appm feb 2015-2 (1)

SajiSaji GopinathGopinath March 13,2015March 13,2015

APMAPM


Agile Project ManagementAgile Project Management


What is true with most projects? Around ____% of projects face Mgmt. problemsAround ____% of projects face Mgmt. problems

Time over run.. Scope creep Premature closure Poor quality (post project evaluation) Cost escalation Challenges of resource mismatch & utilisation

Recession and Project FailuresRecession and Project FailuresThis years results show a This years results show a marked decrease marked decrease in project success rates, in project success rates, with 32% of all projects succeeding which are delivered with 32% of all projects succeeding which are delivered on time, on budget, with required features and functions on time, on budget, with required features and functions says Jim Johnson, chairman of The Standish Group, says Jim Johnson, chairman of The Standish Group, 44% were challenged which are late, 44% were challenged which are late, over budget, and/or with less than the required features andover budget, and/or with less than the required features andfunctions and 24% failed which are cancelled functions and 24% failed which are cancelled prior to completion or delivered and never usedprior to completion or delivered and never used..," ,"

Chaos Report 2009Chaos Report 2009


Findings from a TCS Study?


Business response to failure


Standish Group : IT Project Success

But Why?But Why?


So what are the limitations of conventional methods

PLANPLAN

ERROR & UPDATIONERROR & UPDATION

RESULTRESULT Huge delays in Projects

CAN WE PREDICT THE FUTURE?CAN WE PREDICT THE FUTURE?

Risk Analysis?Risk Analysis?


Why? Formulation IssuesFormulation Issues

Management issuesManagement issues

What is APM?What is APM?

Design ThinkingDesign Thinking

CCPMCCPM

APMAPM


Learn From ULCCS WhatWhat HowHow Why? Why?


Strategies of the Wilderness


What is required? Ability Ability to deliver customer value to deliver customer value Dealing Dealing with inherent with inherent (project) (project) unpredictability and unpredictability and

dynamism dynamism Recognition Recognition and and adaption adaption to change.to change.

agilityagility


Agility Agility is the capability to balanceAgility is the capability to balance

stability with flexibility Order with chaos Planning with execution Optimization with exploration Control with speed

. to deliver customer value reliably in the face of . to deliver customer value reliably in the face of uncertainty and changeuncertainty and change


But how? Art of Fail ForwardArt of Fail Forward

Learnings from Toyota Ignorance accounting Fallacy of controls Breaking the post-mortem syndrome Breaking (mis)economies of scale Learning from nature

Solution for complex problems lies in Solution for complex problems lies in colloborationcolloboration

Agile (Project) Management MethodologiesAgile (Project) Management Methodologies

Living systems are Living systems are complexcomplex, in that they consist of , in that they consist of a great many a great many autonomous agents autonomous agents interacting interacting with each other in many wayswith each other in many ways

The interaction of individual agents is governed by The interaction of individual agents is governed by simple, localized rules simple, localized rules and characterized by and characterized by constant feedbackconstant feedback

Collective behavior is characterized by an overlaying Collective behavior is characterized by an overlaying orderorder, , selfself--organizationorganization, and a collective , and a collective intelligence so unified that the group cannot be intelligence so unified that the group cannot be described as merely the sum of its partsdescribed as merely the sum of its parts

Complex order, known as Complex order, known as emergent orderemergent order, arises , arises from the system itself, rather than from an external from the system itself, rather than from an external dominating forcedominating force

These complex, selfThese complex, self--organizing organizing Complex Adaptive Complex Adaptive Systems (CAS)Systems (CAS) are are adaptiveadaptive in that they react in that they react differently under different circumstances, and differently under different circumstances, and coco--evolveevolve with their environmentwith their environment


The Agile LandscapeAgile Methodologies eXtreme Programming

Kent Beck, Ward Cunningham, Ron Jeffries

ScrumKen Schwaber and Jeff Sutherland

Crystal Methods Alistair Cockburn

Feature Driven Development Jeff DeLuca

Dynamic Systems Development MethodDSDM Consortium

Agile Management Frameworks Agile Project Management

Jim Highsmith, Sanjiv Augustine

Agile ManagementDavid Anderson

eXtreme Project ManagementRob Thomsett, Doug DeCarlo


Key Agile Principles Focus on Customer Value Align

project, product and team visions to deliver better product quality faster and cheaper.

