“LET’S BE MORE AGILE” - Project Challenge...2018/08/15 · •Blending agile and project...
Transcript of “LET’S BE MORE AGILE” - Project Challenge...2018/08/15 · •Blending agile and project...
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“LET’S BE MORE AGILE” UNDERSTANDING AGILE PROJECT
MANAGEMENT
Tom Lynam
9th October 2018
Project Challenge
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How would you
define agile?
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“So I have two options, one is to stop
the elevator..........
and the second to synthetize an Agile
Pitch.”
Spiros Karasavvidis, AXELOS Community Group Member
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Tom Lynam
PPM Product Manager
AXELOS
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WHAT WE’LL COVER TODAY• Let’s be more agile;
• Setting out the challenge• Where we go wrong
• Introducing projects and agile;• Defining projects, project management and agile delivery approaches• Identifying common themes and where there are difference
• Blending agile and project management;• Understand the environment you’re working in, and what you are trying to
achieve• Apply the most appropriate tool for what you are trying to accomplish• Using your agile toolbox• Embrace an agile culture where possible
• Introducing PRINCE2 Agile Foundation.
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LET’S BE MORE AGILE!
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LET’S BE MORE AGILE!
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THE AGILE KNOWLEDGE GAP
87.3%PMO SEE
THE VALUE
OF AGILE
18.1%HAVE AN
OFFICIAL AGILE
QUALIFICATION
Source: 2016 PRINCE2 Research Report www.AXELOS.com
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PROJECTS AND AGILE
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WHAT IS A PROJECT?
“A project is a temporary
organization that is created
for the purpose of delivering
one or more business
products according to an
agreed business case”
6th edition of PRINCE2, 2017
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AND WHAT IS PROJECT MANAGEMENT?
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COMMON PROJECT THEMES
Focused on the delivery of products
Delivery in stages
Robust governance structure
Defined start and finish
Temporary team
Stable and defined best practice
Generic, no sector or function focus.
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AND NOW DEFINING AGILE
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COMMON AGILE DELIVERY APPROACH
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COMMON THEMES FROM AGILE APPROACHES
Focused on the delivery of products and services
Delivery in stages
Ongoing development
Stable team
Emerging and good practice
Heritage in software delivery.
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THIS IS PRETTY SIMPLE RIGHT?
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AND HERE’S ONE MORE THING…Organizational
Culture
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BLENDING PROJECT MANAGEMENT AND AGILE
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UNDERSTANDING THE WORKING ENVIRONMENT
• What is it I am trying to deliver?
• To what degree of certainty do I (or my customer) know what I need?
• Has this been delivered in the past?
• Where is everyone involved in that delivery based?
• Are there any external forces likely to impact the delivery?
• How much governance is required?
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INTRODUCING CYNEFIN
Obvious – Best
Practice
Complicated –
Good Practice
Complex –
Emergent Practice
Chaotic –
Novel Practice
Disorder –
Don’t know
where you lie!
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ADOPTING AGILE ISN’T AN “EITHER OR” CHOICE
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SONY AND AGILE PROJECT MANAGEMENT
Camilla Brown
Project Manager,
Sony Professional Europe
“From our perspective, PRINCE2 Agile
has allowed us to better manage the
change being delivered to the
customer.”
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USE YOUR AGILE
TOOLBOX
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AGILE TOOLBOX EXAMPLE:MOSCOW ANALYSIS
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EMBRACE AN AGILE MINDSET,
WHERE POSSIBLE
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EXAMPLE: PRINCE2 AGILE BEHAVIOURS
Transparency Openness and visibility but also honesty, trust, integrity and respect
CollaborationInternal (the team work together) and external (engaging with customers)
leading to shared understanding and ownership
Rich communication Face to face in preference to words alone
Self-organization Trust the people closest to the work to know best
ExplorationFrequent iterations and rapid feedback loops provide an opportunity to
learn (experiments and spikes)
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INTRODUCING PRINCE2 AGILE FOUNDATION
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INTRODUCING PRINCE2 AGILE FOUNDATION
• New certification launched in June 2018 to support existing PRINCE2 Agile scheme
• PRINCE2 Agile blends the PRINCE2 method with agile ways of working
• New certification support by accessible Foundation level course
• Piloted by over 1,000 candidates in April and May 2018
• Available now through AXELOS training partners
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Source: AXELOS PPM Benchmark Study, 2017
2
42
40
43
44
48
47
Something else
The business justification was not defined clearly enough
It ran over budget
It was not resourced with the right people
The risks were not properly understood
Expectations and/ or brief changed significantly
It could not be delivered in the agreed timeframe
Issues that actually led to project failure, %
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To Do Doing Done