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Introduc)ontoAgileProjectManagement
SanjivAugustine,LitheSpeedPMINorthernItalyChapter,Milan
September28,2007
DeliveringCustomerValuewithSpeed,Economy&Quality
Agenda
• WhyAPM? 05Minutes• WhatisAPM? 25Minutes
o HistoryofAgileandLeano TheAgileLandscapeo KeyAgilePrincipleso KeyAgilePracticeso ComplexityTheoryDistilledo AdaptiveProjectModelo TheAgileManager’sRoleo TransitioningtoAPM
• ManagingAgileProjects–APMPrac7ces 50Minuteso OrganicTeamso GuidingVisiono SimpleRuleso OpenInformationo LightToucho AdaptiveLeadership
• Discussion 10Minutes
IncreasedConsumerExpecta)ons
Asconsumerstodaywewantandexpectinnovativeproducts:faster,cheaperandwithbetterqualitythanthosewe’veseeninthepast.
IncreasedWorkPressure
Asknowledgeworkers,ourbusinesstoolshaveimprovedourcapabilitytobeproductive,raisingworkexpectations.
MisalignedExpecta)ons
However,Insteadofthis…ProductivitydrivingCustomervalueBu
sine
ss
Expe
cta)
ons
Consum
er
Expe
cta)
ons
Consum
er
Expe
cta)
ons
BusinessExpecta)onsCo
nsum
er
Expe
cta)
ons
Weusuallygetthis…MisalignmentofValuedeUinitions
Oralltoooften,this.OrthogonaloppositiontoCustomerValue
History&In9luencesEarly1900s
• WalterShewhart:Plan‐Do‐Study‐Act,SPC
Mid1900s
• EdwardDeming:SPC,TQM
• Toyota:ToyotaProductionSystem(TPS)
• PeterDrucker:KnowledgeWorker
Late1900s
• 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.
EarlyadoptersofAgileprocesseswereprimarilysmallhigh‐techproductcompanies.Butasecondwaveofadop)onisnowunderway,withenterpriseITshopstakingthelead.
TheseshopsareturningtoAgileprocessestocut)me‐to‐market,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:• FocusonCustomerValue–Alignproject,productandteamvisionstodeliverbetterproductquality–fasterandcheaper.
• SmallBatchesCreateaUlowofvaluetocustomersby“chunking”featuredeliveryintosmallincrements.
• Small,IntegratedTeamsIntensecollaborationviaface‐to‐facecommunication,collocation,etc;diversiUiedrolesonintegrated,self‐organizing,self‐disciplinedteams.
• Small,ContinuousImprovements–TeamsreUlect,learnandadapttochange;workinformstheplan.
DeliveringCustomerValuewithAgileProjectManagement
Therightproduct,attheright>me,fortherightprice.
• HigherQuality:“Designed‐to‐fit”productwithflexibilitytochange.
• IncreasedThroughput:Itera)veandincrementalprojectandproduct“chunks”withearliervaluedelivery.
• ReducedWaste:Lean,efficientprocesseswithlowercostsandhigherproduc)vity.
KeyAgilePractices:• ReleasePlanning• SprintPlanning• DailyScrum/Standup• Fixed‐lengthsprints• SprintReview• SprintRetrospective
KeyAgilePrac)ces
• Livingsystemsarecomplex,inthattheyconsistofagreatmanyautonomousagentsinteractingwitheachotherinmanyways
• Theinteractionofindividualagentsisgovernedbysimple,localizedrulesandcharacterizedbyconstantfeedback
• Collectivebehaviorischaracterizedbyanoverlayingorder,selforganization,andacollectiveintelligencesouniUiedthatthegroupcannotbedescribedasmerelythesumofitsparts
• Complexorder,knownasemergentorder,arisesfromthesystemitself,ratherthanfromanexternaldominatingforce
• Thesecomplex,self‐organizingComplexAdaptiveSystems(CAS)areadaptiveinthattheyreactdifferentlyunderdifferentcircumstances,andcoevolvewiththeirenvironment
ComplexityTheoryDis)lled
Agileprojectscanbeseenaschaordic:• CompetitionandCollaboration
o Agents:Individualso MentalModels:Visionandalignmento Groups:Projectteams
• EmergenceandSelfOrganizationo Interactions/Feedback:Information
exchangeandrelationshipsamongindividuals
o SimpleRules:XP/Scrum/FDDPractices• LearningandAdaptation
o Learning:Observation,monitoring,measurementandreUlection
o Adaptation:Processchanges,teamadjustments
o Environment:Projectenvironment
Adap)veProjectModel
Achaordicprojectharmoniouslyblendscharacteristicsofbothchaosandorder–freedomandcontrol,optimizationandexploration,competitionandcooperation.
