I progetti nei contesti Lean - Agile Project Management: un caso reale

Annual Meeting del FORUM ICT

I progetti nei contesti lean: l’Agile Project Management raccontato tramite un caso reale

Workshop tematico: 10:45 -12:15

a cura di:Maria Cristina Barbero, MBA, PMP, Director BU Change e IT Strategy, Nexen SPA Pierluigi Lucchese, Senior Project Manager, Engineering Ingegneria Informatica SPAParide Martella, Consultant, Nexen SPA

20 Novembre 2012, Fondazione CUOA

20 Novembre 2012 I progetti nei contesti lean: l’Agile Project Management raccontato tramite un caso reale 2

La Capogruppo

Brasile

Belgio

Italia

ArgentinaLibano

• LaprimaaziendaitalianadisoftwareeservizidiInformationTechnology acapitaleprivatoeindipendente

• Traleprime10inEuropanelsoftwareeservizi

• 40sediinItalia,Belgio,AmericalatinaeareaMENA

• 1.000 large accounts intuttiisettoridimercato


Consulenza strategica / direzionale di gruppo

CAMBIAMENTO

STRATEGIA ICT

AUDIT & COMPLIANCE

ORGANIZZAZIONE

GOVERNO & RISCHI

STRATEGIA Finanza

P.A.

Industria

www.nexen.it sito istituzionalewww.nexenprojectmanagement.it per formazione Agile

LEAN IT - Steven C. Bell, Michael A. Orzenxvii-xviii • Introduction

“Is business process improvement part of Lean IT? What about best practices and benchmarking? Is agile software development a Lean IT practice? What about IT operational excellence and the ITIL service management framework? How about performance management dashboards and score-cards? Is applying Lean techniques to project management considered a Lean IT practice? And is cloud computing relevant in a Lean IT world?”


“The answer to all these questions is yes.”

Perchè oggi parliamo di Agile?


IT Operations Projects

“Producing value” “Increasing value production capability”



Lean IT engages people, using a framework of Lean principles, systems, and tools, to integrate, align, and synchronize the IT organization with the business to provide quality information and effective information systems, enabling and sustaining the continuous improvement and innovation of processes. “Bell, Orzen”

Agile Project Management is the work of energizing, empowering, and enabling project teams to rapidly and reliably deliver business value by engaging customers and continuously learning and adapting to their changing needs and environments. «Sanjiv augustine»

• Value for business • Align & adapting



Conosciamo ed abbiamo esperienza delle organizzazioni IT

Operiamo in una organizzazione vendor di prodotti e servizi per l’IT

Siamo esperti di Project Management & dintorni Non siamo esperti di Lean IT Nel parlare di Agile Project Management privilegiamo gli

approfondimenti validati dal Project Management Institute

5 premesse


Agile Manifesto & Principles What’s the impact on Project Management? Agile Domains APM Tools&Techniques

SCRUM: Contracts, Events, Roles / Team Software Tools

Regione del Veneto: progetto di transizione Regione del Veneto: la gestione delle operazioni


2001 Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

What did it happen in 2001?

Agile Manifesto & Principles


Agile Manifesto & Principles: DOI

2005 Project Leaders Deliver reliable results Group accountability

... gradually shifting to projects ...


Agile Manifesto & Principles: methods

“Scrum is an agile framework for completing complex projects. Scrum originally was formalized for

software development projects, but works well for any complex, innovative scope of work. The

possibilities are endless. The Scrum framework is deceptively simple” (www.scrumalliance.org)

Product Owner Development Team Scrum Master

Sprint Planning Meeting Daily Scrum Sprint Review Sprint Retrospective

Product Backlog Sprint Backlog Definition of “Done”



“Extreme Programming emphasizes teamwork. Managers, customers, and developers are all equal

partners in a collaborative team. Extreme Programming implements a simple, yet effective

environment enabling teams to become highly productive. The team self-organizes around the

problem to solve it as efficiently as possible”(www.extremeprogramming.org)

Simplicity Communication Feedback Courage Respect

Whole team, Planning games, Small releases, Customers Tests.

Collective Code Ownership, Code Standards, Sustainable Pace,

Metaphor, Continuous Integration.Test-driven development,

Refactoring, Simple Design, Pair Programming.



Feature Driven Development

Dynamic Systems Development Method

Crystal family of metohodologies

Lean Software Development


What impact on Project Management?

"Agile Project Management is the work of energizing, empowering, and enablingproject teams ...... to rapidly and reliably deliver business value ...by engaging customers and continuously learning and adapting to their changing needs and environments."

