Agile Project Management™beprojectized.be/wp-content/uploads/2015/07/Agile_Project_Manage… ·...
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Agile Project Management™
Outperform within the changing world throughtailored implementation of Portfolio, Programme & Project Management
Agile Project Management is a trade mark of The APM Group Limited
WorkshopTerms of Reference
• Driver of this workshop: • spread the word – “Agile is here to stay and
solves our project management issues…”
• Objective: • through an agile approach,
treat a number of project management issues you are facing by explaining how the AgilePM philosophy, principles, roles, processes, products and techniques can be applied.
• Constraint: • workshop duration…
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About Steven Deneir18+ years of experience in different project types and in different project roles
- For private-held & government companies
- Large & small projects
- International & local projects
- Team Manager, Project & Quality Assurance Officer, Project and Programme Manager,
Coach roles
Specialized in Agile PM® and PRINCE2® - Registered Practitioner and Trainer
- foundation and practitioner certification
- hands-on training towards coaching for Project Managers
- tailoring and embedding in the organization using agile techniques
Delivering quality; defined as “meet expectations or satisfy stated needs, requirements or specifications.
Multiple PMO implementation programmes - P3O Registered Practitioner and Trainer; Portfolio
Management Registered Practitioner
- implement an agile and pragmatic PMO that supports the organization in achieving strategic value
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WorkshopDelivery Plan
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Topic Timebox Estimate
Workshop Introduction, Objectives, Plan 10’ (almost finished…)
The Prioritised Requirements List 10’
Address the Prioritised Requirements List
60’
Closing 10’
Total 1hr30
Building the Prioritized Requirements List
What issues, difficulties, problems, … (however you call them…) are you facing
in your (agile) projects?
Or What are your expectations towards an agile project? What
should it solve?
Shoot! We only have 10 minutes to come up with points we’ll discuss
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10987654321STOP
PRL
Question to be answered
Indication of number of persons who wants this covered
MoSCoW (based on available time and 60-20-20 rule)
Estimated Timing Track Progress
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The philosophy
“Any project must be aligned to clearly definedstrategic goals and focus upon early delivery of real
benefits to the business”
• The final solution might not be 100% the initially expectedsolution…
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The Principles
1. Focus on the business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
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Roles and responsibilities
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Business aspects
Project processaspects
Technical aspects
Project Level
Team Level
Other
Products acrossthe Lifecycle
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Terms of Reference
Outline Plan
FeasabilityAssessment
Business Foundations
Prioritised Requirements List
Benefits Assessment
Solution Assurance Pack
Evolving SolutionDeployed Solution
Delivery Control Pack
Delivery Plan
Deployment Plan
Management Foundations
Timebox Plan
TimeboxReview Record
Project Review Report
Pre-Project Feasibility Foundations Exploration & Engineering Deployment Post-Project
Business-owned Product
Management owned Product
Solution owned Product
Solution Foundations
Key Techniques
1. Facilitated Workshops
2. MoSCoW Prioritisation
3. Iterative Development
4. Modelling
5. Timeboxing
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1. Facilitated Workshops
• One of Atern’s 5 key techniques
“A structured approach to ensure that a group of people can reach a predetermined objective in a compressed timeframe, supported by an impartial facilitator.”
• Enables principles• Rich Communication, Collaborative working, Clear & continuous
communication
• High quality team decisions in short timescales
• High level of buy-in and ownership, achieving consensus
• Used throughout lifecycle
• Need to be planned in (and budgeted for)
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2. MoSCoW Prioritization
• Understand what is driving the project• If you hit a problem, where do you negotiate?
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2. MoSCoW Prioritization
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M
o
S
C
o
W
Must Have
≤ 60% effort
Guaranteed Minimum UseableSubseT
Requirements cannotbe descoped without causing the project tofail
ShouldHave
+/- 20% effort
Expected Work aroundsdifficult / costly
Requirements can bede-scoped as a last resort to keep the project on track
CouldHave
+/- 20% effort
Possibly Work aroundseasy / cheap
Requirements can bede-scoped without causing significant problems
Won’t have this time Maybe next time
Out of scope for this timeframe
3. Iterations
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2. Agree informal plan for how this
will be achieved in this iteration
1. Identify what has to be done in
this iteration
3. Evolve solution as appropriate with
detailed input from Business Ambassador
4. Review the solution with Business Ambassador(and others?)
4. Modelling
• One of Atern’s 5 key techniques
• Solution Development Team use models improve communication
• Who, What, When, How, Where, Why
• May be used throughout lifecycle
• Use and formality depends on nature of project and team skills
• Enables principles• Deliver on time
• Communicate continuously and clearly
• Collaborate
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5. Timeboxing
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2-4 (exceptionally 6) weeks
10-20% 60-80% 10-20%
Agree TimeboxScope and
MoSCoW priorities
Finish off, ensuring
overall output of Timebox is fit for purpose
Work on the Solution in line with agreed MoSCoW
priorities
Investigate detail of work
to be done
Sign-off what has been delivered. Assess impact
of what has not been “done”
Agile Project ManagementOverview
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Factors Instrumental to Success
1. Acceptance of the philosophy
2. Appropriate empowerment of Solution Development Team
3. Commitment of senior business management to provide necessary Business Ambassador (and Business Advisor) involvement
4. Incremental delivery
5. Access by Solution Development Team to Business Roles
6. Solution Development Team Stability, 7. Skills and 8. Size
9. Supportive commercial relationship
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Conclusions…Why do we need agile?• To address issues like...
• Communication problems
• Late delivery
• Delivered solution is not what the business wanted
• Unused features
• Building the right thing – the business changing their mind
• Delayed or late Return on Investment (ROI)
• Over-engineering (‘Gold plating’)
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Conclusions…And additional benefits…
• Users are more likely to claim ownership of the solution
• Risk of building the wrong solution is greatly reduced
• Final solution is more likely to meet the users’ real business requirements
• Deployment is more likely to go smoothly, because of the co-operation of all parties concenrned throughout the development
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Conclusions…AgilePM during the workshop…
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1. Focus on the business need see the Prioritised Requirements List…
2. Deliver on time timeboxing; how did we do…
3. Collaborate we made the workshop together to what it was…
4. Never compromise quality your feedback sheet will tell me…
5. Build incrementally fromfirm foundations
after each question we had additionalknowledge
6. Develop iteratively confirm understanding of the question – answer– complete the answer to satisfaction
7. Communicate continuouslyand clearly
workshop mode…
8. Demonstrate control our flipchart…
AgilePMReference• Agile Project Management full
content is defined in the Agile Project Management Handbook
• This Handbook is also the definitive source for all Agile Project Management exams
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For further infoContact be.Projectized
Steven Deneir
0032 477 26 93 18
Deken Degryselaan 34
BE-8500 Kortrijk
Belgium
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