TheAgileManager’sRole
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
Collaborationonself‐disciplinedandselforganizingteams
Top‐downcontrol
Minimalsetofcontext‐sensitive,generativepractices
Prescriptive,heavyweightmethods
Essential,valuefocusedmetrics Nonvalueaddedcontrols
APMPrac)ce–OrganicTeams
Objec7ves:• Structureandbuildself‐organizingagileteamsbasedonanorganicCASmodel
• Integratethemeffectivelyintothelargerenterprise
KeyImplica7ons:• ViewagileteamsasorganicCAS• Recognizethedifferencebetweenformalandinformalteamstructuresandstructureagileteamsaccordingly
• Moldgroupsofindividualsintohigh‐performanceagileteams
• Integratetheseteamsintothelargeragileenterprise
“Skillfulmanagersunderstandtheinterdependencebetweendesignandemergence.Theyknowthatintoday’sturbulentbusinessenvironment,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
TheCoreProjectTeamideallyconsistsof5‐9(7plusorminus2)members.
PM
ExtendedProjectTeam
FlexibleFormalStructure
EncourageDiversifiedRoles
DeUinerolesholisticallysothatteammemberscandevelopintoGeneralizingSpecialists(orVersatilists):
“GeneralizingSpecialist”Someonewithoneormorespecialtieswhoactivelyseekstogainnewskillsinexistingspecialties,aswellasinotherareas.
Ageneralizingspecialistismorethanjustageneralist.Ageneralistisajackofalltradesbutamasterofnone,whereasageneralizingspecialistisajackofalltradesandmasterofafew”
ScottAmbler
APMPrac)ce–GuidingVision
Objec7ve:• Createasharedvisionormentalmodelfordrivingbehavioronagileprojects.TheGuidingVisionisanaggregateofthreecomponentvisions:teamvision,projectvisionandproductvision
KeyImplica7ons:• Evolveteamvisiontodriveteambehavior• Createprojectvisiontodriveprojectbehavior• Facilitateproductvisiontodriveprojectevolution
Asharedvisionisnotanidea…itis,rather,aforceinpeople’shearts,aforceofimpressivepower.
PeterSenge,TheFifthDiscipline
FrontCover:• ProductName• Graphic• 3–4KeyFeatures(compellingreasontobuy)
BackCover:• DetailedFeatures/BeneUits• OperatingRequirements(constraints,standards,etc.)
DesignaProductVisionBox
APMPrac)ce–SimpleRules
Objec7ve:• Implementasetofsimple,adaptablemethodologyrulesthatallowagileteamstodeliverbusinessvaluerapidlyandreliably
KeyImplica7ons:• Assesstheenvironmenttodetermineitscharacteristics
• Identifyandimplementingasimplesetofmethodologyrulesthatiscongruentwiththeenvironment
• Honethedisciplineneededforcontinuousandconsistentapplicationofthesimplerules
"Simple,clearpurposeandprinciplesgiverisetocomplex,intelligentbehavior.Complexrulesandregulationsgiverisetosimple,stupidbehavior."
DeeHock,BirthoftheChaordicAge
AssesstheStatusQuo
• Istheorganization’senvironmentstableorturbulent?• Whatkindofstrategicplanningdoesitdo?• Howistechnologyleveraged?• Whatistheevidentculture?• Istheorganizationstructurebureaucraticorisitorganic?• Howdoesstaffviewmanagement?
