AGILE LESSONS FROM THE NEW PMBOK® -...
Transcript of AGILE LESSONS FROM THE NEW PMBOK® -...
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AGILE LESSONS FROM THE NEW PMBOK®
Presented by Eddie Merla, PMI-ACP, PMP
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Agenda
• Summary of Changes
• Agile Concepts
• Five Mindset Shifts
• Agile Methods & Scrum
• Q&A
• Wrap-up
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Summary of Changes
• Project managers should understand the Agile mindset
• Each knowledge area addresses “considerations for Agile/Adaptive environments”
• Common themes• Agile and hybrid methodologies
• Servant leadership
• Agile teams
• Adaptive planning
• Transparent communications
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Top Ranked Causes of Failure
Lack of User Input 12.8%
Incomplete Requirements 12.3
Changing Requirements 11.8
Lack of Executive Support 7.5
Lack of Resources 6.4
Unrealistic Expectations 5.9
Unclear Objectives 5.3
Unrealistic Time Frames 4.3
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Planning
Traditional Waterfall Approach
Design
Build
Test/QA
Implement/Go Live
Characteristics:
• Upfront planning
• Organized around
functional processes
• Scope is protected
• Change is tightly
controlled
“Freeze” Points
Time
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Agile Conceptual Approach
Project Discovery &
FramingIteration 1 Iteration 2 Iteration N Close
Functional/ReleasableProducts
Functional/ReleasableProducts
Functional/ReleasableProducts
PlanGet to “Done”ReviewReflect
AdaptPlanGet to “Done”ReviewReflect
AdaptPlanGet to “Done”ReviewReflect
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The Agile Manifesto
Process and toolsIndividuals and interactions
over
Following a planResponding to change over
Source: www.agilemanifesto.org
Comprehensive documentation
Working [product] over
Contract negotiationCustomer collaboration over
While we value the items on the right, we place more value on the items on the left
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✓ Self-organizing teams
✓ Customer integrated into team
✓ No silos!
✓ Daily interactions
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Process and toolsIndividuals and interactions
over
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✓ Work in shorter iterations
✓ Focus on business value
✓ Deliver something “shippable” each iteration
✓ Produce working products (not documentation!)
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Comprehensive documentation
Working [product] over
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✓ Scope is not a contract, it’s a collaboration
✓ Customer drives stories (requirements)
✓ Customer owns products
✓ Customer drives priorities
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Contract negotiationCustomer collaboration over
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✓ Planning is an evolving process, not a one-time event
✓ Scope is represented by an evolving backlog
✓ Agility for change gives the customer business advantage
✓ Iteration approach allows “inspect and adapt”
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Following a planResponding to change over
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Change in Waterfall Environment
Duende / ProcessZen 16
PlanPredicted
Future
Eventual Outcome
$
$$$
$$$$
BUILD TEST GO LIVEDESIGN
• Less Product• Higher Budget• Longer Schedule
• Product• Budget• Schedule
• Decisions• Prediction
ChangeWhat assumptions do we usually make here?
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Change in the Agile Environment
Project Discovery &
FramingIteration 1 Iteration 2 Iteration N Close
Functional/ReleasableProducts
Functional/ReleasableProducts
Functional/ReleasableProducts
}• Shrinking backlog• Evolves• Includes changes• Stops when ROI is
achieved
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What’s Different?
Traditional
• Top-down leadership
• Managed teams
• Project Managers
• Predictive (up-front) planning
• Fixed/Protected scope
• Minimized change
• Formal documentation
• Customer is removed
• Protected completion date
Agile
• Servant leadership
• Self-organizing teams
• Coaches/facilitators
• Rolling wave planning
• Adaptable scope
• Intentional change
• Information radiators
• Customer is included
• Project complete when “done”
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Five Mindset Shifts
• Create self-organizing teams
• Lead Agile teams
• Deliver value frequently
• Embrace change
• Become radically transparent
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Create Self-Organizing Teams
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Create Self-Organizing Teams
BROAD
DEEP
Ability to work outside of core discipline
Functional
area,
discipline or
specialty
Adapted from:
Kenneth S. Rubin
“Essential Scrum”
T-shaped Skillsets
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Lead Agile Teams
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Traditional Agile
Project Manager
Self-Organizing
Servant LeaderFacilitatorCoach
Command & Control
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Lead Agile Teams – The Leader’s Role
• Serve the team
• Protect the team
• Remove impediments
• Facilitate the process
• Protect the process
• Facilitate outside interactions
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DSTUF
Deliver Value Frequently
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Deliver Value Frequently
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Sprint
ProjectVision
Backlog
SprintPlanning
SprintBacklog
ConductSprint Potentially
ShippableProduct
1 – 4 weeks
Advantages:• Faster delivery• Focus on value• Higher quality• Faster feedback• Learn to adapt
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Embrace Change
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Instead of predictive planning based on a fixed scope:
Let the vision drive the scope which will most likely change with each sprint:
Scope- Feature- Feature- …
• Drives schedule & costs• Requires rigid change control
AdjustedBacklog
Work with customer to refine after every sprint
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Become Radically Transparent
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Instead of: Make work visible:
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Scrum Board
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Stories To Do Doing Validating Done
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Sample Burndown Chart
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Become Radically Transparent
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Stand-up Meetings
BriefEffectiveNot for solving problems
or debating issuesThree questions:• What did you do
yesterday?• What will you do today?• What’s in your way?
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Where is Agile Most Effective?
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Summary of Scrum
• An Agile process
• Deliver highest business value in the shortest time
• Inspect actual working product frequently and rapidly
• Teams self-organize
• Business sets the priority
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Scrum
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Only 3 Roles in Scrum
Product Owner Team Scrum Master
• Provides the vision• Owns scope• Owns the product• Prioritizes backlog
• Self-organizing• Creates the product• Cross-functional• Estimates & commits
• Servant leader• Facilitates process• Protects team• Owns “blocks”
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Scrum
Cancel
Gift wrap
Return
Sprint2-4 weeks
Return
Sprint goal
Sprint backlog
Potentially shippableproduct increment
Productbacklog
CouponsGift wrap
Coupons
Cancel
24 hours
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Sprints
• Scrum projects make progress in a series of “sprints”
• Typical duration is 2–4 weeks or a calendar month at most
• Sprints are time-boxed
• A constant duration leads to a better rhythm
• Product is designed, coded, and tested during the sprint
• Each sprint delivers business value
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Sequential vs. overlapping development
Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986.
Rather than doing all of one thing at a time...
...Scrum teams do a little of everything all the time
Requirements Design Code Test
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No changes during a sprint
• Plan sprint durations around how long you can commit to keeping change out of the sprint
Change
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Putting it all together
Image available at www.mountaingoatsoftware.com/scrum
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Wrap Up
•Wrap up
•Keepers
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Reading Resources
• “Scrum: The Art of Doing Twice the Work in Half the Time” by Jeff Sutherland & J.J. Sutherland (excellent for understanding the “why” for Agile/Scrum)
• “Essential Scrum: A Practical Guide to the Most Popular Agile Process” by Kenneth S. Rubin (great reference for Agile and Scrum)
• “Agile Estimating and Planning” by Mike Cohn (describes the “Agile” approach to estimating & planning)
• The Software Project Manager’s Bridge to Agility by MicheleSliger & Stacia Broderick (good mapping from traditional project management to Agile)
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Contact Information
Eddie Merla, PMI-ACP, PMP
Phone: 713-408-6751
Email: [email protected]
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Services:Project Management: Training (Concepts, Certification, Agile), Augmentation & Consulting