Small Batches - Create a flow of value to customers by chunking feature delivery into small increments.

Small, Integrated Teams - Intense collaboration via face-to-face communication, collocation, etc; diversified roles on integrated, self-organizing, self-disciplined teams.

Small, Continuous Improvements Teams reflect, learn and adapt to change; work informs the plan.

Delivering Customer Value with Agile Project Management

The right product, at the right time, for the right price.

Higher Quality: Designed-to-fit product with flexibility to change.

Increased Throughput: Iterative and incremental project and product chunks with earlier value delivery.

Reduced Waste: Lean, efficient processes with lower costs and higher productivity.


Key Agile PracticesKey Agile Practices:: Release PlanningRelease Planning Sprint PlanningSprint Planning Daily Scrum/StandupDaily Scrum/Standup FixedFixed--length sprintslength sprints Sprint ReviewSprint Review Sprint RetrospectiveSprint Retrospective

Identify topIdentify top--priority items and priority items and deliver them rapidly using: deliver them rapidly using: Small batchesSmall batches Small integrated teamsSmall integrated teams Small, continuous improvementsSmall, continuous improvements

Key Agile PracticesKey Agile Practices

Source : Source : SanjeevSanjeev AugstineAugstine(2008), Intro to APM, PMI(2008), Intro to APM, PMI


RequirementsRequirements PlanningPlanning CompleteComplete

Revise RequirementsRevise Requirements

Revise PlansRevise Plans

Adaptive Iterative ApproachAdaptive Iterative Approach

SpecsSpecs Design, Build,Design, Build,TestTest

Revise DesignRevise Design

Freeze RequirementsFreeze Requirements Freeze DesignFreeze Design

Adaptive ApproachAdaptive Approach Traditional Traditional PMPM


A Generalized Agile Process

ReleaseReleaseIteration 1Iteration 1 Iteration 2Iteration 2 Iteration 3Iteration 3 IterationIteration Feature 1Feature 1 Feature 2Feature 2 Feature 3aFeature 3a

Feature 3b3b Feature 4a4a

Feature 4b Feature 5

Feature 4c Feature 6 Feature 7

BacklogBacklog Feature 8 Feature 9 .


APM Life Cycle Framework Five PhasesFive Phases

Envision Speculate Iterative delivery

Monitor and Adapt

Close


Transitioning to APM

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Agile Project Management Traditional Project ManagementFocus on customer satisfaction and interaction

Focus on plans and artifacts

Response to change via adaptive action

Change controlled via corrective action

Progressive elaboration, rolling-wave planning

Monumental up-front planning

Customer prioritized, time-boxed delivery

Manager negotiated, scope-based delivery

Commitment management via feature breakdown structure

Activity management via work breakdown structure

Collaboration on self-disciplined and self-organizing teams

Top-down control

Minimal set of context-sensitive, generative practices

Prescriptive, heavyweight methods

Essential, value-focused metrics Non-value added controls


Breaking the paradigms

CultureCulture

Measure Measure of Successof Success

WaterfallDevelopment Iterative Development

Iterative andIncrementalDevelopment

ParallelDevelopment

AcceptanceTest Driven Development

CommandCommand--andand--ControlControl Leadership /CollaborativeLeadership /Collaborative

Conformance to PlanConformance to Plan Response to ChangeResponse to Change

DesignDesign

QAQA

ProcessProcess

Big Design Up Front Continuous

Big Test on Backend Continuous

Agile DevelopmentAgile Development

Tool SupportTool Support Highly specific Fully Integrated


New Measures of Success

Critical Path Critical Path -------------------------------------------------- Work Breakdown Structure Work Breakdown Structure

---------------------------------------------------------------------------------- % Complete of tasks % Complete of tasks ---------------------------- Serial functions Serial functions ---------------------------------------- Procedural process Procedural process ---------------------------------- Fixed scope Fixed scope --------------------------------------------------

