Lean & Agile - davidfrico.comdavidfrico.com/rico11j.pdf · Lean & Agile Project Management ... Maximizing the BUSINESS VALUE with right sized, just- enough, ... Process Discovery

Lean & AgileProject Managementfor Large Programs & Projects

Dr. David F. Rico, PMP, CSM

Twitter: @dr_david_f_ricoWebsite: http://www.davidfrico.com

LinkedIn: http://www.linkedin.com/in/davidfricoFacebook: http://www.facebook.com/profile.php?id=1540017424

Author Background DoD contractor with 28+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe

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Published six books & numerous journal articlesAdjunct at George Washington, UMUC, & ArgosyAgile Program Management & Lean DevelopmentSpecializes in metrics, models, & cost engineeringSix Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000Cloud Computing, SOA, Web Services, FOSS, etc.

Intro to Agile Project Mgt.Types of Agile Project Mgt.

Phases of Agile Project Mgt.

Scaling of Agile Project Mgt.

EVM for Agile Project Mgt.

Summary of Agile Project Mgt.

Agenda

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Today’s Whirlwind Environment

4

Overruns Attrition Escalation Runaways Cancellation

GlobalCompetition

DemandingCustomers

OrganizationDownsizing

SystemComplexity

TechnologyChange

VagueRequirements

Work LifeImbalance

What is Agility? A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness,

lightness, and ease of movement; To be very nimble The ability to create and respond to change in order to

profit in a turbulent global business environment The ability to quickly reprioritize use of resources when

requirements, technology, and knowledge shift A very fast response to sudden market changes and

emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery

to converge on an optimal customer solution Maximizing the BUSINESS VALUE with right sized, just-

enough, and just-in-time processes and documentationHighsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.

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Values of Agile Project Mgt.

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People-centric way to create innovative solutions Market-centric model to maximize business value Alternative to large document-based methodologies

Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org

alsoknown as

CustomerCollaboration

Individuals &Interactions

WorkingSystems

Respondingto Change

CustomerInteraction

High PerformanceTeams

IterativeDevelopment

Adaptabilityor Flexibility

ContractNegotiation

Processes& Tools

ComprehensiveDocumentation

Followinga Plan

Agile Methods‘Values’

alsoknown as

alsoknown as

alsoknown as

valuedmore than

valuedmore than

valuedmore than

valuedmore than

Agile Methods‘Principles’

Traditional Methods‘Values’

Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.

Agile Project Management

High levels of uncertainty and unpredictability

High technology projects

Fast paced, highly competitive industries

Rapid pace of technological change

Research oriented, discovery projects

Large fluctuations in project performance

Shorter term, performance based RDT&E contracts

Achieving high impact product/service effectiveness

Highly creative new product development contracts

Customer intensive, one off product/service solutions

Highly volatile and unstable market conditions

High margin, intellectually intensive industries

Delivering value at the point of sale

Traditional Project Management

Predictable situations

Low technology projects

Stable, slow moving industries

Low levels of technological change

Repeatable operations

Low rates of changing project performance

Long term, fixed price production contracts

Achieving concise economic efficiency goals

Highly administrative contracts

Mass production and high volume manufacturing

Highly predictable and stable market conditions

Low margin industries such as commodities

Delivering value at the point of plan

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On exploratory or research/development projects When fast customer responsiveness is paramount In organizations that are highly innovative & creative

When to use Agile Proj. Mgt.

Agile World View “Agility” has many dimensions other than IT It ranges from leadership to technological agility The focus of this brief is program management agility

Agile Leaders

Agile Organization Change

Agile Acquisition & Contracting

Agile Strategic Planning

Agile Capability Analysis

Agile Program Management

Agile Tech.

Agile Information Systems

Agile Tools

Agile Processes & Practices

Agile Systems Development


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Intro to Agile Project Mgt.

Types of Agile Project Mgt.Phases of Agile Project Mgt.




Agenda

9

Scrum Project Management

Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.

