Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Future in Project...

For discussion Purposes only Confidential

Surviving the Shift Agile and Its Impact on Your Future in Project Management

Speaker: Don Wilson PMP, CSM, CSPO,

Managing Director

Revolutionary Performance Management, Inc.


About the speaker:

Don Wilson earned his Bachelors degree in Computer Science from North Carolina A&T State University and immediately jumped into solving business problems using technology. He spent the early part of his career with Ernst & Young, and later with Deloitte, planning and implementing multimillion dollar software packages for Fortune 500 companies. He translated his strategic, process and technical knowledge into success as an architect and project manager for software development and implementation projects. While making progress possible with software is a passion for Don, his spare time is spent on the sidelines of his sons’ soccer games, on the aisle of his daughter’s ballet and violin recitals, or at a blogging event for his wife. He spends his remaining time, if there is any, golfing fishing or watching football.


Where did it begin

Rapid Application Development (RAD)Agile origins can be traced back to Rapid application design techniques posed in Barry Boehm and James Martin's 1991 "Rapid Application Development" book. From Boehm's gradual move away from rigid requirements specification recognizing the natural preference to react over creating requirements.

Dynamic Systems Development Method DSDM followed in 1994 with its initial consortium convening to establish a standard RAD framework. This ultimately resulted in several versions of the DSDM Framework being published and revised from 1995-1997.

Early incarnations of RUP in 1994, Scrum in 1995, XP in 1996 and FDD in 1997 lead to the Agile Manifesto in 2001


Manifesto

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Kent Beck

Mike Beedle

Arie van Bennekum

Alistair Cockburn

Ward Cunningham

Martin Fowler

James Grenning

Jim Highsmith

Andrew Hunt

Ron Jeffries

Jon Kern

Brian Marick

Robert C. Martin

Steve Mellor

Ken Schwaber

Jeff Sutherland

Dave Thomas


Agile Manifesto Principles

We follow these principles: 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.


Agile Manifesto Principles

We follow these principles: 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.


Agile Success

According to the 2012 CHAOS report, Agile succeeds three times more often than waterfall.


Why Scrum

Source: 7th State of Agile Development Survey by VersionOne


Understanding the Process

Source: ScrumAlliance.org


Make the role shift

Scrum Master Product Owner

Focus: The product

Maximizing value

Minimizing Waste

Constantly

Prioritizing the backlog

Assessing story value/effort

Negotiating proposed upcoming features, short & long term with customers

Analyzing empirical data to improve the product

Focus: The process

Maximizing efficiency

Maximizing Transparency

Constantly

Educating Others on the process and ways to improve

Communicating results

Capturing empirical data and implementing to adapt the process


Initiate Core Scrum Concepts

Value

Team Size

Scrum Meeting Cadence

Self Organizing Team

Colocation

Sushi not Sashimi

Chickens & Pigs

Spikes

Prototypes

Burn down

Empirical

Information Radiator

Scrum Board

Backlog

Stories

Epics

Story Points

Conditions of Satisfaction

Done Done

Shippable unit


Establish the elements Artifacts

Working Code

Prototypes

Backlog

Retrospective Notes

Scrum Board (or app)

Burn down Charts (sprint, Epic, Product)

Roadmap

Release Schedule

Budgets and Forecasts

Meetings

Daily Standup

Sprint Planning

Sprint Demo

Sprint Retrospective

Grooming

Estimation


Execute and Deliver Value

Source: Jim Johnson. The Standish Group International Inc. 2002.


Scrum Failure Points Story Points vs Hours Failing to make the leap

Lack of Education/Understanding

Location (distance (physical and mental) )between client and team

Alternative methodology Comparison Traps

Isolation (Weirdo's on team x)

Lack of understanding (Management, Team, Customer,

Lack of support from customer

Lack of Management support

Lack of participation from all team members

Inadequate or Infrequent inspections and communications with management

NO ROADMAP

Mounting Technical Debt

Mid Sprint Scope Changes

Defining Done

Lack of Focus/Context Switching

Breaking the Iron Triangle

Testing Not embedded in the process

52% of companies state the the

biggest barrier to Agile adoption is the

inability to change organizational

culture.


Big Projects Big Problems


PMO’s Aren’t Safe either

Source: http://www.keyedin.com/project-success-blog/article/why-pmos-fail-5-shocking-pmo-statistics

50% of project

management offices close within 3 years Source: Association for Project Mgmt.

Since 2008, the correlated PMO implementation failure

rate is over 50% (Gartner Project Manager 2014)

68% of stakeholders

perceive their PMOs to be bureaucratic (2013 Gartner PPM Summit)

Only 40% of projects met

schedule, budget and quality goals (IBM Change Management Survey of 1500 execs)


Agile At Scale


Keys to surviving the shift

Understand and Educate Absorb the concepts and Understand it for yourself

Think about the needs and concerns of your four target groups: Customer, Team, Management, Others.

Educate your four targets: Team, Customer, Management, Others

Initiate and Communicate Initiate the process

Understand the value and concerns for each group

Communicate profusely with each target group with the right tools and channels

Execute & Adapt Make mistakes, Own them, Adjust, Continually improve

Focus on value, identify what adds value and eliminate everything else (don’t gold plate the app get it on the road and see what would add the most value once it works)

Think big to Deliver Value Look at the trends among barriers to execution

Adapt what you’ve learned to larger entities. Look beyond the initial implementation to enterprise adoption


Strategic IT services Does your organization have a clear vision for its use of Information technology? Is your organization using the right technologies to enable your business to execute its vision? Does your organization have the right team to execute its vision? Is your organization using the right tactics to execute the vision?

Target: Vision Direction Progress

• Business/Technology Portfolio Assessments

• Business Data Profiling Mapping

• Product road mapping,

• Support process definition

• Product Business Analytics

• Change Management

Tools: Defining the right Technology Stack

• Technology Assessment

• Technology Roadmap

• Technology Selection

Tactics: Optimizing Execution

• Process Improvement

• Process Assessment,

• Process Definition

• Process Metric Definition,

• Process Analytics

• Project Execution

• PMO Assessment,

• Agile Adoption Planning

• Agile coaching and training (Scrum, LEAN),

• Project Management Team augmentation

• Project Tools Implementation,

• Project Execution Analytics

Team: Talent Acquisition and Development

• Evaluation/Assessment

• Strategic Staff Augmentation

• Coaching

• Training

• Leadership development

• Succession planning

Contact us Revolutionary Performance Management Inc.

www.thinkrpm.com

202-360-4932

http://www.thinkrpm.com/

http://www.thinkrpm.com/

Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Future in Project...

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Transcript of Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Future in Project...