Critical ChainCritical Chain Feature Breakdown StructureFeature Breakdown Structure # of Features accepted# of Features accepted Parallel functionsParallel functions Empirical time boxesEmpirical time boxes Fixed time and resourcesFixed time and resources

Measure Measure of Successof Success

WaterfallWaterfallDevelopmentDevelopment Iterative DevelopmentIterative Development

Iterative andIterative andIncrementalIncrementalDevelopmentDevelopment

ParallelParallelDevelopmentDevelopment

AcceptanceAcceptanceTest Driven Test Driven DevelopmentDevelopment

Conformance to PlanConformance to Plan Response to ChangeResponse to Change

ProcessProcess



Culture of Discipline and Collaboration

Culture of signCulture of sign--offs offs ---------------------------------- HighHigh--level plans = Rolllevel plans = Roll--up of detailed up of detailed

plans plans ------------------------------------------------ Detailed Planning early Detailed Planning early ------------------------ Protect the Project Scope Protect the Project Scope -------------------- Demonstrate at End Demonstrate at End ---------------------------------- Weekly PM meetings Weekly PM meetings ----------------------------

Culture of learningCulture of learning Gross estimates of backlog Gross estimates of backlog

create the highcreate the high--level planslevel plans Detailed Planning in chunksDetailed Planning in chunks Protect the Iteration ScopeProtect the Iteration Scope Demonstrate every IterationDemonstrate every Iteration Daily StandDaily Stand--up meetingsup meetings




AcceptanceAcceptanceTest Driven Test Driven DevelopmentDevelopmentProcessProcess


CultureCulture CommandCommand--andand--ControlControl Leadership /CollaborativeLeadership /Collaborative


Continuous Design & Test

Contract with Customer Contract with Customer -------------------- Big Design sign off Big Design sign off ------------------------------ Dreaded Integration phase Dreaded Integration phase -------------- Never miss Dev. Cmpt date Never miss Dev. Cmpt date ---------- Work in big phases Work in big phases ------------------------------ Testing squeezed Testing squeezed ----------------------------------

Partner with CustomerPartner with Customer LPM Design DecisionsLPM Design Decisions Continuous IntegrationContinuous Integration Never break the buildNever break the build Work in small chunksWork in small chunks Low Features squeezedLow Features squeezed






DesignDesign

QAQA

Big Design Up FrontBig Design Up Front ContinuousContinuous

Big Test on BackendBig Test on Backend ContinuousContinuous


Agile Project Tooling

Focus on Individuals Focus on Individuals -------------------------- Optimize the parts Optimize the parts -------------------------------- Integrate with batch update Integrate with batch update ---------- Manage large inventories Manage large inventories ---------------- UnUn--integrated with the WBS integrated with the WBS -------- Visibility through manual PM report Visibility through manual PM report --

--------------------------------------------------------------

Focus on the teamFocus on the team Optimize the wholeOptimize the whole Tight integrationTight integration Manage rapid throughputManage rapid throughput Manage the FBSManage the FBS RealReal--time visibility up, down time visibility up, down

and across the teamand across the team






Tool SupportTool Support Highly specificHighly specific Fully IntegratedFully Integrated


Four Paths to De-risking(Consistently Responsive)

HierarchicalHierarchical

Agility &Agility &Innovation Innovation

Culture of DisciplineCulture of DisciplineHighHigh

HighHigh

LowLow

LowLow

BureaucraticBureaucratic StartStart--upup

GreatGreatOrganizationOrganization

(Adapted from Collins Good(Adapted from Collins Good--toto--Great Matrix of Creative Discipline, 2002)Great Matrix of Creative Discipline, 2002)






HighHigh

LowLow

LowLow


Agile Agile DevelopmentDevelopment

Agile Agile OrganizationOrganization

WaterfallWaterfall


ChaosChaos Solo VirtuososSolo Virtuosos







HighHigh

LowLow

LowLow


Agile Agile DevelopmentDevelopment

Agile Agile OrganizationOrganization

Path 4 Path 4 Scaling & ExtendingScaling & ExtendingAgileAgile

Path 2 Path 2 DisciplineDiscipline

Path 1 Path 1 AgilityAgility

WaterfallWaterfall


ChaosChaos Solo VirtuososSolo Virtuosos

Path 3 Path 3 Agility & Agility & DisciplineDiscipline



APM Principles Foster alignment and cooperationFoster alignment and cooperation

People are primary agents driving value, change, learning and adaption

Shared vision keeps people aligned Co-operation instead of competition (by aligning people)


