Management of stakeholders within Agile Projects

Management of Stakeholderswithin the Agile Projects

HI,KIF AK,CA VA?

AGENDA

COMPLEXITY

AGILE

STAKEHOLDERS’ ENGAGEMENTSCRUM

INNOVATION GAMES ®

AGENDA

COMPLEXITY

AGILE


INNOVATION GAMES ®

CYNEFIN

6

OBVIOUS

COMPLICATEDCOMPLEX

CAHOS

Sense – Categorize - Respond

Sense – analyze - RespondProbe - Sense – Respond

Act - Sense – Respond

ORDERED Vs COMPLEX SYSTEM

ORDERED

Stable Cause-effects relationships

Under same conditions, things repeat the sameway

Many drivers affect the system without beingaffected by it

Evidence can be traced back to one explanation

Model and simulations can predict system Behavior

COMPLEX

Shifting dispositions and patterns messy coherence

Nothing happens the same way twice except byaccident

Agent-system coevolution: Most thing that appendin the system are heavily influenced by it

Evidence supports contradiction

No prediction is certain

7

THE CYNEFINFRAMEWORK ALLOWSTO UNDERSTAND INWHICH SYSTEM YOUARE EVOLVING ANDWHAT KIND OFDECISIONS TO TAKE

8

ORDERED Vs COMPLEX SYSTEM

ORDERED

Define the desired outcome

Listen to expertise in order to find what’s true

Plan from the end point backward

Make happen what you know to be successful

Understand the big picture and exhaustively manageeverything

COMPLEX

Define the desired direction

Listen to diversity in order to find what’s worth trying

Respond to the present environment

Let happen what you assume to be promising

Have an idea of the big picture and selectivelymanage the next possible step

9

10

OBVIOUS

COMPLICATEDCOMPLEX

CAHOS

AGENDA

COMPLEXITY

AGILE


INNOVATION GAMES ®

CHALLENGES

AGILE: ORIGIN

Analysis / Requirements

Design

Implementation

Testing /Verification

Rollout /Maintenance

Development

ONCE UPON A TIME IN THE 90’s

PROJECT STATUS 14

# 1

X X X

X

# 2

XX

LIGHTWEIGHT METHODOLOGIES 15

XP

DSDM CRYSTALSCRUMASD

PragmaticProgramming

SCRUMFDD

XP

2001: AGILE MANISFESTO 16

4 VALUES12 PRINCIPLES

Focus on Values & Principles 17

Les individus et leurs interactions plus que les processuset les outils

Des logiciels opérationnels plus qu’une documentationexhaustive

La collaboration avec les clients plus que la négociationcontractuelle

L’adaptation au changement plus que le suivi d’un plan

Nous reconnaissons la valeur des seconds éléments, mais privilégions les premiers.

Manifesto for Agile Software Development

Kent Beck ,Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, RonJeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Manifesto for Agile Software Development

Kent Beck ,Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, RonJeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas

AGILE

5 pillars

2 foundations

AGILE HOUSE

“Empiricism asserts that knowledge comes

from experience and making decisions based

on what is known”

FOUNDATION #1 : EMPIRICAL APPROACH


Plan

DoCheck

Act


Plan

DoCheck

Act

Feed-Back LoopsTRANSPARENCY

“Holism considers that the behavior of asystem cannot be fully determined by

its component parts alone”

FOUNDATION #2 : HOLISTIC APPROACH

≠

FOUNDATION #2 : HOLISTIC APPROACH

AGILE

HolismEmpiricism

Frequent Delivery

1

2

Focus on business value

Business Value

3Communication & Collaboration

4Team Empowerment

5

Continuous Improvement

AGILE

Con

tinu

ous

Impr

ovem

ent

Fast

& F

requ

ent

Del

iver

y

Focu

s on

Bus

ines

sVal

ue

Com

mun

icat

ion

&C

olla

bora

tion

Team

Em

pow

erm

ent

HolismEmpiricism

AGILE: PARADIGM SHIFT

INCREMENTAL AND ITERATIVE

AnalysisRequirements

Design Development Test Deployment

IRON TRIANGLE

FIXE

DES

TIM

ATED

SCOPE TIME

COSTTIME

COST

SCOPE

Agile

Waterfall

AGENDA

COMPLEXITY

AGILE


INNOVATION GAMES ®

AGENDA

COMPLEXITY

AGILE


INNOVATION GAMES ®

3 roles

4 artifacts 5 Activities

SCRUMTHE MOST POPULAR AGILE METHODOLOGY

A SCRUM STORY

SCRUM STAKEHOLDERS

PIGS = SCRUM TEAM

The Product OwnerThe Scrum MasterThe development Team

CHICKENS: STAKEHOLDERS

The ManagementsThe CustomersThe UsersThe Sponsors…

COMITTED INVOLVED

TIMEMANAGEMENT

ARTIFACTS

01

ROLES

02

03

STAKEHOLDERS ENGAGEMENT IN SCRUM

BUILD THE RIGHT THING BUILD THE THING RIGHT

BUILD IT FAST

PRODUCTOWNER

DEV TEAM

SCRUM MASTERAGILE COACH

THE SCRUM ROLES

PRODUCT OWNERKEY ROLE IN THE STAKEHOLDER ENGAGEMENT

“The Product Owner isresponsible for maximizingthe value of the productand the work of theDevelopment Team”

• Clearly expressing Product Backlog items

• Product Backlog is visible, transparent, and clear to all

• Optimizing the value of the work the Development Team

• Ensuring the Development Team understands items

• Responsible for making the development status visible

“For the PO to succeed, theentire organization must

respect his or her decisions”

“The PO is the voice of thecustomer, represents the

internal stakeholders”

SCRUM MASTERMASTER OF SCRUM

Team

“The ScrumMaster isresponsible forensuring Scrum isunderstood andenacted.”

