1. 1. Can Project Management and Agile Really Exist? Jim Hannon-Principal The Bentley Group Intl
2. 2. Purpose of this Session Define the roles and value of classic project management Definition and theory of agile Case studies and exercises in agile Integrating agile with project management Conflicts and integration points Define a new paradigm for project management and agile to peacefully coexist called aPM Building an agile toolkit Maintaining you new agile world
3. 3. Roles and Value of Classic Project Management Command and control The project manager is the central spoke in the hub-responsible for everything but no real authority Communication is structured yet is it nimble? Plan is made and then the world changes daily, by the hour , by the minute so how does the PM keep up Speed to market is slow in most projects The standard lifecycle is very siloed and the in- efficiencies accumulate Inherent conflict is ripe between the PM and the functional manager
4. 4. The Shadow of PMBOK
5. 5. Need for More Responsivness to Consumers As consumers today we want and expect innovative products: faster, cheaper and with better quality than those we have seen in the past.
6. 6. The Usual Result From Business ConsumerExpectations We usually get this Misalignment of Value definitions
7. 7. Definition and Theory of Agile Key Agile principles are: Focus on Customer Value Align project, product and team visions to deliver better product quality faster and cheaper. Small Batches - Create a flow of value to customers by chunking feature delivery into small increments. Small, Integrated Teams - Intense collaboration via face-to-face communication, collocation, etc; diversified roles on integrated, self-organizing, self-disciplined teams. Small, Continuous Improvements Teams reflect, learn and adapt to change; work informs the plan.
8. 8. A History Of Agile History & Influences Early 1900s Walter Shewhart: Plan-Do-Study- Act, SPC Mid 1900s Edward Deming: SPC, TQM Toyota: Toyota Production System (TPS) Peter Drucker: Knowledge Worker Late 1900s Womack and Jones: Lean Thinking Eli Goldratt: Theory of Constraints Tom Gilb: Evo The Toyota Way Evolution Early 1990s Crystal Methods Lean Software Development Dynamic Software Development Method (DSDM) Mid 1990s Feature Driven Development (FDD) eXtreme Programming (XP) Adaptive Software Development 2001: Manifesto for Agile Software Development http://www.agilemanifesto.org 2005: Declaration of Interdependence http://www.pmdoi.org/
9. 9. Value Comes Back Delivering Customer Value with Agile Project Management The right product, at the right time, for the right price. Higher Quality: Designed-to-fit product with flexibility to change. Increased Throughput: Iterative and incremental project and product chunks with earlier value delivery. Reduced Waste: Lean, efficient processes with lower costs and higher productivity.
10. 10. Basic Practices for Agile Identify top-priority items and deliver them rapidly using: Small batches Small integrated teams Small, continuous improvements
11. 11. Agile Roles
12. 12. The Agile Flow
13. 13. Agile Roles (Trip to the Grand Canyon)
14. 14. Case Studies and Exercises in Agile Case Study The case of the reluctant company Exercise Create a new cereal box and describe it to you partner , set the vision ask each other questions, plan a sprint
15. 15. The World is a Complex System Living systems are complex, in that they consist of a great many autonomous agents interacting with each other in many ways The interaction of individual agents is governed by simple, localized rules and characterized by constant feedback Collective behavior is characterized by an overlaying order, self-organization, and a collective intelligence so unified that the group cannot be described as merely the sum of its parts Complex order, known as emergent order, arises from the system itself, rather than from an external dominating force
16. 16. Integrating Agile with Project Management Introducing aPM-Adaptive Project Management
17. 17. The World is a Complex System A chaordic project harmoniously blends characteristics of both chaos and order freedom and control, optimization and exploration, competition and cooperation. Agile projects can be seen as chaordic: Competition and Collaboration Agents: Individuals Mental Models: Vision and alignment Groups: Project teams Emergence and Self-Organization Interactions/Feedback: Information exchange and relationships among individuals Simple Rules: XP/Scrum/FDD Practices Learning and Adaptation Learning: Observation, monitoring, measurement and reflection Adaptation: Process changes, team adjustments Environment: Project environment of both chaos and order freedom and control, optimization and exploration, competition and cooperation.
