feature3
User Stories
Story 1 Story 4 Story 7
Story 2 Story 5 Story 8
Story 3 Story 6 Story 9
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Multi-Level Coord. & Governance
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Enables agile methods to scale to big programs Allows programs to coordinate functional activities Ensures optimal technical performance is achieved
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Multi-Level Coordination & Governance
User Story Teams User Story Teams User Story Teams
Feature Set Team
Capability Team
Feature Set Team Feature Set Team
Multi-Level Delivery Model
Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.
Begins with a high-level product vision/architecture Includes multi-level teams and product requirements Demonstrates agile delivery model for large programs
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Need for Agile Project Mgt.
Intro to Agile Project Mgt.
Types of Agile Project Mgt.
Phases of Agile Project Mgt.
Scaling of Agile Project Mgt.
Metrics for Agile Project Mgt.Summary of Agile Project Mgt.
Agenda
31
Agile Proj. Mgt. Metrics
Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing.
Agile methods are based on traditional measures Size, effort, velocity, structure, and quality common Top-notch shops use satisfaction and business value
Type
Size
Effort
Velocity
Structure
Quality
Satisfaction
Business Value
Example
Story Points, Ideal Days, Function Points, Lines of Code, etc.
Ideal or Actual Hours, Days, Weeks, Months, Years, etc.
Release/Iteration Burndown/Burnup, Cumulative Flow, EVM, etc.
Object-Oriented, Relational Database, McCabe, Halstead, etc.
Running Tested Features, Defect Density, FURPS, MTBF, etc.
CUPRIMDA, Communications, Trust, Loyalty, Retention, etc.
Costs, Benefits, BEP, B/CR, ROI, NPV, IRR, ROA, EBV, etc.
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Burndown & Burnup
Rawsthorne, D. (2009). Agile metrics. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA.
Most basic tracking chart for agile projects Tracks number of work or time units completed Commonly used to track no. story points completed
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Burndown & Burnup Charts
Wor
k (S
tory
, Poi
nt, T
ask)
or E
ffor
t (W
eek,
Day
, Hou
r)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Wor
k (S
tory
, Poi
nt, T
ask)
or E
ffor
t (W
eek,
Day
, Hou
r)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Burndown Chart Burnup Chart
Cumulative Flow (Trad. vs. Agile)
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Traditional vs. Agile Cumulative Flow
Wor
k (S
tory
, Poi
nt, T
ask)
or E
ffor
t (W
eek,
Day
, Hou
r)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Wor
k (S
tory
, Poi
nt, T
ask)
or E
ffor
t (W
eek,
Day
, Hou
r)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Traditional Cumulative Flow Agile Cumulative Flow
High work-in-process leads to longest lead times Low work-in-process greatly reduces lead times Results in better customer trust and satisfaction
Anderson, D. J. (2004). Agile management for software engineering. Upper Saddle River, NJ: Pearson Education.Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.
Agile EVM & EBV
Sulaiman, T., Barton, B., & Blackburn, T. (2006). Agile EVM. Agile 2006 Conference, Minneapolis, Minnesota, USA, 7-16.Rawsthorne, D. (2010). Calculating earned business value for an agile project. Brisbane, CA: CollabNet. 35
Agile EVM & EBV Charts
Wor
k (S
tory
, Poi
nt, T
ask)
or E
ffor
t (W
eek,
Day
, Hou
r)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Wor
k (S
tory
, Poi
nt, T
ask)
or E
ffor
t (W
eek,
Day
, Hou
r)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Earned Value Management (EVM) Chart Earned Business Value (EBV) Chart
Adaptation of EVM & ROI for agile projects Value accrues with each completed user story Value of complete user story is more meaningful
CPI
SPI
PPC
APC
Agile Proj. Mgt. Benefits Analysis of 23 agile vs. 7,500 traditional projects Agile projects are 54% better than traditional ones Agile has lower costs (61%) and fewer defects (93%)
Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada.
Project Cost in Millions $
0.75
1.50
2.25
3.00
2.8
1.1
Before Agile
After Agile
61%LowerCost
Total Staffing
18
11
Before Agile
After Agile
39%LessStaff
5
10
15
20
Delivery Time in Months
5
10
15
20
18
13.5
Before Agile
After Agile
24%Faster
Cumulative Defects
625
1250
1875
2500
2270
381
Before Agile
After Agile
93%Less
Defects
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Need for Agile Project Mgt.
