Agile Project Management with Primavera - doag.org · ƒ Primavera P6 Enterprise ƒ Web & Client ƒ Team Member & BI 2 Coveringtwoareas ƒ Waterfall ƒ Agile 3 Supportingthreeprocesses

Agile Project Managementwith PrimaveraShivank Saxena, Infosys Ltd.Sebastian Schweinle, Siemens AG

Restricted ©

Agile Project ManagementContents

1 • Why Agile Project Management

2 • What is the scope for agile Project Management

3 • What is Agile Project Management

4 • Which is the approach to combine Agile and Primavera

5 • Who is envolved?

6 • What are the challenges?

7 • Disclaimer, Sources and Contact

Restricted (c), Siemens AG Page 2

MotivationWhy Agile Project Management ?




In Budget

Scope

In time

Quality ???



Fixe

dVa

riabl

e

Scope

Cost

Quality

Time

Scope

Quality

Time Cost

Current model Future model

RequirementEnterprise Agility – The Need ?

Today’s dynamic business scenario has also brought new challenges for Enterprises and haveincreased the need for a successful project execution all the more…


Regular Changes / AddOns

Shorter Lifetime ofProducts

Volatile Market requiresflexibility

Products „adapted“ tomarket

CustomerRequirements

RequirementDrawback of Traditional Waterfall Model

Cost of re-work or Changes are veryHigh

Cost of re-work or Changes are veryHigh

Identify and react tochange

Low Visibility till the end of LifecycleLow Visibility till the end of LifecycleFaster time to market

Requirements need to freeze orbaselined from the start

Requirements need to freeze orbaselined from the startChanging scope

MarketNeeds


RequirementAgile Projects at Infosys


Primavera vs. AgileContents









AgileScope of Agile in Primavera

Changes

Tools

Processes

People Culture

Method-ologies

Way ofworking

Situation


AgileScope of Agile in Primavera

Changes

Tools

Processes

People Culture

Method-ologies

Way ofworking

No changesAgile

Primavera


AgileWhat is the functional scope

ResourceSchedulingResource

SchedulingCapacityPlanningCapacityPlanning

Time SheetingTime Sheeting

ProjectSchedules

ProjectSchedules

ReportingReporting

Strategic Project PlanningStrategic Project Planning

ProjectScheduling

ProjectScheduling Projects & ResourcesProjects & Resources

Com

petencyM

anagement

Com

petencyM

anagement

1One Toolƒ Primavera P6 Enterprise

ƒ Web & Client

ƒ Team Member & BI

2Covering two areasƒ Waterfall

ƒ Agile

3

Supporting three processesƒ Project Management

ƒ Resource Management

ƒ Competency Management

ReportingReporting

Proj

ectI

mpo

rt(C

usto

mer

File

s)Pr

ojec

tIm

port

(Cus

tom

erFi

les)











AgileWhat is agile project management

Agile

Solution

Scope

People

Collaboration

Agile

People & interactions over processes and tools

Working (software) solution over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over to follow a plan



One Project



One Project


What is Agile Project ManagementAgile Structure

Backlog

Plan

Produce

Inspect

Adapt Release


What is Agile Project ManagementSprints

Discovery

Release

Inititation

DefineObjectives &

Benefits

VisionStatement

SprintPlanning

IdentifyCritical

SuccessFactors

Teamonboarding

Write UserStories

Priortization ReleasePlanning

Base Arch. &Infra Setup

TeamEnablement

ProduceWorking

deployment

Daily ScrumMeeting

ProductBacklog

Grooming

Review &Retrospection

Sprint0

Sprint1..N



Restricted (c), Siemens AG Page 19Restricted (c), Siemens AG Page 17








ApproachSet up of project schedule – Template


ApproachSet up of project schedule – Sprint 0 Discovery


ApproachSet up of project schedule – Sprint 0 Initiation


ApproachSet up of project schedule – Sprint 1


ApproachPrioritize Features / Activities


Complexity1 2 3

4 5 6

7 8 9

Business ValueL <2.500 €

M <10.000 €

H < 50.000 €

Risk1 2 3

4 5 6

7 8 9

PriorizationHigh Priority

Medium Priority

Low Priority

Not ratable yet

ApproachSprint 1 – Progress tracking


MotivationSprint 1 – Schedule Report (Canban Board)


