Lean & Agile Project Management for Large Programs & Projects Dr. David F. Rico, PMP, CSM Twitter:...
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Lean & Agile Project Management for Large Programs & Projects Dr. David F. Rico, PMP, CSM Twitter: @dr_david_f_rico Website: http://www.davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Facebook: http://www.facebook.com/profile.php?
Lean & Agile Project Management for Large Programs & Projects Dr. David F. Rico, PMP, CSM Twitter: @dr_david_f_rico Website:
Lean & Agile Project Management for Large Programs &
Projects Dr. David F. Rico, PMP, CSM Twitter: @dr_david_f_rico
Website: http://www.davidfrico.com LinkedIn:
http://www.linkedin.com/in/davidfrico Facebook:
http://www.facebook.com/profile.php?id=1540017424
Slide 2
Author Background DoD contractor with 28+ years of IT
experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.
Large govt projects in U.S., Far/Mid-East, & Europe 2 Published
six books & numerous journal articles Adjunct at George
Washington, UMUC, & Argosy Agile Program Management & Lean
Development Specializes in metrics, models, & cost engineering
Six Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000 Cloud Computing,
SOA, Web Services, FOSS, etc.
Slide 3
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 3
Slide 4
Todays Whirlwind Environment 4 Overruns Attrition Escalation
Runaways Cancellation Global Competition Demanding Customers
Organization Downsizing System Complexity Technology Change Vague
Requirements Work Life Imbalance
Slide 5
What is Agility? A-gil-i-ty (-'ji-l-t) 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 B USINESS V ALUE with
right sized, just- enough, and just-in-time processes and
documentation Highsmith, J. A. (2002). Agile software development
ecosystems. Boston, MA: Addison-Wesley. 5
Slide 6
Values of Agile Project Mgt. 6 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
also known as Customer Collaboration Individuals & Interactions
Working Systems Responding to Change Customer Interaction High
Performance Teams Iterative Development Adaptability or Flexibility
Contract Negotiation Processes & Tools Comprehensive
Documentation Following a Plan Agile Methods Values also known as
also known as also known as valued more than valued more than
valued more than valued more than Agile Methods Principles
Traditional Methods Values
Slide 7
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 7 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.
Slide 8
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 Agile Project
Management 8
Slide 9
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 9
Slide 10
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 PlanningSprint 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 10
Slide 11
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 11
Slide 12
Agile Project Management 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 Integration
Story 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 12
Slide 13
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
VisionateSpeculateInnovateRe-EvaluateDisseminate Collective Vision
Select Core Team Sponsors 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 IDd 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 13
Slide 14
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
14
Slide 15
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 15
Slide 16
Envision Phase Highsmith, J. A. (2010). Agile project
management: Creating innovative products. Boston, MA: Pearson
Education. 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 Sheet Key Business
Objectives Tradeoff Matrix Exploration Factor Requirements
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 16
Slide 17
Speculate Phase Highsmith, J. A. (2010). Agile project
management: Creating innovative products. Boston, MA: Pearson
Education. 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 17
Slide 18
Explore Phase Highsmith, J. A. (2010). Agile project
management: Creating innovative products. Boston, MA: Pearson
Education. 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 18
Slide 19
Adapt Phase Highsmith, J. A. (2010). Agile project management:
Creating innovative products. Boston, MA: Pearson Education.
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
19
Slide 20
Close Phase Highsmith, J. A. (2010). Agile project management:
Creating innovative products. Boston, MA: Pearson Education.