Created by Jeff Sutherland at Easel in 1993 Product backlog comprised of customer needs Barely-sufficient project management framework

Initial Planning Sprint Cycle

Discovery Session

Agile Training Project Discovery Process Discovery Team Discovery Initial Backlog

Release Planning

Business Case Desired Backlog Hi-Level Estimates Prioritize Backlog Finalize Backlog

Product Backlog

Prioritized Requirements

Sprint Planning

Set Sprint Capacity Identify Tasks Estimate Tasks

Sprint Review

Present Backlog Items Record Feedback Adjust Backlog

Daily Scrum

Completed Backlog Items Planned Backlog Items Impediments to Progress

Sprint Backlog

List of Technical Tasks Assigned to a Sprint

Potentially Shippable Product

Working Operational Software

Sprint

Select Tasks and Create Tests Create Simple Designs Code and Test Software Units Perform Integration Testing Maintain Daily Burndown Chart Update Sprint Backlog

Sprint Retrospective

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XP Project Management

Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.

Created by Kent Beck at Chrysler in 1998 Release plan is comprised of customer needs Lightweight, rigorous near-term planning element

Release Planning

Exploration Phase

Iteration Planning

Build a Team Write User Stories Estimate User Stories

Split User Stories Spike User Stories Write User Tests

Commitment Phase

Sort by Value Sort by Risk Set Velocity

Choose a Scope Set Iteration Length Develop Release Plan

Steering Phase

Select Iteration Adjust Velocity Insert New Stories

New Release Plan Select Tools Adjust Teams

Exploration Phase

Analyze Release Plan Identify Iteration Goal Select User Stories

Read User Stories Develop Tasks Split Tasks

Commitment Phase

Accept Tasks Set Individual Velocity Estimate Tasks

Analyze Schedules Set Load Factors Balance Tasks

Steering Phase

Select Partner Write Unit Tests Design and Code

Unit/Integration Test User Acceptance Test Record Progress

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Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Created by Jim Highsmith at Cutter in 2003 Focus on strategic plans and capability analysis Most holistic agile project management framework

Innovation Lifecycle

Envision

Product Vision Product Architecture Project Objectives Project Community Delivery Approach

Speculate

Gather Requirements Product Backlog Release Planning Risk Planning Cost Estimation

Explore

Iteration Management Technical Practices Team Development Team Decisions Collaboration

Launch

Final Review Final Acceptance Final QA Final Documentation Final Deployment

Close

Clean Up Open Items Support Material Final Retrospective Final Reports Project Celebration

Iterative Delivery

Technical Planning

Story Analysis Task Development Task Estimation Task Splitting Task Planning

Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and IntegrationStory Deployment

Adapt

Focus Groups Technical Reviews Team Evaluations Project Reporting Adaptive Action

Operational Testing

Integration Testing System Testing Operational Testing Usability Testing Acceptance Testing

Development, Test, & Evaluation

Development Pairing Unit Test Development Simple Designs Coding and Refactoring Unit and Component Testing

Continuous

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Flexible Project Management

DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.

Created by Doug DeCarlo at Cutter in 2004 Focus is on collaboration, scoping, and speed Thinner traditional project management approach

Visionate Speculate Innovate Re-Evaluate Disseminate

Collective Vision

Select Core Team

Sponsor’s Vision

Interview Sponsor Describe Objectives Project Prospectus Business Questions

Collective Vision

Scope Meeting Future Scenarios Project Skinny Project Boundaries Project Vision Win Conditions Benefit Map Wow Factor Uncertainty Profile

Planning Meeting

Collective Vision Size Deliverables Map Schedule Choose Life Cycle Requirements ID’d Development Tools Risk Planning

Post Meeting

PM Infrastructure Financial Goals Benefit Plan Partner Agreements

Business Questions

Go/No-Go Decision

Update Prospectus

Business Questions

Who Needs It? What Will It Take? Can We Get It? Is It Worth It?

Project Review

Check Performance Check Schedule Check Costs Check Benefits Check Project ROI Go/No-Go Decision

Project Changes

Re-Direct As-Needed Update Vision Update Stakeholders Re-examine Team

Product Launch

Acceptance Testing Documentation Support Plan Maintenance Plan Deploy Solution Customer Service

Track Benefits

Team Rewards

Lessons Learned

Stabilization

Training/Education Utilization Performance Feedback Corrective Action

Learning by Doing

SCORE Model Architecture Development Construction Testing Time Boxing Trial and Error Collaboration

Generate Results

Visibility Early Value Fast Failures

Update Prospectus

Business Questions

Modify Questions

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Adaptive Project Framework

Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.