MotivationAgile Plan – Sprint Burndown (Source Data)

Restricted ©, Siemens AG

ResourceName 02. 03. 04. 05. 06. 09. 10. 11. 12. 13. 16. 17. 18. 19. 20. SUMGerald 4 0 4 4 4 4 4 4 4 4 4 4 4 4 4 56Joachim 5 0 5 5 5 5 5 5 5 5 5 5 5 5 5 70Detlef 5 0 5 5 5 5 5 5 5 5 5 5 5 5 5 70Andreas 8 0 8 8 8 8 8 8 8 8 8 8 8 8 8 112Christina 8 0 8 8 8 8 8 8 8 8 8 8 8 8 8 112Sebastian 3 0 3 3 3 3 3 3 3 3 3 3 3 3 3 42

Type Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 Day 11 Day 12 Day 13 Day 14 Day 15CUM Plan 495 462 429 396 363 330 297 264 231 198 165 132 99 66 33CUMActuals 495 462 429 404 376 363 330 297 254 198 169 115 82 79 33Planning 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33Actuals 33 33 25 20 0 0 0 10 33 29 50 50 20 33 25


MotivationAgile Plan – Sprint Burndown


0

100

200

300

400

500

600

Day1

Day2

Day3

Day4

Day5

Day6

Day7

Day8

Day9

Day10

Day11

Day12

Day13

Day14

Day15

Sprint 1 Burndown

CUM Plan CUM Actuals

Scheduleproject daily

Exportdatadaily

Enteractuals

daily


MotivationAgile Plan – Project Burndown


0

2

4

6

8

10

12

14

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9 Sprint10

Project Burndown

CUM User Stories Planned CUM User Stories Actuals

Maintain allUser Stories

Updateprogress

Monthlyupdate











Cur

rent

Rol

esS

iem

ens

Uni

tsFu

ture

Rol

esRolesAgile Roles

ExternalVendors

Siemens ITBusiness

Product Owner

Responsible fortheir requirements /scope

Requestor

Hand over Demandto IT fordevelopment

Scrum Master

Consultant of agileproject team

Project Manager

Responsible for theimplementationproject

Development Team

Part of the agile teamto clarify scope directwith business

Supplier

Development basedon requirementspecification by PM











ChallengesOur experiences - Discussion

Tool

Processes

People

- Process allows alteration of scope leads to regular budgetverification

- Reporting changes – no linear progress reporting possible- Planning process – people do not see the scope of project

any more, difficult to align

- Role change – business is now responsible for their userstories

- Regular scrum meetings – people HAVE to participate, beavailable every day for the project

- Project Manager is only consultant (as scrum master), notresponsible for scope

- Creation of schedule- Handling of variable scope / activities- Reporting- Teams – Role / Resource Teams cannot have codes or

UDFs assigned- Daily schedule?Restricted (c), Siemens AG Page 33

MotivationWrap Up – Communication is Key


Contact

Shivank SaxenaInfosys Ltd.

E-Mail:[email protected]@siemens.com

Sebastian SchweinleGS IT MO PLMSiemens AG

E-Mail: [email protected]

Sources

Pictures and/or Slides: 7, 8, 15, 16, 18© 2018 Infosys Limited, Bangalore, India. All Rights Reserved.

Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosysacknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in thisdocument. Except as expressly permitted, neither this documentation nor any part of it may be reproduced, stored in a retrieval system, or transmittedin any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the prior permission of Infosys Limitedand/ or any named intellectual property rights holders under this document.

Picture Slide 34(C) http://www.smart-jokes.org/how-it-projects-really-work.html (Cartoon Source unknown)

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Agile Project Management with Primavera - doag.org · ƒ Primavera P6 Enterprise ƒ Web & Client ƒ Team Member & BI 2 Coveringtwoareas ƒ Waterfall ƒ Agile 3 Supportingthreeprocesses