Sanjiv Augustine – “Managing Agile Projects”



Projects involving knowledge workers

When should we talk of Agile Project Management?

Characteristics of Industrial Work Characteristics of Knowledge WorkWork is visible Work is invisible

Work is stable Work is changing

Emphasis is on running things Emphasis is on changing things

More structure with fewer decisions Less structure with more decisions

Focus on the right answers Focus on the right questions

Define the task Understand the task

Command and control Give autonomy

Strict standards Continuous innovation

Focus on quantity Focus on quality

Measure performance to strict standards Continuously learn and teach

Minimize cost of workers for a task Treat workers as assets, not as costs



Terminology

Business Involvement

Roles Project Manager, PMO, Self-organizing team

Tools & Processes

Contracts


Agile Domains (1/2)

1. Value-Driven Delivery

The domain focuses on maximizing business value

through prioritization, iterative delivery, and risk management

2. Stakeholder EngagementThe domain deals with

understanding stakeholder needs, getting stakeholders involved, and keeping them

informed

3. Boosting Team Performance

PracticesThis domain links team-related

topics, including forming teams, empowering them,

building team committment, and promoting collaboration

4. Adaptive Planning

This domain deals with estimating, creating different

levels of plans, getting feedback on progress, and

updating plans

5. Problem Detection and

ResolutionThe domain is concerned with

encouraging whole-team tracking and resolution of

risks.

6. Continuous Improvement

The final domain deals with how to improve various aspects of the project –

product, processes, people –via retrospectives and

experiments.


Agile Domains (2/2)

1. Value-Driven Delivery 2. Stakeholder Engagement 3. Boosting Team Performance Practices

4. Adaptive Planning 5. Problem Detection and Resolution

6. Continuous Improvement

Prioritize based on value Define acceptance criteria Reduce risks early Deliver incrementally and get

feedback Reduce cost of changes Keep stakeholders informed Do demos and get feedback Actively reprioritize

Get the right stakeholders Continuously engage the

stakeholders Cement stakeholder involvement Actively manage stakeholder

interest Frequently discuss what «done»

looks like Show progress and capabilities

Creat team norms collectively Build cross-funtional teams Promote generalizing specialists Spread agile values, principles

and terms Promote self-organization Create a safe team environment Research team and personal

motivators

Plan at multiple levels Involve the team and customer to

engage them in planning Tailor the process to project

characteristics Use appropriate estimate ranges Base projections on completion

rates

Promote open team communications

Manage risks and problems as a team

Factor in impediments Track risks visually Communicate risks

Tailor the process to the project Improve based on retrospectives Make team adjustments Eliminate waste Communicate lesson learned Work in pairs to spread knowledge

and skills Test out improvement suggestions


Agile Project Management: the Cycle


Tools & Techniques (a selection of...)

Tools&Techniques - things we should be able to do (*)

Chartering the project User Stories / Backlogs Product Backlog Prioritization Risk-Adjusted Backlog Product Roadmap Task and Kanban Boards WIP Limits Cumulative Flow Diagrams (CFD) Personas Timeboxing Minimally Marketable Feature (MMF) Relative Sizing / Story Points Remember the Future

(*) Free selection from all listed Tools&Techniques for the certification exam



Chartering the project

User Stories / Backlogs

Product Backlog Prioritization

Risk-Adjusted Backlog

Product Roadmap

Task and Kanban Boards

WIP Limits

Cumulative Flow Diagrams (CFD)

Personas

Timeboxing

Minimally Marketable Feature (MMF)

Remember the Future

Timeboxing

Relative Sizing / Story Points

Story Map




«The technique of chartering in agile projects has the same general goal as the Develop Project Charter process defined in the PMBOK® Guide, but the level of detail and the set of assumptions are different. Like a non-agile charter, the goal of an agile charter is to describe the project at a high level, gain agreement about the project’s W5H – What, Why, Who, When, Where, and How – attributes, and obtain the authority to proceed.»

«... chartering in an agile environment results in a flexible document that allows the team to respond to changing needs and technology and ultimately deliver hih-value

components that the organization can begin using quickly»

«... Agile charters generally have less details than non-agile charters, are shorter documents, and focus more on how the project will be run than on exactly what will be built.»



Personas

«Personas are quick guides or reminders of the key stakeholders on the project and their interest. Software projects, for example, commonly create personas for the different types of people who will use the system being built. Personas may be based on profiles of real people or composites of multiple users.

