AGILE LESSONS FROM THE NEW PMBOK® -...

AGILE LESSONS FROM THE NEW PMBOK®

Presented by Eddie Merla, PMI-ACP, PMP

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Agenda

• Summary of Changes

• Agile Concepts

• Five Mindset Shifts

• Agile Methods & Scrum

• Q&A

• Wrap-up

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Summary of Changes

• Project managers should understand the Agile mindset

• Each knowledge area addresses “considerations for Agile/Adaptive environments”

• Common themes• Agile and hybrid methodologies

• Servant leadership

• Agile teams

• Adaptive planning

• Transparent communications

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Top Ranked Causes of Failure

Lack of User Input 12.8%

Incomplete Requirements 12.3

Changing Requirements 11.8

Lack of Executive Support 7.5

Lack of Resources 6.4

Unrealistic Expectations 5.9

Unclear Objectives 5.3

Unrealistic Time Frames 4.3

Planning

Traditional Waterfall Approach

Design

Build

Test/QA

Implement/Go Live

Characteristics:

• Upfront planning

• Organized around

functional processes

• Scope is protected

• Change is tightly

controlled

“Freeze” Points

Time

Agile Conceptual Approach

Project Discovery &

FramingIteration 1 Iteration 2 Iteration N Close

Functional/ReleasableProducts

Functional/ReleasableProducts

Functional/ReleasableProducts

PlanGet to “Done”ReviewReflect

AdaptPlanGet to “Done”ReviewReflect

AdaptPlanGet to “Done”ReviewReflect

The Agile Manifesto

Process and toolsIndividuals and interactions

over

Following a planResponding to change over

Source: www.agilemanifesto.org

Comprehensive documentation

Working [product] over

Contract negotiationCustomer collaboration over

While we value the items on the right, we place more value on the items on the left

✓ Self-organizing teams

✓ Customer integrated into team

✓ No silos!

✓ Daily interactions

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Process and toolsIndividuals and interactions

over

✓ Work in shorter iterations

✓ Focus on business value

✓ Deliver something “shippable” each iteration

✓ Produce working products (not documentation!)

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Comprehensive documentation

Working [product] over

✓ Scope is not a contract, it’s a collaboration

✓ Customer drives stories (requirements)

✓ Customer owns products

✓ Customer drives priorities

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Contract negotiationCustomer collaboration over

✓ Planning is an evolving process, not a one-time event

✓ Scope is represented by an evolving backlog

✓ Agility for change gives the customer business advantage

✓ Iteration approach allows “inspect and adapt”

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Following a planResponding to change over

Change in Waterfall Environment

Duende / ProcessZen 16

PlanPredicted

Future

Eventual Outcome

$

$$$

$$$$

BUILD TEST GO LIVEDESIGN

• Less Product• Higher Budget• Longer Schedule

• Product• Budget• Schedule

• Decisions• Prediction

ChangeWhat assumptions do we usually make here?

Change in the Agile Environment

Project Discovery &

FramingIteration 1 Iteration 2 Iteration N Close

Functional/ReleasableProducts

Functional/ReleasableProducts

Functional/ReleasableProducts

}• Shrinking backlog• Evolves• Includes changes• Stops when ROI is

achieved

What’s Different?

Traditional

• Top-down leadership

• Managed teams

• Project Managers

• Predictive (up-front) planning

• Fixed/Protected scope

• Minimized change

• Formal documentation

• Customer is removed

• Protected completion date

Agile

• Servant leadership

• Self-organizing teams

• Coaches/facilitators

• Rolling wave planning

• Adaptable scope

• Intentional change

• Information radiators

• Customer is included

• Project complete when “done”

Five Mindset Shifts

• Create self-organizing teams

• Lead Agile teams

• Deliver value frequently

• Embrace change

• Become radically transparent

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Create Self-Organizing Teams

Create Self-Organizing Teams

BROAD

DEEP

Ability to work outside of core discipline

Functional

area,

discipline or

specialty

Adapted from:

Kenneth S. Rubin

“Essential Scrum”

T-shaped Skillsets

Lead Agile Teams

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Traditional Agile

Project Manager

Self-Organizing

Servant LeaderFacilitatorCoach

Command & Control

Lead Agile Teams – The Leader’s Role

• Serve the team

• Protect the team

• Remove impediments

• Facilitate the process

• Protect the process

• Facilitate outside interactions

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DSTUF

Deliver Value Frequently

Deliver Value Frequently

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Sprint

ProjectVision

Backlog

SprintPlanning

SprintBacklog

ConductSprint Potentially

ShippableProduct

1 – 4 weeks

Advantages:• Faster delivery• Focus on value• Higher quality• Faster feedback• Learn to adapt

Embrace Change

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Instead of predictive planning based on a fixed scope:

Let the vision drive the scope which will most likely change with each sprint:

Scope- Feature- Feature- …

• Drives schedule & costs• Requires rigid change control

AdjustedBacklog

Work with customer to refine after every sprint

Become Radically Transparent

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Instead of: Make work visible:

Scrum Board

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Stories To Do Doing Validating Done

Sample Burndown Chart

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Become Radically Transparent

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Stand-up Meetings

BriefEffectiveNot for solving problems

or debating issuesThree questions:• What did you do

yesterday?• What will you do today?• What’s in your way?

Where is Agile Most Effective?

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Summary of Scrum

• An Agile process

• Deliver highest business value in the shortest time

• Inspect actual working product frequently and rapidly

• Teams self-organize

• Business sets the priority

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Scrum

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Only 3 Roles in Scrum

Product Owner Team Scrum Master

• Provides the vision• Owns scope• Owns the product• Prioritizes backlog

• Self-organizing• Creates the product• Cross-functional• Estimates & commits

• Servant leader• Facilitates process• Protects team• Owns “blocks”

Scrum

Cancel

Gift wrap

Return

Sprint2-4 weeks

Return

Sprint goal

Sprint backlog

Potentially shippableproduct increment

Productbacklog

CouponsGift wrap

Coupons

Cancel

24 hours

Sprints

• Scrum projects make progress in a series of “sprints”

• Typical duration is 2–4 weeks or a calendar month at most

• Sprints are time-boxed

• A constant duration leads to a better rhythm

• Product is designed, coded, and tested during the sprint

• Each sprint delivers business value

Sequential vs. overlapping development

Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986.

Rather than doing all of one thing at a time...

...Scrum teams do a little of everything all the time

Requirements Design Code Test

No changes during a sprint

• Plan sprint durations around how long you can commit to keeping change out of the sprint

Change

Putting it all together

Image available at www.mountaingoatsoftware.com/scrum

Wrap Up

•Wrap up

•Keepers

Reading Resources

• “Scrum: The Art of Doing Twice the Work in Half the Time” by Jeff Sutherland & J.J. Sutherland (excellent for understanding the “why” for Agile/Scrum)

• “Essential Scrum: A Practical Guide to the Most Popular Agile Process” by Kenneth S. Rubin (great reference for Agile and Scrum)

• “Agile Estimating and Planning” by Mike Cohn (describes the “Agile” approach to estimating & planning)

• The Software Project Manager’s Bridge to Agility by MicheleSliger & Stacia Broderick (good mapping from traditional project management to Agile)

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Contact Information

Eddie Merla, PMI-ACP, PMP

Phone: 713-408-6751

Email: eddiemerla@duendepm.com

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Services:Project Management: Training (Concepts, Certification, Agile), Augmentation & Consulting