How‐ToRules:Keyfeaturesoftheprocess• Feasibility,ProjectDiscovery• ReleaseandIterationPlanning• ProductandIterationBacklogs• TrackingviaBurndowncharts• Teamcollocatedinteamrooms• CoreteamdedicatedtoprojectBoundaryRules:Todefineallowableac7on• Estimationdoneonlybyperformers• PrioritizationdoneonlybyproductownersPriorityRules:Torankworkopportuni7es
• PrioritiesalwaysdecidedinSprintPlanningMeetingsTimingRules:Todefineandsynchronizedeliverypace• 3‐WeekSprintsExitRules:Tominimizesunkcosts• SprintResetallowableinextremecircumstances
CustomizeMethodology
APMPrac)ce–OpenInforma)on
Objec7ve:• CreateanopenUlowandexchangeofinformationamongprojectteammembers,andamongotherassociatedexternalgroups
KeyImplica7ons:• Reorganizeteamfacilitiesandseatingtoinstituteagileinformationsharingpractices
• Analyzethetimetakentoexchangeinformationwithexternalgroupstoidentifyandreducetheinformationcycletime
• Structureconversationsontheprojectteamsoastogeneratetransformingexchangesofinformationamongprojectteammembers
“Alllifeusesinformationtoorganizeitselfintoform.”
MargaretWheatley,LeadershipandtheNewScience
Effectivecollaborativeworkspacesneed:
• Commonareaforcollaborationandcommunity
• “Caves”forprivacy• Phonecalls• Emails• WebsurUing• Otherindividualtasks
• Open“drafts”ofinformation
CollocateTeamMembers
Source:TheComplexAdaptiveWorkplacehttp://www.ifm.eng.cam.ac.uk/mcn/pdf_Riles/part5_4.pdf
DailyStandupMee)ng
Whatdidyoudoyesterday?1
Whatwillyoudotoday?2
What’sinyourway?3
• Thesearenotstatussessionsforthemanager• Theyareteammembercommitmentsinfrontoftheteam
Eachparticipantanswers3questions:
APMPrac)ce–LightTouch
Objec7ve:• ManageagileteamswithastylethatallowsteamautonomyandUlexibility,andacustomervaluefocuswithoutsacriUicingcontrol
KeyImplica7ons:• Establishdecentralizedcontrolthatdefersdecisionmakingforfrequentlyoccurring,lesscriticaleventstotheteam
• ManagetheUlowofcustomervaluefromonecreativestagetoanother
• Recognizeteammembersaswhole‐personsandtreatthemaccordingly
• Focusonstrengths,ratherthanweaknessestoleveragepeople’suniqueness.
“Intelligentcontrolappearsasuncontrolorfreedom.Andforthatreasonitisgenuinelyintelligentcontrol.Unintelligentcontrolappearsasexternaldomination.Andforthatreasonitisreallyunintelligentcontrol.IntelligentcontrolexertsinRluencewithoutappearingtodoso.UnintelligentcontroltriestoinRluencebymakingashowofforce.”LaoTzu,BookofEthics
BuildonPersonalStrengths
ApplyingittoOthers:• Eachpersonisuniqueandhasuniquestrengthsand
weaknesses–wholepersons• Greatmanagersrecognizethattryingto
standardizehumanbehaviorisfutile,anddon’twastetheirtimetryingtochangepeopledramatically
• Ratherthanfocusonweaknesses,theybuildonthepersonalstrengthsoftheirteammembersandhelpthembecomemoreof“whotheyalreadyare”
ApplyingittoYourself:• Findoutwhatyoudon’tlikedoingandstopdoingit• "Thepointistofeelauthentic,self‐assuredor
creative”• Moreinfo:http://www.marcusbuckingham.com
APMPrac)ce–Adap)veLeadership
Objec7ves:• Trackandmonitortheprojectfortimelyandrelevantfeedback
• Institutesystemicproceduresforlearningandadaptation• HelptheAgileManagermaintainaleadershippresencethatanimatestheteam
KeyImplica7ons:• TrackandmonitorAPMpracticestoensuretheirproperapplicationanddesiredoutcomes
• Learnandadaptcontinuouslyaccordingtothefeedbackobtained
• Embodyleadershipthatinspiresandenergizestheteam.