APM Principles Encourage emergence and selfEncourage emergence and self--organizing organizing

teamsteams Minimal, simple processes and practices Optimal structure (self-organized) emerge from close

interactions between many people following simple rules


APM Principles Institute learning and adaptionInstitute learning and adaption

Feedback is used for continuous learning, adaption and improvement

Projects operate on their chaordic edge the edge between chaos and order


APM Practices1.1. Organic teamOrganic team2.2. Guiding visionGuiding vision3.3. Simple rulesSimple rules4.4. Open informationOpen information5.5. Light touchLight touch6.6. Adaptive leadershipAdaptive leadership


Organic teams Enabling connections and adaption through close Enabling connections and adaption through close

relationships on small flexible teamsrelationships on small flexible teams Redundancy function Generalizing specialists Small teamsizes optimal communication channels


Guiding vision Keeping the team aligned and directed with a Keeping the team aligned and directed with a

shared mental modelshared mental model A mental model is a mechanism for anticipation and

adaption PMs maintain a good enough vision, which serves as

the mental model


Simple rules Establishing a set of simple, generative process Establishing a set of simple, generative process

rules for the teamrules for the team Stated and agreed upon at the outset Changed if needed during the project


Open Information Providing free and open access to informationProviding free and open access to information

Obstacles to information exchange caused by organization silos are identified and removed


Light Touch Applying intelligent control to foster emergent order Applying intelligent control to foster emergent order

and maximal valueand maximal value Increased control does not automaticaly decrease

uncertainty and increase order and value Courage! You cant know everything in advance


Adaptive Leadership Steering the project by continuously monitoring, Steering the project by continuously monitoring,

learning and adaptinglearning and adapting Continually observing and assessing practices, analyzing

and adapting them for desired results and implementing them with maximum impact


Classical Project Phases Modified to an Adaptive Classical Project Phases Modified to an Adaptive Iterative ApproachIterative Approach

DefinitionDefinition PlanningPlanning ExecutionExecution TerminationTermination

Revise DefinitionRevise Definition

Revise PlansRevise Plans


Can traditional models address this?

Adaptive project managementTraditional project managementApproach

Getting business results, meeting multiple criteriaGetting the job done on time, on budget, and within requirements

Project goal

An organization and a process to achieve the expected goals and business results

A collection of activities that are executed as planned to meet the triple constraint

Project plan

Plan at outset and re-plan when needed Plan once at project initiationPlanning

Flexible, changing, adaptiveRigid, focused on initial planManagerial approach

Unpredictable, uncertain, nonlinear, complexPredictable, certain, linear, simpleProject work

Affects the project throughout its executionMinimal, detached after the project is launchedEnvironment effect

Identify changes in the environment, and adjust the plans accordingly

Identify deviations from plan, and put things back on track

Project control

Projects differAll projects are the sameDistinction

Adaptive approach; one size does not fit allOne size fits allManagement style


Benefits from Implementing Agile

1.1. Deliver benefits early (First Iteration is demonstrable)Deliver benefits early (First Iteration is demonstrable)2.2. Avoid significant rework by only doing justAvoid significant rework by only doing just--inin--time detailed design time detailed design 3.3. Avoid deadAvoid dead--end design decisions by managing with LPM decisions and end design decisions by managing with LPM decisions and

tradetrade--off matrixoff matrix4.4. Raise quality by moving testing forward in the processRaise quality by moving testing forward in the process5.5. Become responsive by supporting scope adjustments every iterationBecome responsive by supporting scope adjustments every iteration6.6. Become reliable by instituting regular heartbeats to the teamBecome reliable by instituting regular heartbeats to the team7.7. Increase estimating accuracy by working in small chunksIncrease estimating accuracy by working in small chunks8.8. Decrease risk by always having working softwareDecrease risk by always having working software9.9. Increase throughput via realIncrease throughput via real--time visibilitytime visibility10.10. Increase team moral by dropping the death marches.Increase team moral by dropping the death marches.