PO

Organization / Stakeholders• Leading / Coaching – Scrum adoption• Planning Scrum Implementation• Helping to understand and enact Scrum• Being a change Agent• Collaborating with other SM

It is not amanagerial

position!

SERVES

TIMEMANAGEMENT

ARTIFACTS

01

ROLES

02

03


TIME MANAGEMENT IN SCRUMSPRINT

46

Sp

rin

t P

lan

nin

g

Sp

rin

t R

étro

spec

tive

Sp

rin

t R

evie

w

DAILY SCRUM

EVERY DAY

Sprint

GROOMING

BV ESTIMATION

THE SPRINT INCLUDES ALLTHE SUFFICIENT AND

NECESSARY MEETINGS

ALL OTHER SCHEDULEDMEETINGS ARE CONSIDERED

AS IMPEDIMENTS

SCRUM MEETINGS

47

CLEAR GOAL

RECURRING TIME BOXED

START ON TIME AND FINISHON TIME

MINUTES TAKEN/ FLEXIBLE FORMATS (PICTURES, WIKI)

TIMEMANAGEMENT

ARTIFACTS

01

ROLES

02

03


ARTIFACTS: TRANSPARENCY 49

Agile / Scrum is based on Empiricism

è

The decision are based on what is known

è

Information fully transparent

“It is the responsibility of all

engaged parties to understand if the

artifacts are completely

transparent…”

INFORMATION RADIATOR 50

“An information radiator displayinformation in place passers can see it.With information radiators, the passersdon’t need to ask any questions. Theinformation hits them as they pass »

DEFINITION OF DONE“Scrum relies on transparency”

51

• Everyone must understand what “Done” means

• Not a standard definition for all Scrum teams

• Progress to more stringent criteria for higher quality

• Should be aligned with the increment

ARTIFACTS: PRODUCT BACKLOGSole responsibility of the Product Owner

52

DynamicNever Complete

RELEASE

SPRINT

FUTURERELEASES

HIGH

PRIO

RITY

LOW

ERPR

IORI

TY

The Product Backlog

It lists all features, functions, requirements,

enhancements, and fixes that constitute the

changes to be made to the product in future

releases.

Product Backlog items

• They are described, ordered, estimated

and valued.

• They are ready when can be included in

the next sprint planning

Ready for nextsprint planning

PRACTICES: PRODUCT BACKLOG DEEP 53

PERSONA: STAKEHOLDER ALIGNEMENT

SO U R CE: R OMAN PIC H LER

USER STORY: STAKEHOLDER ALIGNEMENT 55

User stories are part of an agile approach that helps shift the focus from writing about requirements to talkingabout them. All agile user stories include a written sentence or two and, more importantly, a series ofconversations about the desired functionality.

As ………..I want to………………… so that…………………

As a Nadim I want tobook online my ticket forthe conference so that Ican join the event

AcceptanceCriteria

CARD

CONVERSATION

CONFIRMATION

3C

STAKEHOLDER ENGAGEMENT: SCRUM

PRODUCTOWNER

SCRUM MASTER

TIMEMANAGEMENT TRANSPARENCY

FEED BACKLOOPS

DEFINITION OFDONE

PERSONA

USER STORIES

…

AGENDA

COMPLEXITY

AGILE


INNOVATION GAMES ®

WHY GAMING?

§Games allow to address complex challenge§Change the me perspective in we perspectives§Players are equal in the game§Games ensure diverse viewpoint§Games enable real-time perspectives§Games are deeply satisfying§Games engage people (customers, employees, citizens…Stakeholders)§Games overcome traditional silos§Games are fast and not expensive§Game engage not only the language but all the dimension of the brain

(we play with artifacts)

WHEN GAMING?

§Strategic planning (vision, alignment),§Change management & team building§Project management§Creation of product, for Game can be used, for team building

BUY THE FEATURESGOAL: PRIORITIZE THE FEATURES

§ Create a list of potential features each with a price§ Calculate the total amount of all the features (For instance 1,000 000 USD)§ Gather customers in groups (each group having between 5-9 participants) (For

instance: 8)§ Each Group will get an amount than presenting a part of the Budget between

50% - 70% (i.e. 60%)§ Divide this amount between all the group members (In our case

(1,000,000*0.6)/8=75,000)

§ Encourage your Customers to pool their money, they have to negociate

§ Rule: A feature is selected when the total amount is bought otherwise themoney is lost

§Create collectively under constraints a list of prioritized features

BUY THE FEATURES: CASE STUDYBUDGET OF SAN ANTONIO MUNICIPALITY

REMEMBER THE FUTUREUnderstand stakeholders definition of sucess

§Process:Get all the stakeholders (sponsors, customers, team user,)We are now 6 month + 2 weeksAsk them to image what had happens backward during this 6months

§Results: understanding of§Understand the stakeholders’definition of success§See the conditions success§DetecT the protential risks and§Improve the aligement of the stakeholders

AGENDA

COMPLEXITY

AGILE


INNOVATION GAMES ®

MERCI

Q/A

Pierre Hervouet

ContactInformatio

n

00.961.(0)3.665.755

[email protected]@agilelebanon.org

www.upward.consultingContactInformation www.facebook.com/upwardconsult

@pierre_hervouet@agilelebanon

www.facebook.com/agilelebanon

REFERENCES

http://cognitive-edge.com/

AGILE

http://www.scrumguides.org/

http://agilemanifesto.org/

COMPLEXITY