«... Personal can help keep a team focused on delivering the features that users will find valuable, and this leads to better decision-making on the project»



Timeboxing

“What ... your ... teams are doing is managing the triple constraints that face any organization - time, quality, scope. When using a fixed duration, we are telling everyone involved, 'time is urgent and we are going to include as much as we can within this time framework.' Since quality cannot be compromised, the only variable is scope. 'Time boxing' creates a sense of urgency and criticality for the entire organization”

— Mark P. Dangelo, Innovative relevance



User Stories / Backlogs (1/3)

«User sories are bite-sized, understandable chunks of business functionality. Agile project teams commonly rely on user stories and a backlog of these stories to help align tema priorities with the needs of the business.»

As a <Role>, I want <Functionality>, so that <Business Benefit>

INVEST

Independent

Negoziable

Valuable

Estimable

Small

Testable



User Stories / Backlogs (2/3)

«After the user stories are created, they are organized into a backlog. This backlog of user stories is a visible list of the work to be done. The user story backlog helps guide discussions of the team’s priorities. It also serves as a planning tool for managing releases and iterations (sprints), and it helps direct the team’s focus during scope discussions and when managing changes.»

Story 1

Story 2

Story 3

Story 4

Story 8

Story 9

Story 5

Story 6

Story 7

Story 10l

High Priority

Medium Priority

Low Priority



User Stories / Backlogs (3/3)Product Backlog for WPC project...

Project Scope Decomposition to Product Backlog

Features management Features groupingConfiguration rulesConfiguration templatesConfiguration change managementModel Year managementWhat If analysisVehicle identificationTechnical and Commercial descriptionsTarget mix and take rate managementVehicle specificationUser InterfaceLanguage ManagementSecurity ManagementError proofingReportingData exchange interfaceImport functionalityWeb Training ToolOther (please specify)

Epics:

Epics

Domains

Functions

User Story:

Tasks

Rules Management (Feature+Conf+Templ)

Change Management

Core Engine

Common Application Services

Domains:AGILE

AGILE

AGILE

Traditional



Product Backlog Prioritization

«The team should choose which prioritization scheme to use based on the needs of the project and what works best for the organization.»

Simple SchemesLabel items as Priority 1, Priority 2, Priority 3, etc. It can be problematic in that people have a tendency to designate everything a Priority 1.

MoSCoW Prioritization SchemeM = Must haveS = Should haveC = Could haveW = Would like to have, but not this time

Monopoly Money Give sponsors Monopoly money equal to the amount of the project budget and to ask them to distribute it amongst the system features.

100-Point MethodIn this method, each stakeholder is given 100 points that he or she can use to vote for the most important requirements. The stakeholders can distribute the 100 point in any way.

Requirements Prioritization ModelBenefit = Rated by customersPenality = Rated by customersCost = Rated by developersRisk = Rated by developers



Risk-Adjusted Backlog

«The concept of risk is closely related to value, so much so that we can think of negative project risks (threats) as anti-value, or factors that have the potential to erode, remove, or reduce value if they occur.»



Product Roadmap

«A product roadmap is a visual overview of a product’s releases and its main components. It is a communication tool that provides project stakeholders with a quick view of the primary release points and intended functionality. Story maps, popularized by Jeff Patton, are a commonly used approach»

Story Map

Story maps help select and group features for a release.These diagrams show the sequence of the features and indicate their importance to the project by classifying them as “backbone”, “walking skeleton”, or additional features.



Task and Kanban Boards

«Task and kanban boards can help deliver value on agile projects in a number of ways. While it may seem like a step backward to go from sophisticated software scheduling tools to cards on a wall, this transition offers many benefits: (1) data accuracy perception increase, (2) barriers for stakeholder interaction are created»



The aim of WIP Limits is to optimize throughput of work. This is often counterintuitive to people at first. Consider a highway, however. When does it flow best –when it is fully utilized at rush hour (busy), or during off-peak hours when it has some slack (less busy)?

WIP Limits

Having excessive levels of WIP is associated with a number of problems

«Work In Progress (WIP), also sometimes known as work in process or work in play, is the term given to work that has been started but has not been completed.»



Cumulative Flow Diagrams (CFD)

«Cumulative flow diagram are valuable tools for tracking and forecasting agile projects. CFDs can help us gain insight into project issues, cycle times, and likely completion dates.»



Remember the Future

«Remember the Future is the name given to an Agile innovation/collaborative game and a facilitated workshop technique.»