Created by Bob Wysocki for consulting in 2008 Designed to be a generic model for non-IT projects Lightweight traditional project management approach

Adaptive Project Framework

Scoping

Identify Opportunity Develop CoS Write PoS Document Needs Stage Gate 1 Review

Planning

Identify Project Type Prioritize Constraints Develop WBS Team Formation Stage Gate 2 Review

Feasibility

Develop Prototype Reprioritize Needs Detailed WBS Estimate Resources Stage Gate 3 Review

Checkpoint

Analyze Needs Evaluation Solution Estimate Value Determine Success Stage Gate 4 Review

Review

Finalize Documents Lessons Learned Process Changes Final Report Stage Gate 5 Review

Cyclical Product or Service Implementation

Cycle Planning

Responsibilities Timelines Work Packages Communications Governance

Continually improve process, documents, team, architecture, designs, implementation, tests, etc.Stage Gate 3.n

Review

Cycle Reviews

Update Requirements Update Scope Update Schedules Update Plans Inform Stakeholders

Daily Meetings

Arrange Facilities Prepare Agendas Send Meeting Notices Facilitate Meetings Record Action Items

Product or Service Implementation

Select Personnel with Needed Skills Identify Detailed Technical Tasks Create Detailed Architectures and Designs Select and Implement Technical Solutions Perform Development and Operational Tests

Continuous Improvement

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Types of Agile Project Mgt.

Phases of Agile Project Mgt.Scaling of Agile Project Mgt.



Agenda

15

Envision Phase


Determine product vision and project objectives Identifies project community and project team The major output is a “Product Vision Box”

Envision Phase

Delivery Approach

Self-Organization Strategy Collaboration Strategy Communication Strategy Process Framework Tailoring Practice Selection and Tailoring

Project Objectives

Project Data SheetKey Business ObjectivesTradeoff MatrixExploration FactorRequirements Variability

Product Architecture

Product Skeleton Architecture Hardware Feature Breakdown Software Feature Breakdown Organizational Structure Guiding Principles

Project Community

Get the Right People Participant Identification Types of Stakeholders List of Stakeholders Customer-Developer Interaction

Product Vision

Product Vision Box Elevator Test Statement Product Roadmap Product Features Product Vision Document

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Speculate Phase


Determine organizational capability/mission needs Identifies feature-sets and system requirements The major output is a “System Release Plan”

Speculate Phase

Release Planning

Project Startup Activities Assign Stories to Iterations First Feasible Deployment Estimate Feature Velocity Determine Product Scope

Risk Planning

Risk Identification Risk Analysis Risk Responses Risk Monitoring Risk Control

Product Backlog

Product Features List Feature Cards Performance Requirements Prioritize Features Feature Breakdown Structure

Cost Estimation

Establish Estimate Scope Establish Technical Baseline Collect Project Data Size Project Information Prepare Baseline Estimates

Gather Requirements

Analyze Feasibility Studies Evaluate Marketing Reports Gather Stakeholder Suggestions Examine Competitive Intelligence Collaborate with Customers

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Explore Phase


Determine technical iteration objectives/approaches Identifies technical tasks and technical practices The major output is an “Operational Element”

Explore Phase

Team Development

Focus Team Molding Group into Team Develop Individual Capabilities Coach Customers Orchestrate Team Rhythm

Team Decisions

Decision Framing Decision Making Decision Retrospection Leadership and Decision Making Set and Delay Decision Making

Technical Practices

Reduce Technical Debt Simple Design Continuous Integration Ruthless Automated Testing Opportunistic Refactoring

Collaboration

Pair Programming Daily Standup Meetings Daily Product Team Interaction Stakeholder Coordination Customer Interactions

Iteration Management

Iteration Planning Estimate Task Size Iteration Length Workload Management Monitoring Iteration Progress

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Adapt Phase


Determine the effectiveness of operational elements Identifies customer feedback and corrective actions The major output is a “Process Improvement Plan”

Adapt Phase

Team Evaluations

Communications Quality Team Cohesiveness Interpersonal Trust Individual Talent and Effort Team Performance/Effectiveness

Project Reporting

Scope and Quality Status Cost and Schedule Status Risk and Value Status Customer Satisfaction Status Team and Agility Status

