Download - Agile project management

EURO MPMEuropean MasterIn Proyect Management

Bilbao, 23, October 2010

Andoni Gonzalo

Agile Project Management

EURO MPMEuropean MasterIn Proyect Management 2

Agenda

I. What is Agile

II. A bit of History

III. Why agile is used in SW


What is Agile

Concept Speculation

ExplorationRevision

Close

Iterations


• Agile Manifesto• Individuals and interactions over processes and

tools

• Working software over comprehensive

documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

What is Agile


What is Agile

Persons and

Interaction

Toolsand

Processes

V

A

L

U

E


What is Agile

Working SW

Comprehensive

documentation

V

A

L

U

E


What is Agile

Customer

collaboration

Contract

negotiation

V

A

L

U

E


What is Agile

Responding to

change

Following a

plan

V

A

L

U

E


• Agile = iterate

• Agile = increment

• Agile = collaboration with the client

• Agile = team player

• Agile = share responsibility

• Agile = Accept/Want change

What is Agile


• Many years ago

• Not just in SW• Japan 1986

• The New New Product Developement Game, by Hirotaka

Takeuchi (Hitotsubashi University) y Ikujiro Nonaka

• Jeff Sutherland, John Scumniotales y Jeff McKenna

• First Scrum for SW agile development on 1993

• Use the Takeuchi y Nonaka study about teams as base.

• 1995 Ken Schwaber formalized the process for the SW

industry.

• 2001 Agile Manifesto

• 12 gurus (http://www.agilemanifesto.org)

History


• Traditional methods DON’T WORK!!!!

Why being Agile in SW

the-curious-case-of-the-chaos-report-2009


• Averages


Not on time 79%


• New Agile methodologies



• Clients don’t know what they

want• Changes come after every meeting

• Can’t follow a real plan

• “Most of the people don’t know

what they want until they try it”• Selling blue elephants (Howard Moskowitz &

Alex Gofman)

• Agile Marketing RDE (Rule Development

Experimentation)



• ROI


JOHN GOODSEN


• Quality• Working output at the end of the increment

• Short iterations

• Easy to react to wrong decisions



• There isn’t a global model• Specific areas

• Management not always committed• Difficult to implement in whole company

• Think developers are translators

• Can’t share responsibility

• Clients refuse• Want clear objectives

• Feels “chaos” will take over the project

• Contract Think it’s safer

General problems


Methodologies

Based on Processes

P

r

a

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t

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e

M

o

d

e

l

Specific Area Global

EFQM


Methodologies

Based on Agile

P

r

a

c

t

i

c

e

M

o

d

e

l

Specific Area Global


Tipos de Planificación

• Agile for SW development• Good Needed

• Constant Planning• RE-planning

• Other areas• Every creative work

• Where change is constant

• Uncertain environment

Conclusions


Tipos de Planificación

Q&A


References

www.scrummanager.net

Flexibilidad con Scrum -- http://www.navegapolis.net/content/view/905/89/

(Juan Palacio) https://www.safecreative.org/work/0711140303769

http://www.navegapolis.net/content/view/905/89/

http://www.navegapolis.net/content/view/905/89/

https://www.safecreative.org/work/0711140303769

https://www.safecreative.org/work/0711140303769