18. 18. We Need a New Paradigm in PM
19. 19. Compare and Contrast
20. 20. Conflict Points In Integrating Project Management with Agile While many traditional project management skills translate to APM, some transitions are necessary: Agile-Focus on customer satisfaction and interaction Traditional-Focus on plans and artifacts Agile-Response to change via adaptive action Traditional-Change controlled via corrective action Agile-Progressive elaboration, rolling-wave planning Traditional-Monumental up-front planning Agile-Customer prioritized, time-boxed delivery Traditional-Manager negotiated, scope-based delivery Agile-Commitment management via feature breakdown structure Traditional -Activity management via work breakdown structure Agile-Collaboration on self-disciplined and self-organizing teams Traditional -Top-down control Agile-Minimal set of context-sensitive, generative practices Traditional-Prescriptive, heavyweight methods Agile-Essential, value-focused metrics Traditional Non-value added controls
21. 21. 1) Think-Change the Whole Structure!! Objectives: Structure and build self-organizing agile teams based on an organic model Integrate them effectively into the larger enterprise Key Implications: View agile teams as organic complex adapting teams Recognize the difference between formal and informal team structures and structure agile teams accordingly Mold groups of individuals into high-performance agile teams Integrate these teams into the larger agile enterprise
22. 22. 2) Break the Silos of Roles A generalizing specialist is more than just a generalist. A generalist is a jack-of-all-trades but a master of none, whereas a generalizing specialist is a jack-of-all-trades and master of a few Scott Ambler
23. 23. 3) Build the Vision A shared vision is not an idea it is, rather, a force in peoples hearts, a force of impressive power. Peter Senge, The Fifth Discipline
24. 24. 4) Build Simple Rules Objective: Implement a set of simple, adaptable methodology rules that allow agile teams to deliver business value rapidly and reliably Key Implications: Assess the environment to determine its characteristics Identify and implementing a simple set of methodology rules that is congruent with the environment Hone the discipline needed for continuous and consistent application of the simple rules "Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex rules and regulations give rise to simple, stupid behavior." Dee Hock, Birth of the Chaordic Age 25
25. 25. Issues to be addressed by aPM Communication between agile projects Manage the execution of the strategic projects usually gets lost in the fog of war Team and overall role definition confusion Reporting in the project , portfolio and program level Matrix management interference Resource management never fully gets addressed Risk management is a nice to have
26. 26. How Will the PM and Agile People Get Along ? Who runs the day to day of the project either the scrum master or the PM-NEVER BOTH. Scrum master is top dog for daily scrum calls Open issues now get addressed Communication between agile projects PM assists the scrum master as needed-looks at all the projects and sees the bigger picture Manage the execution of the strategic projects usually gets lost in the fog of war-see previous bullet Team and overall role definition confusion-redefine the culture Reporting in the project , portfolio and program level-PM Matrix management interference-redefine the culture Resource management never fully gets addressed-PM Risk management is a nice to have now the PM
27. 27. A New aPM Tool Box Tools such as Version One/Jira/ Rally Yes build a agile project plan driven by features the fallacy is that you Keep in mind productivity vs paper work Go to www.thebentleygroupintl.com
28. 28. Applying aPM A real life case study
29. 29. Analysis and understand you need to change -get executive support communicate to all be transparent Define the roles obliterate the silos- retrain your PMs and the WHOLE company Setup up pilot projects, burn the bridge you cannot go back Execute and have fun Plan to Bring aPm to Your Organization Phase 4 Phase 1 Phase 2 Phase 3
30. 30. The Parts Should Now All Work Together Yes the client !! Sales- Finance Support areas This is an organizational culture change Do not fool your self Keep the faith Make this holistic not just development or operatIons- EVERYONE aPM
31. 31. Refreshing Your New Model Process 1 Make people own the process Process 2 Get input from the owners what works and does not Process 3 Refresh every 6 months be agile !!
32. 32. Questions? Jim Hannon The Bentley Group Intl 508-333-6002 www.thebentleygroupintl.com