The facilitated exercise engages project stakeholders in imagining that the release or iteration in now complete.

They then describe what they imagine has occurred for the iteration or release to be successful

«... ask people to imagine they are writing a report for their boss or department about how the release went, in which they list all the things that were completed and delivered.»


Il Contesto

18 Progetti (Programma)

1 Grande Cliente

3 Grandi Aziende (RTI)

6 Project Managers

150 Risorse

3 Anni

Rinnovo completo architettura e infrastruttura CED

Implementazione Sistemi di Gestione Operativa Servizio IT E2E

Consolidamento e migrazione del parco applicativo


La Scelta

Semplificare …

• Gantt• Pert• CPM• EVM• …

Coinvolgimento e collaborazione tra i Project Managers


… e rompere gli schemi


Agile Project Management

Tecniche e strumenti AGILE

per la gestione del Programma(Scrum)


L’Azione le persone


Roles

Timeboxing

Gerarchia RuoliScrumMaster

P1

ScrumMaster

P1ScrumTeamA Scrum

TeamCScrumTeamB

ScrumMaster

P2

ScrumMaster

P2

ProductOwner

ProductOwner

ScrumTeamD


L’Azione: I progetti

WBS FBS

PROGRAMMA

Progetto 1

Progetto 3

Progetto 4

Progetto 2

Program (Product) Backlog Program (Product) Roadmap


L’Azione: Controllo e numeri

Backlog item #56

Funzionalità 5

Serve un diagramma di sequenza UML.Per ora non ci preoccupiamo di cifratura dei dati edella comunicazione.

Note

Faccio login, apro la pagina di deposito, ci metto €10,vado alla pagina del bilancio e verifico che questo ècresciuto di €10.

Come dimostrare la funzionalità

Importanza

30Stima

Confronto e Priorità

10

Product Backlog Prioritization: sprint backlogRealative Sizing / Story PointsBurn Up e Burndow Chart


L’Azione: Il volo

Sprint Backlog

SPRINT

Project 2

Project 3

Project 1

Backlog groomingSprint planning meetingSprint review meetingSprint retrospectiveDaily Scrum

# Desc Acc

Descrizione 1 X

Descrizione 2

Descrizione 3 X

Descrizione 4

Program (Product) Backlog

SCRUM a livello di Programma


La Pratica: la War Room

ArtefattiProgram taskboard

Product Backlog

Sprint BacklogBurndow e Burnup


Risultati

A

ProdottiGestione Agile/Lean del servizio IT

nticipoQualità sulle consegne del Programma

entalitàNuove competenze

su tutta l’organizzazione

M

Velocità DivertimentoSicurezza

Innovazione

SERVIZIO DI GESTIONE, MANUTENZIONE, SUPPORTO

DELL’INFRASTRUTTURA TECNOLOGICA, NONCHÉ

GESTIONE, MANUTENZIONE, SUPPORTO E SVILUPPO

DELLE APPLICAZIONI COSTITUENTI IL SISTEMA

INFORMATIVO DELLA REGIONE DEL VENETO / CENTRO

SVILUPPO SERVIZI TERRITORIALI MEDIANTE SERVIZI DI

CALL CENTER ED HELP DESK

Il progetto


Il progetto


DSI – Regione Veneto

Fornitori Esterni

Ges

tore

(Eng

inee

ring)

UTENTI

PIANIFICAZIONE Verifica e Monitoraggio Innovazione e Sperimentazione

REGIONE

AGENZIE

ENTI LOCALI

ISTITUZIONI

…

SERVIZISLA

QUALITA’

Governance Strategica

Processi standardizzati

Applicazioni

Infrastruttura

Governance

Servizi “applicativi”

Altri Servizi

Servizi orizzontali a supporto del Sistema Informativo Regionale

Servizi orizzontali a supporto dei Servizi “applicativi”

Governance OPERATIVA Governance AMMINISTRATIVA

Gest. SERV. APPLICATIVI

Gest. P.EL.

Gest. HOUSING

Gest. HOSTING

Serv. PROF.

ASS. GMPdL/a SIC

MCC NEW/MEV FORM

Dal progetto alla gestione del Servizio



Fornitori Esterni

Ges

tore

(Eng

inee

ring)

UTENTI


REGIONE

AGENZIE

ENTI LOCALI

ISTITUZIONI

…

SERVIZISLA

QUALITA’



Applicazioni

Infrastruttura

Governance


Altri Servizi





Gest. P.EL.

