Project Challenge – Will Agile kill Project Management ?

Darren Wilmshurst : Radtac Delivery DirectorPeter Measey : Radtac CEO

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We believe in challenging the status quo and in the innate ability of people to rise to the challenges of

their organisation

Why Radtac exists – why we get up in the morning

Est.1998

Culture Consultancy Talent Training

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Introduction: Darren Wilmshurst

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Create some noise!

#projchallenge@dazzawilmshurst@PMeaseyRADTAC

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What dogs hear

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What programmers hear

blah blah blah blah NO DOCUMENTATION blah

blah blah blah blah

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What managers hear

blah blah blah QUICKER blah blah blah blah blah blah CHEAPER blah blah

blah BETTER QUALITY blah blah blah blah

blah

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Agile Manifesto

•(and Agile is not just about delivering software, it applies to all types of project)

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Mindset

Values

Principles

PracticesTools &

Processes

We use JIRA

We do stand-ups

We are co-located

We do just enough documentation

Trust

What is agile?

More visible, less powerful

Less visible, more powerful

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Is Agile always the right approach ?

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Is Agile a Silver Bullet ?

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Pragmatic Agile…..one size doesn’t fit all

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PracticesContinuous IntegrationTest Driven DevelopmentBehavior Driven DevelopmentRefactoringPlanning PokerTimeboxingPairing.....etc

Agile is an umbrella

FrameworksScrumKanban

Lean Software Development Extreme Programming (XP)

DSDMLean Software Development Agile Project ManagementScaling: SAFe, LeSS, DAD

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A LG I E

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Red Pill and the Blue Pill

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What is Project?

• Project is a short lived temporary structure to achieve a planned objective. Project management is the application of processes methods, knowledge skills and experience to achieve the project objectives.

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What are Prince2 Core Principles

• Continued business justification,• Learn from experience,• Defined roles and responsibilities,• Manage by stages,• Manage by exception,• Focus on products,• Tailor to suit the project environment.

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Agile - what’s it really all about Alfie ?

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Create more noise!

#projchallenge@dazzawilmshurst@PMeaseyRADTAC

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Introduction - Pete Measey

• Peter Measey – RADTAC CEO • Agile Transformation Consultant• 30 years mainly Information Technology• Agile Specialist Since 1994• Certified Scrum Trainer, DSDM Trainer, Agile PM

Trainer, APMG Lean, SAFe Scaled Agilist, Prince2 Practitioner, PMI Agile Certified Practitioner.

• Lead Author ‘Agile Foundations – principles, practices & frameworks’ – published by BCS

• Author of articles ‘Agile & Prince2’ and ‘Agile and ITIL’ for BCS

• Ex Director of DSDM Consortium• Ex Adjunct Professor Project Management Hult

University• Ex BCS Agile Committee

• A Project Manager & Agile expert

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Agile and waterfall are different – projects ain’t waterfall

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PRINCE2 Tailoring

• ‘Any project run under PRINCE2 will need to address each of the processes in some form. However, the key to successful use of PRINCE2 is its tailoring. Each process must be approached with the question 'How extensively should this process be applied on this project?'* From PRINCE2 Manual

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Will Agile kill Project Management – NOPE

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Agile Approach

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Are there Project Managers in Scrum/ XP etc ?

Corporate or Programme Management

Project Board

Project Support

Senior User Senior Supplier

Team Manager

Project Manager

ExecutiveProject Assurance

Business Arch Technical ArchGovernance

NOPE

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The Sensible Question – Does Agile Change Project Management ?

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Program

Portfolio

Project

Release

Sprint

Agile is more focussed on the planning than the plan.Agile enables change where required, can respond simply and quickly and enables a dynamic business.Is done throughout the project at different levels and different levels of granularity. Valuable featrures are constantly prioritised and the focus is on delivering greatest value first.

Are there Project Managers in scaled Agile

26 Copyright RADTAC

YEP

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Iron Triangle - The Choices

Traditional approach fixes• Scope• Quality (Try)

And places tolerance in• Cost• Time

Agile approach fixes• Cost• Time• Quality

And places tolerance in• Scope

What do you try to fix ?Does that reflect your real business drivers ?

What is the reality ?Does the reality better reflectyour real business drivers ?

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Traditional Plan-Driven Projects

• Create plan by predicting the future

• Agree plan with Board• Manage variances to plan

(constrain change)• Report against original plan• Manage “flack” from missing

un-hittable dates

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Agile Planning

• Project etc.– Very large stories

(aka Epics)• Release

– Large coarse-grain stories(aka Features)

• Iteration– Smallest Stories– Must fit into an

iteration(1-5 days effort)

– Most accurately estimated

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Command & Control vs Collaborative

• Traditional– Hierarchical management structure– Board ‘manages’ the Project Manager– Project Manager ‘manages’ the team

• Agile – Non-hierarchical management structure – Project Manager leads and facilitates the team– Board leads and facilitates the Project Manager

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A possible Agile Operating Model - BCS

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A possible Business Operating Model - BCS

Radtac turned OUR vision into operationGavin Beckett – Bristol City Council

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Unique in supplying certified training, coaching & talent via Culture and Agile

practices.

Come meet Radtac – for a coffee

THANK YOU !

Radtac Radtac Radtac @radtacltd

Darren.Wilmshurst@radtac.co.uk

Peter.Measey@radtac.co.uk

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Please stay in touch

Radtac Courses

www.radtac.co.uk/courses

Radtac Blogwww.radtac.co.uk/

blogs

Twitter@RADTACLtd

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Do we need to change – are you competitive ?

• “the definition of insanity is doing the same thing over and over again and expecting different results”

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