How do you get to Agile?


Managing Agile Projects Managing Agile Projects APM PracticesAPM Practices


APM Practice Organic Teams

Objectives:Objectives: Structure and build selfStructure and build self--organizing agile teams based on organizing agile teams based on

an an organic CAS modelorganic CAS model Integrate them effectively into the larger enterpriseIntegrate them effectively into the larger enterprise

Key Key Implications:Implications: View agile teams as organic CAS View agile teams as organic CAS Recognize the difference between formal and informal Recognize the difference between formal and informal

team structures and structure agile teams accordingly team structures and structure agile teams accordingly Mold groups of individuals into highMold groups of individuals into high--performance agile performance agile

teamsteams Integrate these teams into the larger agile enterpriseIntegrate these teams into the larger agile enterprise

Skillful managers understand Skillful managers understand the interdependence between the interdependence between design and emergence. They design and emergence. They know that in todays turbulent know that in todays turbulent business environment, their business environment, their challenge is to find the right challenge is to find the right balance between the balance between the creativity of emergence and creativity of emergence and the stability of design.the stability of design.

FritjofFritjof CapraCapra, The Hidden , The Hidden ConnectionsConnections

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Core ProjectCore ProjectTeamTeam

BABA

BABA

TesterTesterProductProductOwnerOwner

DeveloperDeveloperDeveloperDeveloper

DesignerDesigner

DeveloperDeveloperDeveloperDeveloper PMPM

ManagerManagerReleaseReleaseManagerManager

CapacityCapacityPlannerPlanner

Prod.Prod.

ArchitectArchitect

TechTechOpsOps

BusinessBusinessBusinessBusinessSponsorSponsor

DBADBA

SecuritySecurity

ProductProductOwnerOwner BABA DesignerDesigner

DeveloperDeveloper TesterTester

Traditional SilosTraditional Silos

Integrated Integrated Agile TeamAgile TeamThe Core Project Team The Core Project Team ideally consists of ideally consists of 55--9 9 (7 plus or minus 2)(7 plus or minus 2)members.members.

PMPM

ExtendedExtendedProject TeamProject Team

Flexible Formal StructureFlexible Formal Structure


Encourage Diversified Roles

Define roles holistically so that team members can develop Define roles holistically so that team members can develop into into Generalizing Specialists Generalizing Specialists (or (or VersatilistsVersatilists):):

Generalizing Specialist Generalizing Specialist Someone Someone with one or more specialties who actively seeks to gain new with one or more specialties who actively seeks to gain new skills in existing specialties, as well as in other skills in existing specialties, as well as in other areas.areas.

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and master of a fewand master of a few

Scott AmblerScott Ambler

A generalizing specialist is more than just a generalist. A generalizing specialist is more than just a generalist. A generalist is a jackA generalist is a jack--ofof--allall--trades but a master of none, trades but a master of none, whereas a generalizing specialist is a jackwhereas a generalizing specialist is a jack--ofof--allall--trades trades and master of a fewand master of a few

Scott AmblerScott Ambler


APM Practice Guiding VisionObjective:Objective:

Create a shared vision or mental model for Create a shared vision or mental model for driving behavior on agile projects. The driving behavior on agile projects. The Guiding VisionGuiding Vision is an aggregate of three is an aggregate of three component visions: component visions: team visionteam vision, , project project visionvision and and product visionproduct vision

Key Implications:Key Implications: Evolve team vision to drive team behaviorEvolve team vision to drive team behavior Create project vision to drive project Create project vision to drive project

behaviorbehavior Facilitate product vision to drive project Facilitate product vision to drive project

evolutionevolution

A shared vision is not A shared vision is not an idea it is, rather, an idea it is, rather, a force in peoples a force in peoples hearts, a force of hearts, a force of impressive power.impressive power.

Peter Peter SengeSenge, The , The Fifth DisciplineFifth Discipline

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Front Front Cover:Cover: Product Name Graphic 3 4 Key Features (compelling reason to

buy)

Back Back Cover:Cover: Detailed Features/Benefits Operating Requirements (constraints,

standards, etc.)