Technical Reviews

Desk Checks/Individual Reviews Structured Walkthroughs Formal Software Inspections Quality Assurance Audits Configuration Management Audits

Adaptive Action

Release Plan Adaptations Iteration Plan Adaptations Feature Set Adaptations User Story Adaptations Task Plan Adaptations

Customer Focus Groups

Requirements Reviews Preliminary Design Reviews Critical Design Reviews Product Demonstration Reviews Acceptance Testing Reviews

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Close Phase


Determine project outcome and effectiveness Identifies strengths, weaknesses, and rewards The major output is a “Lessons-Learned Report”

Close Phase

Support Material

Finalize Documentation Finalize Production Material Finalize Manufacturing Material Finalize Customer Documentation Finalize Maintenance Information

Final Reports

End-of-Project Reports Administrative Reports Release Notes Financial Reports Facilities Reports

Final Retrospective

Process Performance Assessment Internal Product Assessment External Product Assessment Team Performance Assessment Project Performance Assessment

Project Celebration

Individual Rewards Group Rewards Partner Rewards Managerial Rewards Product Rewards

Clean Up Open Items

Close Open Action Items Close Open Change Requests Close Open Problem Reports Close Open Defect Reports Close Open Project Issues

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Scaling of Agile Project Mgt.EVM for Agile Project Mgt.


Agenda

21

Multi-Level Teams


Enables projects to plan for the future and present Decomposes capabilities into implementable pieces Unclogs the drainpipes to let the execution flow freely

Multi-Level Teams

Product Management Team Product Management Team

Chief Product Manager Chief Architect Product Development Manager Release Management Team members (1-2 per release team)

Release Management Team

Feature Team

Release Management Team

Product Manager Project Manager Chief Architect Feature team members (1-2 per feature team)

Feature Teams

Product Specialist (and owner) Iteration Manager Technical and product Members Development team members (1-2 per development team)

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Multi-Level Planning


Enables multiple level enterprise plans to co-exist Allows stakeholders to build viewpoint-specific plans Ensures capabilities are delivered at regular intervals

Multi-Level Planning

Product Roadmap Product Roadmap

Enterprise architecture needs Capability focused Vision, objectives, and backlog 18 to 36 weeks

Release Plan

Iteration Plan

Release Plan

Subsystem architecture Feature set focused Strategy, objectives, and backlog 6 to 12 weeks

Iteration Plan

Component-level architecture User story focused Implementation plan, objectives, and backlog 2 to 4 weeks

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Multi-Level Backlog


Enables multiple levels of abstraction to co-exist Allows customers and developers to communicate Makes optimum use of people’s time and resources

Multi-Level Backlog

Capabilities Capability

Mission goal or objective level High-level business or product function Also called an Epic, i.e., multiple feature sets Comprises 18-90 days worth of work

Feature Set

Cross-functional mission threads Related user stories that are grouped together Also called a Theme, i.e., implemented as an entity Comprises 6 to 30 days worth of work

User Story

Functional, system-level requirements Simple requirement written by customer or user A small unit of functionality having business value Comprises 2 to 10 days worth of work

Capability1

Capability2

Capability3

Feature Sets

Feature1

Feature2

Feature3

User Stories

Story 1 Story 4 Story 7



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Multi-Level Coordination


Enables lean and agile methods to scale-up Allows enterprises to create large-scale programs Unleashes optimum productivity and overall control

Multi-Level Coordination

Feature Team Feature Team Feature Team

Feature Set Team

Capability Team

Feature Set Team Feature Set Team

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Multi-Level Governance


Enables enterprises to achieve functional needs Allows programs to coordinate functional activities Ensures optimal technical performance is achieved

Multi-Level Governance

Feature Team Feature Team Feature Team

Functional Team

Governing Team

Functional Team Functional Team

R T S

RRR

RRR

RRR

TTT

TTT

TTT

SSS

SSS

SSS

QIR

TA

SCD

QIR

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SCD

QIR

TA

SCD

QIR

TA

SCD

QIR

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SCD

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SCD

QIR

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QIR

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QIR

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SCD

M M M

M M

M M M

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M M M

M M M

M M M

M M M

M M M

M M M

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EVM for Agile Project Mgt.Summary of Agile Project Mgt.