Gest. HOUSING

Gest. HOSTING

Serv. PROF.

ASS. GMPdL/a SIC

MCC NEW/MEV FORM

Dal progetto alla gestione del Servizio



Fornitori Esterni

Ges

tore

(Eng

inee

ring)

UTENTI


REGIONE

AGENZIE

ENTI LOCALI

ISTITUZIONI

…

SERVIZISLA

QUALITA’



Applicazioni

Infrastruttura

Governance


Altri Servizi





Gest. P.EL.

Gest. HOUSING

Gest. HOSTING

Serv. PROF.

ASS. GMPdL/a SIC

MCC NEW/MEV FORM

Governance Operativa

è un insieme di

processi, pratiche, metodi e strumenti

per il governo del

“ servizio di gestione, manutenzione, supporto dell’infrastruttura tecnologica e delle applicazioni

costituenti il sistema informativo della Regione del Veneto

Governance operativa?


“ gestisci la metropolitana di New York ! ”




“ Ora il servizio è così … "



“dovrà invece essere sempre così … "


“ SEMPRE … in qualunque situazione! “Governance operativa?

“SEMPRE … in qualunque situazione! "


“ progettiamo e sviluppiamo assieme nuovi servizi “


“progettiamo e sviluppiamo assieme nuovi servizi "



“e insieme fai manutenzione di quelli già in esercizio"



“dammi strumenti per valutare/misurare la qualità del tuo servizio"



“e per verificare l’intero governo del servizio: la control room"


MESSAGGIO#1: Governance operativa!

Questa è la nostra control room…


MESSAGGIO#2: Governance operativa e Agile

Governance operativa e “approccio Agile”, si può!


1




1




Adozione di un portale che supporti “naturalmente” gli elementi alla base di un approccio Agile (e Lean …):

• Comunicazione• Knowledge Management• Collaboration• …

1

2




1

2




Il servizio ruota, sulla base del framework ITIL, attorno all’IT Service Desk … ma tutte le informazioni sono condivise con il cliente tramite il portale che consente una vista di più alto livello di quella operativa (gestita con la piattaforma Maximo).

La gestione degli incident sposa di fatto una logica “agile” …

1

2

3




1

2

3




La gestione del servizio si fonda su processi standard ma l’introduzione di una mentalità agile ha portato a strutturare progetti di implementazione con tecniche di gestione “agili” …

1Portale “collaborativo”




Lesson learned:

L’adozione (anche “inconscia” …) di un portale “lean IT oriented” ha effettivamente abilitato la introduzione di una mentalità “agile” anche in un contesto fortemente strutturato.

Strumenti di collaboration e di knowledge management aiutano a gestire il “dilemma” (particolarmente critico nelle realtà di IT service management) della conoscenza tacita vs conoscenza esplicita …

La sovraproduzione di dati e informazioni tipicamente presente nelle realtà di IT service management NON va nella direzione della qualità della informazione ed è catalogabile come conoscenza esplicita …

Dati e informazioni di QUALITA’ ed ESSENZIALI quando si deve gestire un incidente appartengono tipicamente alla conoscenza tacita…



The most important, and indeed the truly unique contribution of management in the 20° century was the fifty-fold increase in the productivity of the manual worker in manufacturing. The most important contribution management needs to make in the 21 st century is similarly to increase the productivity of knowledge work and knowledge workers

Peter Drucker

”

“

2Gestione dei processi (ITIL) e change “Agile”




Lesson learned:

Il modello ITIL v3 è un insieme di processi integrati MA - nella nostra esperienza - tende comunque a far privilegiare la logica dei “silos funzionali” …

La gestione “ordinaria” del servizio “sposa” un mix di logica pull e backlog “agile” kanban? …

La gestione “straordinaria” del servizio (change) è risultata pragmaticamente più gestibile con tecniche “agili” a partire dalla istituzione del CAB, la costituzione di gruppi “trasversali” per la loro realizzazione con “to-do-list” …



Data is of course important, but I put greater emphasis on facts

Taiichi Ohno, Toyota”

“

Simplicity is the ultimate sophistication

Leonardo da Vinci

”“

3Project Management

You Can't Get What You Want (Till You Know What You Want)…


3Project Management



3Project Management



Lesson learned:Anche nella gestione di progetti complessi si può adottare il concetto di “glocal: think global, act local” ? …

Nella gestione di progetti “verticali” (comunque complessi…) è risultato naturale adottare un approccio agile (e lean…):