Design a Product Vision Box

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APM Practice Simple Rules

Objective:Objective: Implement a set of simple, adaptable methodology Implement a set of simple, adaptable methodology

rules that allow agile teams to deliver business rules that allow agile teams to deliver business value rapidly and reliablyvalue rapidly and reliably

Key Implications:Key Implications: Assess the environment to determine its Assess the environment to determine its

characteristicscharacteristics Identify and implementing a simple set of Identify and implementing a simple set of

methodology rules that is congruent with the methodology rules that is congruent with the environmentenvironment

Hone the discipline needed for continuous and Hone the discipline needed for continuous and consistent application of the simple rulesconsistent application of the simple rules

"Simple, clear purpose "Simple, clear purpose and principles give rise and principles give rise to complex, intelligent to complex, intelligent behavior. Complexbehavior. Complex rules rules and regulations give rise and regulations give rise to simple, stupid to simple, stupid behavior."behavior."

Dee Hock, Dee Hock, Birth of Birth of the the ChaordicChaordic AgeAge

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Assess the Status Quo

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Is the organizations environment stable or turbulent? Is the organizations environment stable or turbulent? What kind of strategic planning does it do?What kind of strategic planning does it do? How is technology leveraged? How is technology leveraged? What is the evident culture? What is the evident culture? Is the organization structure bureaucratic or is it Is the organization structure bureaucratic or is it organic? organic? How does staff view management? How does staff view management?

Is the organizations environment stable or turbulent? Is the organizations environment stable or turbulent? What kind of strategic planning does it do?What kind of strategic planning does it do? How is technology leveraged? How is technology leveraged? What is the evident culture? What is the evident culture? Is the organization structure bureaucratic or is it Is the organization structure bureaucratic or is it organic? organic? How does staff view management? How does staff view management?


HowHow--To RulesTo Rules: : Key features of the processKey features of the process Feasibility, Project DiscoveryFeasibility, Project Discovery Release and Iteration PlanningRelease and Iteration Planning Product and Iteration BacklogsProduct and Iteration Backlogs Tracking via Tracking via BurndownBurndown chartscharts Team collocated in team roomsTeam collocated in team rooms Core team dedicated to projectCore team dedicated to projectBoundary Rules: Boundary Rules: To define allowable actionTo define allowable action Estimation done only by performersEstimation done only by performers Prioritization done only by product ownersPrioritization done only by product ownersPriority Rules: Priority Rules: To rank work opportunities To rank work opportunities Priorities always decided in Sprint Planning MeetingsPriorities always decided in Sprint Planning MeetingsTiming Rules: Timing Rules: To define and synchronize delivery paceTo define and synchronize delivery pace 33--Week Week SprintsSprintsExit Rules: Exit Rules: To minimize sunk costsTo minimize sunk costs Sprint Reset allowable in extreme circumstancesSprint Reset allowable in extreme circumstances

Customize Methodology

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APM Practice Open Information

Objective: Objective: Create an open flow and exchange of information among Create an open flow and exchange of information among

project team members, and among other associated project team members, and among other associated external groups external groups

Key Implications:Key Implications: Reorganize team facilities and seating to institute agile Reorganize team facilities and seating to institute agile

information sharing practicesinformation sharing practices Analyze the time taken to exchange information with Analyze the time taken to exchange information with

external groups to identify and reduce the information external groups to identify and reduce the information cycle timecycle time

Structure conversations on the project team so as to Structure conversations on the project team so as to generate transforming exchanges of information among generate transforming exchanges of information among project team membersproject team members

All life uses All life uses information to organize information to organize itself into form.itself into form.

