1. Can Project Management and Agile Really Exist? Jim
Hannon-Principal The Bentley Group Intl
2. Purpose of this Session Define the roles and value of
classic project management Definition and theory of agile Case
studies and exercises in agile Integrating agile with project
management Conflicts and integration points Define a new paradigm
for project management and agile to peacefully coexist called aPM
Building an agile toolkit Maintaining you new agile world
3. Roles and Value of Classic Project Management Command and
control The project manager is the central spoke in the
hub-responsible for everything but no real authority Communication
is structured yet is it nimble? Plan is made and then the world
changes daily, by the hour , by the minute so how does the PM keep
up Speed to market is slow in most projects The standard lifecycle
is very siloed and the in- efficiencies accumulate Inherent
conflict is ripe between the PM and the functional manager
4. The Shadow of PMBOK
5. Need for More Responsivness to Consumers As consumers today
we want and expect innovative products: faster, cheaper and with
better quality than those we have seen in the past.
6. The Usual Result From Business ConsumerExpectations We
usually get this Misalignment of Value definitions
7. Definition and Theory of Agile Key Agile principles are:
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.
8. A History Of Agile History & Influences Early 1900s
Walter Shewhart: Plan-Do-Study- Act, SPC Mid 1900s Edward Deming:
SPC, TQM Toyota: Toyota Production System (TPS) Peter Drucker:
Knowledge Worker Late 1900s Womack and Jones: Lean Thinking Eli
Goldratt: Theory of Constraints Tom Gilb: Evo The Toyota Way
Evolution Early 1990s Crystal Methods Lean Software Development
Dynamic Software Development Method (DSDM) Mid 1990s Feature Driven
Development (FDD) eXtreme Programming (XP) Adaptive Software
Development 2001: Manifesto for Agile Software Development
http://www.agilemanifesto.org 2005: Declaration of Interdependence
http://www.pmdoi.org/
9. Value Comes Back 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.
10. Basic Practices for Agile Identify top-priority items and
deliver them rapidly using: Small batches Small integrated teams
Small, continuous improvements
11. Agile Roles
12. The Agile Flow
13. Agile Roles (Trip to the Grand Canyon)
14. Case Studies and Exercises in Agile Case Study The case of
the reluctant company Exercise Create a new cereal box and describe
it to you partner , set the vision ask each other questions, plan a
sprint
15. The World is a Complex System Living systems are complex,
in that they consist of a great many autonomous agents interacting
with each other in many ways The interaction of individual agents
is governed by simple, localized rules and characterized by
constant feedback Collective behavior is characterized by an
overlaying order, self-organization, and a collective intelligence
so unified that the group cannot be described as merely the sum of
its parts Complex order, known as emergent order, arises from the
system itself, rather than from an external dominating force
16. Integrating Agile with Project Management Introducing
aPM-Adaptive Project Management
17. The World is a Complex System A chaordic project
harmoniously blends characteristics of both chaos and order freedom
and control, optimization and exploration, competition and
cooperation. Agile projects can be seen as chaordic: Competition
and Collaboration Agents: Individuals Mental Models: Vision and
alignment Groups: Project teams Emergence and Self-Organization
Interactions/Feedback: Information exchange and relationships among
individuals Simple Rules: XP/Scrum/FDD Practices Learning and
Adaptation Learning: Observation, monitoring, measurement and
reflection Adaptation: Process changes, team adjustments
Environment: Project environment of both chaos and order freedom
and control, optimization and exploration, competition and
cooperation.
18. We Need a New Paradigm in PM
19. Compare and Contrast
20. Conflict Points In Integrating Project Management with
Agile While many traditional project management skills translate to
APM, some transitions are necessary: Agile-Focus on customer
satisfaction and interaction Traditional-Focus on plans and
artifacts Agile-Response to change via adaptive action
Traditional-Change controlled via corrective action
Agile-Progressive elaboration, rolling-wave planning
Traditional-Monumental up-front planning Agile-Customer
prioritized, time-boxed delivery Traditional-Manager negotiated,
scope-based delivery Agile-Commitment management via feature
breakdown structure Traditional -Activity management via work
breakdown structure Agile-Collaboration on self-disciplined and
self-organizing teams Traditional -Top-down control Agile-Minimal
set of context-sensitive, generative practices
Traditional-Prescriptive, heavyweight methods Agile-Essential,
value-focused metrics Traditional Non-value added controls
21. 1) Think-Change the Whole Structure!! Objectives: Structure
and build self-organizing agile teams based on an organic model
Integrate them effectively into the larger enterprise Key
Implications: View agile teams as organic complex adapting teams
Recognize the difference between formal and informal team
structures and structure agile teams accordingly Mold groups of
individuals into high-performance agile teams Integrate these teams
into the larger agile enterprise
22. 2) Break the Silos of Roles A generalizing specialist is
more than just a generalist. A generalist is a jack-of-all-trades
but a master of none, whereas a generalizing specialist is a
jack-of-all-trades and master of a few Scott Ambler
23. 3) Build the Vision A shared vision is not an idea it is,
rather, a force in peoples hearts, a force of impressive power.
Peter Senge, The Fifth Discipline
24. 4) Build Simple Rules Objective: Implement a set of simple,
adaptable methodology rules that allow agile teams to deliver
business value rapidly and reliably Key Implications: Assess the
environment to determine its characteristics Identify and
implementing a simple set of methodology rules that is congruent
with the environment Hone the discipline needed for continuous and
consistent application of the simple rules "Simple, clear purpose
and principles give rise to complex, intelligent behavior. Complex
rules and regulations give rise to simple, stupid behavior." Dee
Hock, Birth of the Chaordic Age 25
25. Issues to be addressed by aPM Communication between agile
projects Manage the execution of the strategic projects usually
gets lost in the fog of war Team and overall role definition
confusion Reporting in the project , portfolio and program level
Matrix management interference Resource management never fully gets
addressed Risk management is a nice to have
26. How Will the PM and Agile People Get Along ? Who runs the
day to day of the project either the scrum master or the PM-NEVER
BOTH. Scrum master is top dog for daily scrum calls Open issues now
get addressed Communication between agile projects PM assists the
scrum master as needed-looks at all the projects and sees the
bigger picture Manage the execution of the strategic projects
usually gets lost in the fog of war-see previous bullet Team and
overall role definition confusion-redefine the culture Reporting in
the project , portfolio and program level-PM Matrix management
interference-redefine the culture Resource management never fully
gets addressed-PM Risk management is a nice to have now the PM
27. A New aPM Tool Box Tools such as Version One/Jira/ Rally
Yes build a agile project plan driven by features the fallacy is
that you Keep in mind productivity vs paper work Go to
www.thebentleygroupintl.com
28. Applying aPM A real life case study
29. Analysis and understand you need to change -get executive
support communicate to all be transparent Define the roles
obliterate the silos- retrain your PMs and the WHOLE company Setup
up pilot projects, burn the bridge you cannot go back Execute and
have fun Plan to Bring aPm to Your Organization Phase 4 Phase 1
Phase 2 Phase 3
30. The Parts Should Now All Work Together Yes the client !!
Sales- Finance Support areas This is an organizational culture
change Do not fool your self Keep the faith Make this holistic not
just development or operatIons- EVERYONE aPM
31. Refreshing Your New Model Process 1 Make people own the
process Process 2 Get input from the owners what works and does not
Process 3 Refresh every 6 months be agile !!
32. Questions? Jim Hannon The Bentley Group Intl 508-333-6002
www.thebentleygroupintl.com