- War room …- Team creato di volta in volta in base alle esigenze …- Necessità di eliminare il “multitasking” tipico della gestione del

servizio (eliminate waste) …- Necessità di “creare conoscenza” …- Necessità di “fast delivery” …- Vincoli di rilasci frequenti - Vincoli di interazione spinta con il “cliente” …

3Project Management



Plans are useless, but planning is indispensible

General Dwight D. Eisenhower

”“


Agile contracts

DSDM Contract

This outline contract has been specifically designed to suit the use of DSDM and was drafted by the DSDM Consortium, consisting of representatives of full member organizations (licensed resellers and end users). The aim is to tackle head on the commercial and contractual issues that arise when using DSDM and to suggest the sorts of questions that need to be covered in a contract and the sorts of answers those questions could receive.

Fixed Price Work Packages + T&M component

The approach consists in setting up an agile contract to establish fixed price work packages. Fixed price work packages mitigate the risks of understanding or overestimating a chunk of work by reducing the scope and costs involved in the work being estimated.

Customized Contracts

Different agile approaches to contracts can be pieced together to create a customized contract that benefits both the customer and the seller. With such contracts, the customer retains flexibility to reprioritize work and the seller is not penalized for sharing information about increased costs.


SCRUM: Events

Sprint

Sprint Planning Meeting

Daily Scrum

Sprint Review

Sprint Retrospective

Daily ScrumDaily Scrum

Steering Committee

Meeting Daily Meeting with the team

Status Meeting (SAL)



SCRUM: Events

Sprint

Sprint Planning Meeting

Sprint Review Sprint Retrospective

Daily Scrum (15-30 min)

A sprint is a timeboxed (time limited) iteration of one month or less to build a potentially releasable product. Most sprints are either two weeks ore one month long. Each Sprint includes a Sprint Planning Meeting, more Daily Scrums, the development work, a Sprint Review Meeting, and the Sprint Retrospective.

Backlog Review Team discussions and

estimates Definition of Sprint Goal Definition of «done» Plan to deliver Sprint Goal

What has been done?

What will be done?

What obstacles are in the way?

Inspect Product Adjust Backlog Demonstrate work is «done»

Reflect on the process Identify potential improvement Focus on people, relationships,

processes, tools

Steering Committee

Meeting



SCRUM: Roles / Team

Scrum Master

Product Owner

Developers

Team Members


SCRUM: Roles / Team

The development team is the group of professionals who build the product increments in each iteration or «sprint» as it is named in the Scrum methodology.

The development team is empowered to manage its own work, and its members are self-organizing and cross-funcional.

The development team consists of people who can fulfill all the roles needed to complete the work (analysis, build, and test)

Developers

Team Members

The Product Owner is responsible for miximizing the value of product. This person has the sole responsibility for managing the product backlog,

including its prioritization, accuracy, shared understanding, value, and visibility

Product Owner

The Scrum Master is responsible for ensuring that Scrum is understood and used.

The Scrum Master is a servant leader to the development team, removing impediments to progress, facilitating events as needed, and providing coaching.

The Scrum Master also assists the product owner with managing the backlog and communicating the vision, goals, and backlog items to the development team.

Scrum Master


SCRUM: Roles / Team

Developers

Team Members

Product Owner

Scrum Master

Build product incrementsEmpowered Self-organizing

Cross-functionalComplete the work

Responsible for maximizing value Sole responsibility managing backlog

Prioritization, accuracy, shared understanding, value, visibility of the backlog

Responsible for ensuring scrum is understood and used

Servant LeaderProviding coaching, facilitating events

communicating the vision, goals, and backlog items to the development team


Software Vendors Forrester Quadrant


Focus on Rally Software

Rally also continues to provide thought leadership in the Agile and Lean community.

However, this focus on Agile has a downside: non-Agile teams will find Rally’s products and services less attractive than other general-purpose ALM tools.

Rally Software continues its leadership in Agile/Lean.Rally’s tools are optimized for:• Agile planning, • Project management,• Status reporting, and other actions that happen within and outside sprints. In particular Rally Portfolio Manager is a tool optimized for:• Planning, • Decision-making, and • Management above the level of an individual project or product.

Annual Meeting del FORUM ICT

Grazie per l’attenzione!

:

20 Novembre 2012, Fondazione CUOA

I progetti nei contesti Lean - Agile Project Management: un caso reale

Technology

Transcript of I progetti nei contesti Lean - Agile Project Management: un caso reale