Margaret WheatleyMargaret Wheatley, , Leadership and the Leadership and the New ScienceNew Science

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Encourage Information Radiators


Effective collaborative Effective collaborative workspaces need:workspaces need:

Common area Common area for for collaboration and communitycollaboration and community

Caves Caves for privacyfor privacy Phone callsPhone calls EmailsEmails Web surfingWeb surfing Other individual tasksOther individual tasks

Open drafts Open drafts of of informationinformation

Collocate Team Members

Source: The Complex Adaptive WorkplaceSource: The Complex Adaptive Workplacehttp://www.ifm.eng.cam.ac.uk/mcn/pdf_files/part5_4.pdfhttp://www.ifm.eng.cam.ac.uk/mcn/pdf_files/part5_4.pdf

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Daily Standup Meeting

What did you do yesterday?What did you do yesterday?11

What will you do today?What will you do today?22

Whats in your way?Whats in your way?33

These are These are notnot status sessions for the managerstatus sessions for the manager They are team member commitments in front of the They are team member commitments in front of the

teamteam

Each participant answers 3 questions:Each participant answers 3 questions:


APM Practice Light Touch

Objective: Objective: Manage agile teams with a style that allows team Manage agile teams with a style that allows team

autonomy and flexibility, and a customer value focus autonomy and flexibility, and a customer value focus without sacrificing control without sacrificing control

Key Key Implications:Implications: Establish decentralized control that defers decision making Establish decentralized control that defers decision making

for frequently occurring, less critical events to the teamfor frequently occurring, less critical events to the team Manage the flow of customer value from one creative Manage the flow of customer value from one creative

stage to anotherstage to another Recognize team members as wholeRecognize team members as whole--persons and treat persons and treat

them accordinglythem accordingly Focus on strengths, rather than weaknesses to leverage Focus on strengths, rather than weaknesses to leverage

peoples uniqueness. peoples uniqueness.

Intelligent control appears as Intelligent control appears as uncontroluncontrol or freedom. And for or freedom. And for that reason it is genuinely that reason it is genuinely intelligent control. Unintelligent intelligent control. Unintelligent control appears as external control appears as external domination. And for that reason domination. And for that reason it is really unintelligent control. it is really unintelligent control. Intelligent control exerts Intelligent control exerts influence without appearing to influence without appearing to do so. Unintelligent control tries do so. Unintelligent control tries to influence by making a show to influence by making a show of force.of force.Lao TzuLao Tzu, Book of Ethics, Book of Ethics


Build on Personal Strengths

Applying it to Others:Applying it to Others: Each person is unique and has unique strengths Each person is unique and has unique strengths

and weaknesses and weaknesses whole whole personspersons Great managers recognize that trying to Great managers recognize that trying to

standardize human behavior is futile, and dont standardize human behavior is futile, and dont waste their time trying to change people waste their time trying to change people dramaticallydramatically

Rather than focus on weaknesses, they build on Rather than focus on weaknesses, they build on the personal strengths of their team members the personal strengths of their team members and help them become more of who they and help them become more of who they already arealready are

Applying it to Yourself:Applying it to Yourself: Find out what you dont like doing and stop doing Find out what you dont like doing and stop doing

itit "The point is to feel authentic, self"The point is to feel authentic, self--assured or assured or

creativecreative More info: http://www.marcusbuckingham.com More info: http://www.marcusbuckingham.com

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APM Practice Adaptive Leadership

Objectives: Objectives: Track and monitor the project for timely and relevant Track and monitor the project for timely and relevant

feedback feedback Institute systemic procedures for learning and Institute systemic procedures for learning and

adaptationadaptation Help the Agile Manager maintain a leadership presence Help the Agile Manager maintain a leadership presence

that animates the teamthat animates the team

Key Implications:Key Implications: Track and monitor APM practices to ensure their proper Track and monitor APM practices to ensure their proper

application and desired outcomesapplication and desired outcomes Learn and adapt continuously according to the Learn and adapt continuously according to the

feedback obtainedfeedback obtained Embody leadership that inspires and energizes the Embody leadership that inspires and energizes the

team.team.

It is not the strongest It is not the strongest of the species that of the species that survive, nor the most survive, nor the most intelligent, but the one intelligent, but the one most responsive to most responsive to change.change.