Agenda

27

Burndown

Rawsthorne, D. (2009). Agile metrics. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA.

Most basic tracking chart for agile projects Tracks number of work or time units completed Commonly used to track no. story points completed

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Burndown Chart

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Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)

Cumulative Flow

Anderson, D. J. (2004). Agile management for software engineering: Applying the theory ofconstraints for business results. Upper Saddle River, NJ: Pearson Education.

Advanced form of cumulative workflow Tracks planned vs. finished work or time units Linear progression with good project performance

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Cumulative Flow Diagram

Agile EVM Adaptation of EVM for agile projects Mapping between traditional and agile projects Work completed is more authoritative in agile projects

30Sulaiman, T., Barton, B., & Blackburn, T. (2006). Agile EVM: Earned value management in scrum projects.Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 7-16.

Agile EVM Chart

CPI

SPI

PPC

APC

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Earned Business Value

Rawsthorne, D. (2010). Monitoring scrum projects with agile evm and earned business value metrics. Brisbane, CA: Collab.Net.

ROI is estimated for user stories in agile projects Value accrues with each completed user story Value of completed tasks is more meaningful

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Earned Business Value

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Agenda

32

Case Studies 70% of worldwide IT projects use agile methods Includes highly-regulated industries like U.S. DoD Even split between top-down and bottom-up adoption

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Industry

ShrinkWrapped

ElectronicCommerce

HealthCare

LawEnforcement

Org 20 teams 140 people 5 countries

Size

15 teams 90 people Collocated 4 teams 20 people Collocated 10 teams 50 people Collocated 3 teams 12 people Collocated

U.S.DoD

Primavera

Google

Stratcom

FBI

FDA

Project

Primavera

Adwords

SKIweb

Sentinel

m2000

Purpose

ProjectManagement

Advertising

KnowledgeManagement

Case FileWorkflow

BloodAnalysis

1,838 User Stories 6,250 Function Points 500,000 Lines of Code

Metrics

26,809 User Stories 91,146 Function Points 7,291,666 Lines of Code 1,659 User Stories 5,640 Function Points 451,235 Lines of Code 3,947 User Stories 13,419 Function Points 1,073,529 Lines of Code 390 User Stories 1,324 Function Points 105,958 Lines of Code

Rico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean Enterprise Software and Systems, Helsinki, Finland, 37-43.

Leadership Considerations Agile management is delegated to the lowest level There remain key leadership roles & responsibilities Communication, coaching, & facilitation are key ones

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Customer Communication

Product Visioning

Distribution Strategy

Team Development

Standards & Practices

Telecom Infrastructure

Development Tools

High Context Meetings

Coordination Meetings

F2F Communications

Performance Management

Facilitate selection of methods for obtaining and maintaining executive commitment, project resources, corporate communications, and customer interactionFacilitate selection of methods for communicating product purpose, goals, objectives, mission, vision, business value, scope, performance, budget, assumptions, constraints, etc.

Facilitate selection of virtual team distribution strategy to satisfy project goals and objectives

Facilitate selection of methods for training, coaching, mentoring, and other team building approachesFacilitate selection of project management and technical practices, conventions, roles, responsibilities, and performance measures

Facilitate selection of high bandwidth telecommunication products and services

Facilitate selection of agile project management tools and interactive development environment

Facilitate selection of high context agile project management and development meetings

Facilitate selection of meetings and forums for regular communications between site coordinatorsFacilitate selection of methods for maximizing periodic face to face interactions and collaborationFacilities selection of methods for process improvement, problem resolution, conflict management, team recognition, product performance, and customer satisfaction

Rico, D. F. (2010). The paradox of agile project management and virtual teams. Fairfax, VA: Gantthead.Com.

Advanced Agile Measures Agile Methods are a fundamentally new paradigm Agile Methods are “not” lighter Traditional Methods They should not be viewed through a traditional lens

Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation.Ft. Lauderdale, FL: J. Ross Publishing.

