Agile Fundamentals for Project Managers Fundamentals for... · M.S in Project Management PMP,...
Transcript of Agile Fundamentals for Project Managers Fundamentals for... · M.S in Project Management PMP,...
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Agile Fundamentals for Project Managers
Saturday Workshop PMI Lakeshore Chapter
Aleem Khan Agile Coach and Trainer [email protected]
@tweetaleem https://ca.linkedin.com/in/aleemkhan
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Aleem Khan – Agile Coach and Trainer About me…
18+ years experience in managing complex projects & programs in financial, banking, manufacturing and telecom verticals.
Led multiple agile transformations
Methodology development and PMO expertise
Coach high performance agile teams
Author of agile case studies
Agile/PMI-ACP® course designer
Passionate about agile coaching, training and believe in life long learning……..
M.S in Project Management
PMP, PMI-ACP
CSM
Work as an agile coach, trainer, facilitator, program manager, project manager, and consultant in various
organizations…..
Diploma in Computer Science
SAFe Agilist
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Explain, Explore - Ice Breaker
• Need is a piece of paper and pen per person
• Take a minute and write down a word or phrase that is true for you
• Find some stranger, and introduce yourself, exchange names and then explain to each other, why your description is true for you
• Now swap your cards for someone else’s at least 4 times
• Take a look of card you have, find different partner, introduce yourself and explore how this could be true for you
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15 Minutes
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Begin with End in Mind
Understand the Fundamentals of agile
Differentiate between various agile methods
Learn many agile practices and
Most importantly………..Have fun!
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Workshop Logistics
Aha moments
Parking lot items
Rules of engagements
Any other business (AOB)
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Rules of Engagement / Team Contract 1. Be open to new approaches and listen to new ideas 2. Give everyone the opportunity for equal participation specially
encourage introverts to be part of a team 3. Avoid blame or name, instead discuss the process and explore how it
can be improved 4. Always find new ways to improve by exploring, inspecting and adapting 5. Seek first to understand, and then to be understood 6. Listen openly to other point of view 7. Keep discussion on track 8. Parking lot will be used to capture "off topic" questions, ideas and
concerns
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4 Minutes
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Source: http://www.learning30.co/learning-3-0/
LEARNING 1.0
FOCUS ON BEING TAUGHT
LEARNING 2.0
FOCUS ON ASKING
LEARNING 3.0
FOCUS ON SHARING
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Process Miniature
Run the entire process in a very short time period (a few minutes to a few weeks)
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# Activity
1 Explain, Explore - Ice Breaker
2 Learning Patterns
3 Process Miniature
4 What & Why of Agile
5 Agile History
6 Agile Values
7 Pocket Size Principles
8 Methodology Selection
9 Traditional phases vs. Increments
10 Agile teams
# Activity
11 Team Collaboration
12 Various Agile methods
13 Scrum
14 Daily Stand-up Simulation
15 Extreme Programming
16 Kanban
17 Lean
18 Agile Myths and Facts
19 Waterfall & agile differences
20 Parking lot / Q&A
Lecture Group Activity
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What is Agile?
Methodology?
Framework?
No Documentation !
No
Design…
Process? Approach?
No Discipline
No Planning! Iterative Another Fad
…Silver Bullet
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Agile is a an approach of
building products or services by EMPOWERING and
TRUSTING people, acknowledging
CHANGE AS NORM, and promoting
CONSTANT FEEDBACK.
Definition
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Definition
Agile is a PHILOSOPHY that uses organizational models based
on people, collaboration and shared values.
Agile uses rolling wave planning; iterative and incremental
delivery; rapid and flexible response to change; and open
communication between teams, stakeholders, and
customers.