“Itisnotthestrongestofthespeciesthatsurvive,northemostintelligent,buttheonemostresponsivetochange.”
CharlesDarwin,TheOriginofSpecies
+ ∆Automatedunittes)ng
6amDailyStandup
Customershighlysa)sfied
Tes)ngteamavailability
Retrospec)veshaveimprovedprocess
Buildcycle)me
Es)matesarestabilizing
ProductOwneravailability
Howtousethe“Plus‐Delta”TeamFeedbacktool:
• Takeafewminutesdailytogetyourteamtoprovidefeedbackontheproject
• RecorditinatabularformatonwhiteboardorUlipchart
• PlacethethingsthatareworkinginthePluscolumn,andthosethatneedimprovementintheDeltacolumn
• LeaveitupasanInformationRadiatorthatisaconstantreminder
GetTeamFeedbackDaily
OnlineDiscussionGroups• AgileProjectManagement,http://Uinance.groups.yahoo.com/group/agileprojectmanagement/• ScrumDevelopment,http://groups.yahoo.com/group/scrumdevelopment/
UserGroups• ItalianAgileMovement,http://www.agilemovement.it/index.php?newlang=ita• AgileAllianceUserGroupList,http://www.agilealliance.org/show/1641
Ar7cles• 1PageIntroductiontoAgileMethods,
http://www.lithespeed.com/resources/1PageIntrotoAgile.pdf• TheNewMethodology,http://www.martinfowler.com/articles/newMethodology.html• GettingStartedwithAgileDelivery,
http://www.gantthead.com/article.cfm?ID=230943&authenticated=1• So,How’sthatAgileInitiativeDoing?,
http://www.gantthead.com/article.cfm?ID=230943&authenticated=1• AgileProjectManagement:EmergentOrderthroughVisionaryLeadership,
http://www.ccpace.com/Resources/documents/AgileProjectManagement.pdf• TheLeanAgilePMO:UsingLeanThinkingtoAccelerateAgileDelivery,
http://www.cutter.com/project/fulltext/summaries/2006/10/index.html
Resources
Blogs• http://lithespeed.blogspot.com• http://www.leadinganswers.com• http://www.agileadvice.com
WebSites• http://www.lithespeed.com/resources.htm• http://www.agilealliance.org• http://www.apln.org• http://www.scrumalliance.org
Books• AgileandIterativeDevelopment:AManager’s
Guide,CraigLarman• ManagingAgileProjects,SanjivAugustine• AgileProjectManagement,JimHighsmith• AgileSoftwareDevelopment,AlistairCockburn• FearlessChange,LindaRisingandMaryLynn
Manns
Resources(con>nued)
Books(con>nued)• LeanSoftwareDevelopment–AnAgileToolkit,MaryandTomPoppendieck
• LeanThinkingandLeanSolutions,WomackandJones
• AgileSoftwareDevelopmentwithScrum,KenSchwaberandMikeBeedle
• AgileEstimatingandPlanning,MikeCohn• UserStoriesApplied,MikeCohn
SanjivAugustinePresidentSanjiv.Augustine@lithespeed.comSanjiv@sanjivaugustine.com
http://www.lithespeed.comhttp://www.sanjivaugustine.com
"IonlywishIhadreadthisbookwhenIstartedmycareerinsoAwareproductmanagement,orevenbeferyet,whenIwasgivenmyfirstprojecttomanage.Inaddi)ontoprovidinganexcellenthandbookformanagingwithagilesoAwaredevelopmentmethodologies,ManagingAgileProjectsoffersaguidetomoreeffec)veprojectmanagementinmanybusinesssehngs."JohnP.Barnes,formerVicePresidentofProductManagementatEmergis,Inc.
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