Headline Verdana Bold - Our Public Service 2020 · 2020. 1. 20. · Agile Delivery Common misconceptions Agile is always better Sometimes a waterfall approach is better depending

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Agile Project ManagementDelivering Complex Technology: PMN Event 21 May

Agile Project Management 2© 2019 Deloitte Ireland LLP. All rights reserved.

Project Manager Role in Agile

Topics covered today

Agile Delivery

HybridAgile

Project Management

Take-aways

3

© 2019 Deloitte Ireland LLP. All rights reserved.

Agile Project Management

Agile Delivery


Traditional vs Agile

Agile Delivery

• Plan and gather all requirements at the beginning of project

• One release at the end of project

• Team works sequentially through each phase

Traditional or Waterfall delivery

Agile delivery

• Vertical slice of functionality completed each sprint

• Potentially shippable product after each sprint

• Team works only on the scope within the sprint

Initiate

Plan

Manage

Close


What are the motivations and expectations?

Agile Delivery

Common

misconceptions

Agile is always better

Sometimes a waterfall approach is better depending on the project dynamics and constraints

Faster delivery

While agile shows value more frequently, it is not always fastest to complete a project

No rules

Understand why certain agile guideposts exist and when breaking the rules, break them thoughtfully and seek to ensure that the why is addressed Gets started faster

Agile require disciplined upfront planning a including a dedicated Discovery phase and a Product Backlog

Scope is completely flexible

Plan where you can be flexible and where you must manage scope more formally

Product Owner can be part-time or delegated to Project proxy

The Product Owner should represent the business and be a knowledgeable Business resource. The business resource should be dedicated to the project

Agile is easy

Agile projects require more discipline (and training) than traditional projects

No planning

Agile projects require continuous planning and prioritization

No documentation

Documentation that adds value and that will persist after the project ends should be created and maintained

Cheaper

Agile projects can have increased complexities that can create additional overhead.


Why adopt agile delivery

Agile Delivery

Why organisationsadopt Agile delivery?

Key elements reported from agile delivery:

87% - Increased ability to manage changing priorities

84% - Increased team productivity

82% - Improved project visibility

Agile project delivery continues to become more widespread;

94% of all respondents in a 2015 survey indicated they now practice agile.Data comes from the 9th Annual State of Agile report (2015) by VersionOne


Complex Technology Projects

Project Selection for Agile Delivery

8



Why Hybrid Agile?


Many factors influence the right approach

Project Selection for Agile Delivery

Well defined Ongoing prioritizationScope

Predictive AdaptivePlanning Culture

Low HighNeed for Flexibility

Well understood UncertainTechnology

Specialized Cross-functionalOrganisation

AgileWaterfall

Spectrum of Agility

Hybrid Agile

Agile is not “one size fits all” and delivery approaches need to flex depending on project characteristics.


Hybrid incorporates agile practices to enhance traditional approach

Hybrid Agile

DeliverDesign & Build TestAnalyze

Develop

Work Plan

Develop

Master Plan

Prioritize Processes

(for package

implementations)

Prioritize Business

Requirements

Develop

Sprint Plans

Project & Quality Management

Technology/Infrastructure

Organizational Change Management

Deployment

User Acceptance

Test

Support

Integration, Parallel

Performance

& Regression Test

High-level Design

Sprint 0

Waterfall Thread (i.e. Data Migration)

Number of sprints determined by

project

Sprint plans developed iteratively

Design, Build , and Unit/System/String Test Sprints

Initial Integration & Regression Test Sprints

Integration and regression testing

starts earlier

Testing is executed as code is

ready

Plan

Design Build


Hybrid incorporates agile practices to enhance traditional approach

Hybrid Agile

A hybrid agile delivery approach incorporates agile concepts across Project Management activities to maximise the benefits:

• Increased stakeholder involvement and transparency

• Allows feedback and issues to be identified early

• Enhances team collaboration

• Increases user adoption

• Supports continuous feedback

• Delivers high quality results against project objectives

Agile Concepts

Continuous requirements prioritization

Team Capacity and Velocity

Sprint Reviews and Retrospectives

Ongoing incorporation of

feedback

Daily Stand-Ups

Time-boxed

Sprints

12



The Project Manager Rolein Agile Delivery



Project Manager Role in Agile Delivery

Dev 3

Scrum Master

Collaboration across all teams

Project Manager

Initiative 1 BusinessStakeholders

Tech Arch

Dev 1

Dev 2

Business Leadership

Finance and accounting

Marketing

Legal/ Compliance

Operations

Scrum Team 1

Pro

duct

Ow

ner

QA

Dev 3

Scrum Master

Tech Arch

Dev 1

Dev 2

Pro

duct

Ow

ner

QA

Scrum Team 2

Steering

ITStakeholders

IT Operations

IT Networks & Security

Production Support

Application Development

Infrastructure

Dev 3

Scrum Master

Project Manager(s)

Other Initiatives

Tech Arch

Dev 1

Dev 2

Other Scrum Teams

Pro

duct

Ow

ner

QA

Business Lead

Product/ Project Lead

Tech Lead

Sponsor

PMOTraditional Agile

Agile at Scale

AnalyticsArchitecture


Initiation and Planning


Agile planning is characterised by:

• Project initiated based on high-level business needs, expected benefits and with an uncertain scope, budget and schedule.

Deliver

Release

Transition

Test

Release Planning

Discovery

Design & Build

Project

• High-level requirements at the beginning of the project with refinement and prioritisation throughout

• Iterative time-boxed Sprints e.g. 2-4 weeks

• Organised by priority features or process

• Cross-functional teams completing tasks in a cycle of design, build, and test

• Delivery of demonstrable and testable functionality

• Continuous business stakeholder engagement

• Releases activities during and at end of project

Analysis

• A discovery or exploration phase is often required to define and estimate the product backlog, team capacity and to baseline a project plan or a release plan.

Project Test


Project Execution


Scrum Teams

Agile scrum teams are self-organising. The PM has reduced responsibility during execution of sprints.

Scrum masters are assigned to scrum teams to lead, facilitate work and remove impediments

PMs are required to support Product Owners to ensure product backlog priority for sprint planning is aligned with project priorities.

Status Reporting

Scrum teams are mainly focused on the objectives of the current sprint.

The PM is responsible for interpreting agile tools and metrics and reporting a consolidated project status against the project plan .i.e. Project Burndown or Earned Value.

PM is still responsible for initiating corrective actionfor the project when required.

Sprint Ceremonies

PM’s can be involved in sprint ceremonies.

Daily stand-ups, sprint planning, sprint reviews and sprint retros give a PM an opportunity to regularly monitor the performance of the project and team.

On larger projects, PMs may not attend all ceremonies but the PM will work closely with scrum team to understand any relevant outputs.

Risk and Issues

The traditional risk and issue management role of the PM applies to agile delivery. The PM will work closely with the scrum teams to identify and manage RAID items.

Scrum of Scrums are meetings used with large projects and organisations, and can be effective in the identification and resolutions of RAID items.

PMs are also responsible for working with the Product Owner to monitor scope and implement change control.

16



Takeaways


Practical Considerations for Agile Delivery


Agile Delivery Benefits

• More productive teams

• Ability to manage changing priorities

• Improved visibility

• Increased business involvement

• Success depends on proper expectations

• Address the misconceptions!

Resourcing

• An agile team requires collaborative, cross-functional individuals

• Continued training and mentoring in Agile best practices is required

• Agile delivery requires skilled and informed individuals at all levels

Organisational involvement

• Agile requires increased business involvement, even dedicated business resources.

• Senior Management should become more aware of agile methods

• IT departments need to adapt processes and technologies

Approach & Governance

• Consider project constraints when initiating project and choosing a methodology

• Adapt and standardise the approach and project governance for large agile projects

• Plan for discovery phases on agile projects

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Presented by

Shane Harkin

Manager

Deloitte Consulting LLP

[email protected]

http://www.deloitte.com/about


Deloitte Consulting

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Headline Verdana Bold - Our Public Service 2020 · 2020. 1. 20. · Agile Delivery Common misconceptions Agile is always better Sometimes a waterfall approach is better depending