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Agile is a MINDSET……
established through 4 VALUES,
grounded by 12 PRINCIPLES &
manifested through many DIFFERENT PRACTICES
Definition
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4 agile values
12 agile principles
Many agile practices
Scrum
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4 AGILE VALUE
12 AGILE PRINCIPLES
MANY AGILE PRACTICES
1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
• Time-boxing • Retrospective • Spike Solution • Planning Poker • Backlog Prioritization • Progress Elaboration • Minimal marketable Features • Personas • Story Mapping • User Stories • Product Backlog • Visualize Workflow • Wireframe • Daily Stand-up
• Limit Work in Progress (WIP) • Avoid Waste • Short Iterations • Sprint Goals • Servant Leader • Self -organization • Team Agreements • Release Goals • Release Plan • Project Chartering • Quality Assurance • Refactoring • Relative Sizing • Product Vision
Do
ing
Agi
le…
…
Be
ing A
gile…
…
• Pair Programming • Face to Face Conversation • Osmotic Communication • Test Driven Development (TDD) • Velocity • Unit Testing • Test First Development • Technical Debt • Task board • Swarming • Regression Test • Minimum Viable Product • Last Responsible Moment (LRM) • ……..
3. Customer collaboration over contract negotiation 4. Responding to change over following a plan
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
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Why Agile?
Accelerate time to
market
Managing change
priorities
Better align
IT/Business
Increase productivity
Enhance software
quality Reduce cost
Enhance software
maintainability
Improve team morale
Improve/increase
engineering discipline
Project visibility
Reduce risk
Simplify development
process
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1960
• Project Mercury –
NASA First time used
iterative and
incremental
development (IDD) in
software
• Time-boxed Half day
iterations
• Applied XP test-first
development practice
1976
• Tom Gilb Introduced
the terms “evolution”
and “evolutionary” to
the process lexicon
• Adaptive iterations
• Fast time to value 1980
• Gerald Weinberg wrote in
Adaptive programming
• Small increments with
customer driven feedback
1985
• Barry Boehm Created
spiral model
• Team prioritization
based on risk
• Risk driven/exposing
risk early
1985
• Hirotaka Takeuchi & Ikujiro
Nonaka Introduced human
driven/knowledge work
• The new production
development game
• Cross-functional team
• Self-organize
• Legitimate power
• Sense of mission
1995
• Ken Schwaber and
Jeff Sutherland
• First co-presented
Scrum that they were
using from previous few
years
• Time-boxed iterations
• Small and co-located
team
• Transparency, inspect
and adapt
1995
• Rum Baugh & Jacobson
• Rational unified process
(RUP)
• User cases, UML, architecture
centric
1994
• 16 RAD practitioner
formalized RAD
• Dynamic System Development
Method (DSDM)
• Used most commonly in
Europe
1996
• Kent Beck, Ward
Cunningham and Ron
Jefferies
• Extreme Programming
• Focused on
Engineering practices
1997
• Jeff de Luca
• Feature Driven Development
• Deliver Tangible working
Software in timely manner
• Focused on value-driven
approach
1998
• Alistair Cockburn
• Crystal Family
• Situational specific practices
• People and communication,
design, principles, domain
2000
• Robert Charette
• Lean development
• Strategic focus, lean
production, Stretch
goals
2001
Agile
Manifesto
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Meet the Agile influencers
Ken Schwaber Jeff Sutherland
Mike Beedle
Arie Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt Ron Jeffries Jon Kern Brian Marick
Dave Thomas
Kent Back
Robert C. Martin Steve Mellor
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Agile Values
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Individuals & interactions Processes & tools over
Working software Comprehensive documentation
over
Customer collaboration Contract negotiation over
Responding to change Following a plan over
That is, while there is value in the items on the right, we value the items on the left more.
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Pocket Size Principles
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12 Principles of Agile Manifesto
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale
4. Business people and developers must work together daily throughout the project
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
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15 Minutes
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12 Principles of Agile Manifesto (Continued…)
7. Working software is the primary measure of progress 8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility
10. Simplicity -the art of maximizing the amount of work not done -is essential
11. The best architectures, requirements, and designs emerge from self-organizing teams
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly
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Select a principle and think how we can apply in our
traditional projects
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Technology
Re
qu
irem
en
t
Known/Certain Unknown/Uncertain
Kn
ow
n
Un
kno
wn
Project Noise and Method Selection
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Traditional Project Phases
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Requirements Analysis
Design
Coding
Integration
Testing
Deployment
Operations and Maintenance
Final Software Out
Time
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Agile Incremental Delivery
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Final Software Out
Product Increments
Product Increments
Product Increments
Agile adapts to frequent feedback by delivering working tested code
Feedback Loops Review and Adjust Inspect & Adapt
Analysis Design Code
Integrate Test
Deploy
Analysis Design Code
Integrate Test
Deploy
Time
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Agile Planning
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1 2 3 4
Iterative & Adaptive
Higher Priority
Lower Priority
Velocity
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Value Delivery
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Value Delivery
Risk of Failure
Time Time
Traditional Agile
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Sample Project Status Reporting
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100% of the system
30% done
No testing yet
TRADITIONAL AGILE
30% of the system
100% done
With known quality
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Operating Model of Agile Team
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Pro
du
ct M
anag
em
en
t
Arc
hit
ect
ure
Bac
ken
d D
atab
ase
Dev
elo
pm
en
t
Test
ing
and
QA
Pro
du
ct M
anag
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Arc
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Bac
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Dev
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Test
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and
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Functional Silos Agile Teams
Agile Teams
Value Flow
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Team Collaboration
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Team Collaboration
• Why do we need team collaboration?