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
20
Slide 21
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 21
Slide 22
Multi-Level Teams Highsmith, J. A. (2010). Agile project
management: Creating innovative products. Boston, MA: Pearson
Education. 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 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) 22
Slide 23
Multi-Level Planning Highsmith, J. A. (2010). Agile project
management: Creating innovative products. Boston, MA: Pearson
Education. 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 Enterprise architecture needs Capability
focused Vision, objectives, and backlog 18to36weeks Release Plan
Iteration Plan Release Plan Subsystem architecture Feature set
focused Strategy, objectives, and backlog 6to12weeks Iteration Plan
Component-level architecture User story focused Implementation
plan, objectives, and backlog 2to4weeks 23
Slide 24
Multi-Level Backlog Highsmith, J. A. (2010). Agile project
management: Creating innovative products. Boston, MA: Pearson
Education. Enables multiple levels of abstraction to co-exist
Allows customers and developers to communicate Makes optimum use of
peoples time and resources Multi-Level Backlog
CapabilitiesCapability Mission goal or objective level High-level
business or product function Also called an Epic, i.e., multiple
feature sets Comprises18-90days 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 Comprises6to30days worth of work User Story Functional,
system-level requirements Simple requirement written by customer or
user A small unit of functionality having business value
Comprises2to10days worth of work Capability 1 2 3 Feature Sets
Feature 1 2 3 User Stories Story1 4 7 2 5 8 3 6 9 24
Slide 25
Multi-Level Coordination Highsmith, J. A. (2010). Agile project
management: Creating innovative products. Boston, MA: Pearson
Education. 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 Set Team Capability Team Feature Set Team 25
Slide 26
Multi-Level Governance Highsmith, J. A. (2010). Agile project
management: Creating innovative products. Boston, MA: Pearson
Education. Enables enterprises to achieve functional needs Allows
programs to coordinate functional activities Ensures optimal
technical performance is achieved Multi-Level Governance Feature
Team Functional Team Governing Team Functional Team RTS R R R R R R
R R R T T T T T T T T T S S S S S S S S S Q I R T A S C D Q I R T A
S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C
D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q
I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R
T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A
S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C
D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D
MMM MM MMM M MMM MMM MMM MMM MMM MMM 26
Slide 27
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 27
Slide 28
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
28 Burndown Chart Work (Story, Point, Task) or Effort (Week, Day,
Hour) Planning (Roadmap, Release, Iteration) or Time Unit (Month,
Week, Day)
Slide 29
Cumulative Flow Anderson, D. J. (2004). Agile management for
software engineering: Applying the theory of constraints 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
29 Work (Story, Point, Task) or Effort (Week, Day, Hour) Planning
(Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)
Cumulative Flow Diagram
Slide 30
Agile EVM Adaptation of EVM for agile projects Mapping between
traditional and agile projects Work completed is more authoritative
in agile projects 30 Sulaiman, 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 Work (Story,
Point, Task) or Effort (Week, Day, Hour) Planning (Roadmap,
Release, Iteration) or Time Unit (Month, Week, Day)
Slide 31
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 31 Earned Business Value Work
(Story, Point, Task) or Effort (Week, Day, Hour) Planning (Roadmap,
Release, Iteration) or Time Unit (Month, Week, Day)
Slide 32
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 32
Slide 33
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 33 Industry Shrink Wrapped
Electronic Commerce Health Care Law Enforcement 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 Project Management
Advertising Knowledge Management Case File Workflow Blood Analysis
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.
Slide 34
Leadership Considerations Agile management is delegated to the
lowest level There remain key leadership roles &
responsibilities Communication, coaching, & facilitation are
key ones 34 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 interaction Facilitate 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 approaches Facilitate 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
coordinators Facilitate selection of methods for maximizing
periodic face to face interactions and collaboration Facilities
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.
Slide 35
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 valued more than valued more than valued more
than valued more than Agile Metrics 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 35
Slide 36
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 36 How to Cross the Chasm Switch How to Change Things When
Change is HardInfluencer 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
Slide 37
Contract TypeDescription 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 37
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.
Slide 38
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 Customer Collaboration Empowered Teams
Iterative Delivery Responding to Change Lean Pillars Respect for
People Continuous Improvement 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
Slide 39
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 Dont
waste your time using traditional project management on 21 st
century projects
Slide 40
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.