Intro to Agile Project Mgt.
Types of Agile Project Mgt.
Phases of Agile Project Mgt.
Scaling of Agile Project Mgt.
Metrics for Agile Project Mgt.
Summary of Agile Project Mgt.
Agenda
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Agile Proj. Mgt. Case Studies 80% of worldwide IT projects use agile methods Includes highly-regulated industries like U.S. DoD Even split between top-down and bottom-up adoption
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Industry
ShrinkWrapped
ElectronicCommerce
HealthCare
LawEnforcement
Org 20 teams 140 people 5 countries
Size
15 teams 90 people Collocated 4 teams 20 people Collocated 10 teams 50 people Collocated 3 teams 12 people Collocated
U.S.DoD
Primavera
Stratcom
FBI
FDA
Project
Primavera
Adwords
SKIweb
Sentinel
m2000
Purpose
ProjectManagement
Advertising
KnowledgeManagement
Case FileWorkflow
BloodAnalysis
1,838 User Stories 6,250 Function Points 500,000 Lines of Code
Metrics
26,809 User Stories 91,146 Function Points 7,291,666 Lines of Code 1,659 User Stories 5,640 Function Points 451,235 Lines of Code 3,947 User Stories 13,419 Function Points 1,073,529 Lines of Code 390 User Stories 1,324 Function Points 105,958 Lines of Code
Rico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean Enterprise Software and Systems, Helsinki, Finland, 37-43.
Contract Type Description
Agile Proj. Mgt. Contracts
Rico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com.
New contract models emerged for agile contracts Goals, objectives, and visions are established early Buyers and suppliers collaborate throughout contract
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Dynamic Value
Performance Based
Target Cost
Optional Scope
Collaborative
Lean
Specify initial scope and needs (with iterative enhancements)
Establish performance objectives (but not technical solutions)
Broad boundaries for time, cost, and quality (but not scope)
Set minimum and maximum costs (based on initial scope)
Outline initial scope (with fixed no. of releases and iterations)
Lean tools such as small batches, Kanban, WIP constraints, etc.
Organizational Change
Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.
Change, no matter how small or large, is difficult Smaller focused changes help to cross the chasm Shrinking, simplifying, and motivation are key factors
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How to Cross the Chasm
Switch How to Change Things When Change is Hard Influencer The Power to Change Anything
Direct the Rider
Follow the bright spots - Clone what works Script the critical moves - Use prescriptive behaviors Point to the destination - Focus on the end game
Motivate the Elephant
Find the feeling - Appeal to emotion Shrink the change - Use incremental change Grow your people - Invest in training and education
Shape the Path
Tweak the environment - Simplify the change Build habits - Create simple recipes for action Rally the herd - Get everyone involved
Make the Undesirable Desirable Create new experiences - Make it interesting Create new motives - Appeal to sensibility
Surpass your Limits Perfect complex skills - Establish milestones Build emotional skills - Build maturity and people skills
Harness Peer Pressure Recruit public personalities - Involve public figures Recruit influential leaders - Involve recognized figures
Find Strength in Numbers Utilize teamwork - Enlist others to help out Enlist the power of social capital - Scale up and out
Design Rewards and Demand Accountability Use incentives wisely - Reward vital behaviors Use punishment sparingly - Warn before taking action
Change the Environment Make it easy - Simplify the change Make it unavoidable - Build change into daily routine
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Agility is the evolution of management thought Confluence of traditional and non-traditional ideas Improve performance by over an order-of-magnitude
Conclusion
“The world of traditional project management belongs to yesterday”“Don’t waste your time using traditional project management on 21st century projects”
Agile project management is …
A systems development approachNew product development approachExpertly designed to be fast and efficientIntentionally lean and free of waste (muda) Systematic highly-disciplined approachesCapable of producing high quality systemsRight-sized, just-enough, and just-in-time tools
Scalable to large, complex mission-critical systems Designed to maximize business value for customers
Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.
Books on ROI of SW Methods Guides to software methods for business leaders Communicates business value of software methods Rosetta stones to unlocking ROI of software methods
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