Charles DarwinCharles Darwin, The , The Origin of SpeciesOrigin of Species

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+ Automated unit testing

6am Daily Standup

Customers highly satisfied

Testing team availability

Retrospectiveshave improved process

Build cycle time

Estimates are stabilizing

Product Owner availability

How to use the Plus-Delta Team Feedback tool: Take a few minutes daily to get your

team to provide feedback on the project

Record it in a tabular format on whiteboard or flipchart

Place the things that are working in the Plus column, and those that need improvement in the Delta column

Leave it up as an Information Radiator that is a constant reminder

Get Team Feedback Daily

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Online Discussion GroupsOnline Discussion Groups Agile Project Management, Agile Project Management, http://finance.groups.yahoo.com/group/agileprojectmanagement/http://finance.groups.yahoo.com/group/agileprojectmanagement/ Scrum Development, Scrum Development, http://groups.yahoo.com/group/scrumdevelopment/http://groups.yahoo.com/group/scrumdevelopment/

User GroupsUser Groups Italian Agile Movement, Italian Agile Movement, http://www.agilemovement.it/index.php?newlang=itahttp://www.agilemovement.it/index.php?newlang=ita Agile Alliance User Group List, Agile Alliance User Group List, http://www.agilealliance.org/show/1641http://www.agilealliance.org/show/1641

ArticlesArticles 11--Page Introduction to Agile Methods, Page Introduction to Agile Methods, http://www.lithespeed.com/resources/1http://www.lithespeed.com/resources/1--PagePage--IntroIntro--

toto--Agile.pdfAgile.pdf The New MethodologyThe New Methodology, , http://www.martinfowler.com/articles/newMethodology.htmlhttp://www.martinfowler.com/articles/newMethodology.html Getting Started with Agile DeliveryGetting Started with Agile Delivery, ,

http://www.gantthead.com/article.cfm?ID=230943&authenticated=1http://www.gantthead.com/article.cfm?ID=230943&authenticated=1 So, Hows that Agile Initiative DoingSo, Hows that Agile Initiative Doing?, ?,

http://www.gantthead.com/article.cfm?ID=230943&authenticated=1http://www.gantthead.com/article.cfm?ID=230943&authenticated=1 Agile Project Management: Emergent Order through Visionary LeadershipAgile Project Management: Emergent Order through Visionary Leadership, ,

http://www.ccpace.com/Resources/documents/AgileProjectManagement.pdfhttp://www.ccpace.com/Resources/documents/AgileProjectManagement.pdf The LeanThe Lean--Agile PMO: Using LeanAgile PMO: Using Lean--Thinking to Accelerate Agile DeliveryThinking to Accelerate Agile Delivery, ,

http://www.cutter.com/project/fulltext/summaries/2006/10/index.htmlhttp://www.cutter.com/project/fulltext/summaries/2006/10/index.html

Resources

6161


BlogsBlogs http://lithespeed.blogspot.comhttp://lithespeed.blogspot.com http://www.leadinganswers.comhttp://www.leadinganswers.com http://www.agileadvice.comhttp://www.agileadvice.com

Web SitesWeb Sites http://www.lithespeed.com/resources.htm http://www.agilealliance.org http://www.apln.org http://www.scrumalliance.org

BooksBooks Agile and Iterative Development: A Managers Agile and Iterative Development: A Managers

GuideGuide, Craig , Craig LarmanLarman Managing Agile ProjectsManaging Agile Projects, Sanjiv Augustine, Sanjiv Augustine Agile Project ManagementAgile Project Management, Jim , Jim HighsmithHighsmith Agile Software DevelopmentAgile Software Development, Alistair Cockburn, Alistair Cockburn Fearless ChangeFearless Change, Linda Rising and Mary Lynn , Linda Rising and Mary Lynn

MannsManns

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Resources (continued)

Books Books (continued)(continued) Lean Software Development Lean Software Development An Agile An Agile

Toolkit, Mary and Tom Toolkit, Mary and Tom PoppendieckPoppendieck Lean ThinkingLean Thinking and and Lean SolutionsLean Solutions, Womack , Womack

and Jonesand Jones Agile Software Development with ScrumAgile Software Development with Scrum, Ken , Ken

SchwaberSchwaber and Mike and Mike BeedleBeedle Agile Estimating and PlanningAgile Estimating and Planning, Mike Cohn, Mike Cohn User Stories Applied,User Stories Applied, Mike CohnMike Cohn

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appm feb 2015-2 (1)