• What essential skills require to collaborate?
• Discuss and identify signs of collaboration. How can we improve collaboration in the team?
15 Minutes
Transparent
Respect
Listening…seeking to understand
Decision
making
Self Organized
Empowered
Trust
Motivation
Honesty and Openness Negotiation
Problem Solving
Self-Accountability
Self-Awareness
Truthfulness
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Various Agile Methods
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Agile Methodology Used
Source: VersionOne 9th Annual State of Agile Development Survey, 2015
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Agile Umbrella
Scrum
Extreme Programming(XP) DSDM
Lean Crystal FDD Kanban
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Prescriptive vs. Adaptive Methods
PRESCRIPTIVE ADAPTIVE (fewer rules to follow) (more rules to follow)
RUP • 3 roles; • 20 activities;
and, • Over 70
artifacts.
Do whatever Extreme Programming (XP) • Scrum + number
of engineering practices e.g. pair programming, test first development
Scrum • 3 pillars; • 3 roles; • 4 ceremonies; • 3 artifacts.
Kanban • Visualize workflow; • Limit WIP.
FDD • 5 Step
Process • 6 Roles
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Scrum
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Scrum (Continued…)
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Product Owner, Scrum Master and Development Team
Product Backlog, Sprint Backlog and Increment
ROLES CEREMONIES ARTIFACTS
Sprint Planning, Daily Scrum, review, Backlog grooming /
refinement, release planning and retrospective
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Scrum (Continued…)
• The most common agile method
• Easy to understand and adapt
• Low barrier of entry
• Provide high level mechanics for complex work involving knowledge creation, and collaboration
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• No engineering practice defined
• Easy to follow “Scrumbuts” path
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Daily Stand-up Simulation
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Daily Stand-up / Scrum
• What I did YESTERDAY?
• What I am planning to do it TODAY?
• IMPEDIMENTS – If Any?
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Daily Stand-up / Scrum
• The daily stand-up is for and about the team and its commitments. In this meeting, the team checks in on how their work is progressing in the sprint, adjusts plans and gets assistance with removing impediments.
• Every day, same time, same place, same people. This provides a regular rhythm and cadence on everyone’s calendar. The meeting last no more than 15 minutes.
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Daily Scrum or Daily Stand-up
Each team member addresses three questions:
1. What has been done since the last meeting?
2. What will be done before the next meeting?
3. What obstacles/impediments are in the way?
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Extreme Programming (XP)
• Developed by Kent Beck when working for Chrysler in 1996.
• Software development-centric Agile method which is intended to improve software quality and responsiveness to changing customer requirements.
• It places a strong emphasis on technical practices in addition to the more common teamwork and structural practices.
• Teams apply appropriate practices in their own context.