Customer Collaboration

Working Software

Individuals & Interactions

Responding to Change

valuedmore than

valuedmore than

valuedmore than

valuedmore than

Agile

Met

rics

Traditional Metrics

Contracts

Documentation

Processes

Project Plans

Interaction frequency Comm. quality Relationship strength

Customer trust Customer loyalty Customer satisfaction

Team competence Team motivation Team cooperation

Team trust Team cohesion Team communications

Iteration size Iteration length Iteration number

Operational builds Operational releases Verified/Validated releases

Org. flexibility Mgt. flexibility Individual flexibility

Process flexibility Design flexibility Technology flexibility

Contract compliance Contract deliverables Contract change orders

Lifecycle compliance Process Maturity Level Regulatory compliance

Document deliveries Document comments Document compliance

Cost Compliance Scope Compliance Schedule Compliance

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Organizational Change

Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.

Change, no matter how small or large, is difficult Smaller focused changes help to cross the chasm Shrinking, simplifying, and motivation are key factors

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How to Cross the Chasm

Switch How to Change Things When Change is Hard Influencer The Power to Change Anything

Direct the Rider

Follow the bright spots - Clone what works Script the critical moves - Use prescriptive behaviors Point to the destination - Focus on the end game

Motivate the Elephant

Find the feeling - Appeal to emotion Shrink the change - Use incremental change Grow your people - Invest in training and education

Shape the Path

Tweak the environment - Simplify the change Build habits - Create simple recipes for action Rally the herd - Get everyone involved

Make the Undesirable Desirable Create new experiences - Make it interesting Create new motives - Appeal to sensibility

Surpass your Limits Perfect complex skills - Establish milestones Build emotional skills - Build maturity and people skills

Harness Peer Pressure Recruit public personalities - Involve public figures Recruit influential leaders - Involve recognized figures

Find Strength in Numbers Utilize teamwork - Enlist others to help out Enlist the power of social capital - Scale up and out

Design Rewards and Demand Accountability Use incentives wisely - Reward vital behaviors Use punishment sparingly - Warn before taking action

Change the Environment Make it easy - Simplify the change Make it unavoidable - Build change into daily routine

Contract Type Description

Agile Contracting Models

Rico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com.

New contract models emerged for agile contracts Goals, objectives, and visions are established early Buyers and suppliers collaborate throughout contract

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Dynamic Value

Performance Based

Target Cost

Optional Scope

Collaborative

Lean

Specify initial scope and needs (with iterative enhancements)

Establish performance objectives (but not technical solutions)

Broad boundaries for time, cost, and quality (but not scope)

Set minimum and maximum costs (based on initial scope)

Outline initial scope (with fixed no. of releases and iterations)

Lean tools such as small batches, Kanban, WIP constraints, etc.

How do Lean & Agile Intersect?

38

Agile is naturally lean and based on small batches Agile directly supports six principles of lean thinking Agile may be converted to a continuous flow system

Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas.Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6).

Economic View

Decentralization

Fast Feedback

Control Cadence& Small Batches

Manage Queues/Exploit Variability

WIP Constraints& Kanban

Flow PrinciplesAgile Values

CustomerCollaboration

EmpoweredTeams

IterativeDelivery

Respondingto Change

Lean Pillars

Respectfor People

ContinuousImprovement

Customer Value

Relationships

Customer Pull

Continuous Flow

Perfection

Value Stream

Lean Principles Customer relationships, satisfaction, trust, and loyalty Team authority, empowerment, and resources Team identification, cohesion, and communication

Lean & Agile Practices

Product vision, mission, needs, and capabilities Product scope, constraints, and business value Product objectives, specifications, and performance As is policies, processes, procedures, and instructions To be business processes, flowcharts, and swim lanes Initial workflow analysis, metrication, and optimization Batch size, work in process, and artifact size constraints Cadence, queue size, buffers, slack, and bottlenecks Workflow, test, integration, and deployment automation Roadmaps, releases, iterations, and product priorities Epics, themes, feature sets, features, and user stories Product demonstrations, feedback, and new backlogs Refactor, test driven design, and continuous integration Standups, retrospectives, and process improvements Organization, project, and process adaptability/flexibility

Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Institute. 39

Agility is the evolution of management thought Confluence of traditional and non-traditional ideas Improve performance by over an order-of-magnitude

Conclusion

“The traditional world of project management belongs to yesterday”“Don’t waste your time using traditional project management on 21st century projects”

APM Textbooks

40

Over 15 text books for agile project management Many of them stem from Planning XP by Kent Beck Agile Project Mgt. by Jim Highsmith is most complete

Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education.DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.