Agile project management day1

Project management in agile organizationsLars Irenius & Gabriella Tirsén, Knowit, Sept 19-20 & 26-27

The best project managers aren’t just organizers – they combine business vision, communication skills, soft management skills and technical savvy with the ability to plan, coordinate, and execute. In essence, they are not just managers – they are leaders. While this has always been the case, agile project management places a higher premium on the leadership skills than ever before.

Task Manager or Visionary Leader?

Project Management in Agile organizations

Agenda

Day 1 – How to manage projects in an agile way. 9:00 – 9:30 Introduction 9:30 – 10:30 What is is agile?10:30 – 12:30 Defining the scope12:30 – 14:00 Lunch & meeting14:00 – 15:30 Stage Gate & Agile15:30 – 16:30 Visualization

Day 2 – How to manage agile teams in a project 9:30 – 10:30 The agile team 10:30 – 11:00 The project managers role11:00 – 11:30 Scaling Agile11:30 – 12:30 Lunch12:30 – 13:30 System Anatomy and multiple teams13:30 – 14:30 Agile requirements15:00 – 16:30 Managing delegation

3Project Management in Agile organizations

PROPS, PPS etc.


BP-A BP-B BP-C


• Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.

• Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.

• Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.

Frederick Winslow Taylor(1856 – 1915)

Henry Laurence Gantt (1861 - 1919)

• He linked the bonus paid to managers to how well they taught their employees to improve performance.

• He believed that businesses have obligations to the welfare of the society in which they operate

Scientific Management

Six Sigma, 1986

A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than assumptions and guesswork.


Källa Wikipedia

John F. Mitchell(1928 – 2009)

So what is different today compared to

1914 (or even 1986) ?

+Change +Knowledge

Workers

+Com

plex

ity

Adaptive

Explorative

Learning

Agile Manifesto, 2001



Taiichi Ohno 1912 – 1990


Toyota Production System 1948 - 1975


Michael Polanyi 1891 - 1976

1958

Explicit, tacit (silent) and implecit) knowledge


13

Tacit

Tacit – Explicit - Tacit


Källa: http://ashklytoosi.edublogs.org/week-4/

David Snowden, 1999


http://www.youtube.com/watch?v=N7oz366X0-8

Cynefin (“kuh-NEH-vin”)


unpredictible predictible

No unknowns

Known unknownsUnknown

unknowns

Unknowable


What (Cynefin) strategy(ies) shall you use?

• A trunk cable is damaged during roadwork disabling all mobile traffic over an arena where a football final is on-going.

• Just before finalization of a project a key project member has a tragedy in his family and cannot work, disabling release as planned.

• Your main competitor has just launched a new service that gains huge attention and attracts your customers. You must find a countermeasure to stop loosing customers.

• A member in one of the teams have a crazy but appealing idea about a new product.

Agile Manifesto, 2001



Defining the scope

Traditional requirements


Team

Requirement

20


SRS’s are “flat”, requirements grouped in categories

Agil requirements


Team

FeaturesVision/Goal Constraints

22


Stage gate process and agile


Tele2 Gate Model


Stage (Phase) Gate model

NASA 1960PROPS 1987

COOPER 1999


Gated model to steer project.

We have an idea, lets check if it works –

ROI?

It seams to work

Detailled plan and

ROI, lets go!

Check if we’re on

track

Develop-ment done!

Handover done, project

close.

Business

Development/production

28

Reduce uncertainty.


Project closure

Project analysis Project planningExecution

EstablishmentExecution Realization

Execution Hand-over

TG1 TG5

Time

Go/ No-go

Project Delivery Precision

TG2TG0 TG3 TG4

UncertaintyTime, Cost and Scope

TG2 – A key investment decision Business Value


How certain is ROI?

• Cost savings– Reduced transaction fee?– Reduced management

costs?– Reduced licence fees?– Reduced HW costs?

• Increased revenue– More volume?– Better margin?– More customers?– Strengthened brand

• System costs– Development costs?– Integration costs?– Deployment costs?– Operation costs?


Agile Software RequirementsDean Leffingwell


So how do you manage

uncertainty?


By multiple short deliveries


Agile ROI


Minimum viable productThe benefits of delivery value throughout the project


MVP for ATM?


By starting earlier

Preparation Execution

Preparation

Execution


DeLavalSoftware Program – Break down of a project

Idea Concept Development Launch

BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8

Project Epics (Architectural & Prioritized Business)

Releases (Integration order)

Cost per Epic (yearly budget)

BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8

Idea Concept

DevelopmentLaunch

Architectural Epics

Business Epics

Quality Improvements Epics

Shorten lead times for first time delivery of customer value, PSI multiple times during project life-time

Shorten lead times for first feedback, opportunity to adapt to changing demands and possibility to close a project without sunk-cost, etc


Maybe like this?

• Gate 0 – 1– Define Product and Architectural Epics– Risk focus– Risk eliminating sprints

• Gate 1 – 2– Break down Epics to Features– Prioritize focus– Release planning– Prioritized sprints

• Gate 2 – 4 – Break down of Features to Stories per sprint– Continuous sprint releases – Sprint retrospectives

• Gate 4 – 5– Project finalization– Project retrospective


By doing fewer projects concurrently


Project reporting


Gantt


Projekt Burn Down

Done customer or stakeholder value

(Epics or Functions)

Agile project management day1

Business

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