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Extreme Programming (Continued…)
• Sound engineering practices
• First popular agile method
• Quality focused
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• Software development focus makes it hard to implement in other business areas
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Kanban
• Kanban is pull and flow based system
• Team process rather than individual
• Kanban focuses on how the workflow process can be improved rather than blaming an individual
• True value lies in its requirement that the team creates a workflow with explicit defined rules and limits
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Kanban (Continued…)
• Lean method, focus on elimination of waste
• Starts where you are, no major process changes
• Easy to implement
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• Less prescriptive
• No time-boxing
• Seems never ending flow of work
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Lean Development Principles • Lean development is a translation of well-know and accepted lean
manufacturing practices to the software development domain. • Mary and Tom Poppendieck identify seven fundamental Lean
principles
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Eliminate Waste
Build Quality In Empower Team Optimize as whole
Delivery fast Defer decision Amplify learning
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Lean (Continued…)
• Good list of principles
• Focus on elimination of waste
• Value stream mapping
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• Difficult co-relate concepts and some practices between Manufacturing and IT
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Agile Myths and Facts
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Agile recommend incremental & iterative delivery
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Agile has defined change management process
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X
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Agile recommend big upfront design (BUFD)
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X
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Agile teams make their own decisions
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Agile does not recommend any documentation in the project
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X
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Agile recommends directive teams
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X
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Agile measure progress by working software
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Agile recommends accepting change during iteration
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X
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Agile recommends face to face interaction
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Agile follow ad- hoc process and is anti-planning
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X
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Agile base on empirical process - frequent inspect and adapt cycles
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High Level Process Map
Iteration n
Iteration 3
Iteration 2
Feasibility
Project Visioning
Initiation Release Planning
Iteration 1
Close Out
NPV, IRR, ROI
Business Case with High level Estimates
Project Charter
Product Backlog
High level estimating using affinity
Product Roadmap
Epic
Stories
Stories
Estimating Using Planning Poker
Theme
L M S
XL
Release Plan
Final Product
Increment
• Testing Agreement • Team Environment • Architecture approach • Dependencies • Risks
Iteration Backlog
Task Board
Go back to Release Planning for another release, or if final release, go to project closeout
Backlog To Do In Progress Done
Iteration Planning
Release
Daily stand-up, Development, Testing, deployment, etc.
Retrospective Review
Burn up/down
Iteration 0
Next Iteration
Higher Priority
Lower Priority
Increment
Envisioning Speculate Explore | Adapt Close
Iteration Task
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What’s Different? Traditional Agile
Defined process: Control and Coordinated Empirical process: Inspect and Adapt
Work is organize around the team Team organize around work
Work is assigned or push to the team Work is store in queue and team pull the tasks
Plan all in advance Plan as you go
Work breakdown structure Feature breakdown structure
Functional specs User stories
Gantt chart Release plan
Status report Information radiators/deliver as you go
Learn at the end Learn every iteration
Follow the plan Adapt everything
Manage task Manage team
Conventional project team Self-organized project teams
Avoid change Embrace change
Prescriptive Adaptive
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Compare Agile & Waterfall
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Waterfall vs. Agile
• Waterfall is more efficient than Agile because…
1. …..
2. …..
3. …..
• Agile is more efficient than waterfall because…
1. …..
2. …..
3. …..
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15 Minutes
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Any Aha Moments to Share?
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Q & A - 67 -
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Download this presentation
http://www.360pmo.com/?p=2538
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Agile Boot Camp & ACP Exam Preparation
November 14, 21 and 28, 2015
http://www.360pmo.com/?p=2271
15 % Discount Code: PMILS15 * limited to first 10 registrations
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Following references are used in the preparation of this workshop:
1. Abstracted from Shuh, Peter (2005). Integrating Agile Development in the Real World
2. How sustainable is your agile transformation to sustainable organizational agility, Ahmed Sidky
3. Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum
by Ken Schwaber and Mike Beedle
4. 7th Annual state of Agile versionone® Agile made easier development survey
5. Process Miniature; http://c2.com/cgi/wiki?ProcessMiniature
6. The Agile impact report, Rallydev
7. Iterative and incremental development by Craig Larman, victor Basili
8. What’s the big fuss about Agile? by Ahmed Sidky
9. Manifesto for Agile Software Development & Principles behind the Agile Manifesto
http://www.agilemanifesto.org/
10. “Explain, Explore”, Luke Lackrone, coaching a new team
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All registered and unregistered trademarks (service marks, brands, icons, copyrights etc.) mentioned
on this presentation are the property of their respective owners.
Content that references these trademarks is not sponsored by, endorsed by, or affiliated with the
respective trademark owners. PMI-ACP®, PMBOK®, PMI®, and PMP® are either marks or registered
marks of the Project Management Institute, Inc.
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360PMO
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www.360pmo.com