Making Sense Of Your Role On An Agile Project · 2018-07-16 · ´Agile Process µ Idea Triage...
Transcript of Making Sense Of Your Role On An Agile Project · 2018-07-16 · ´Agile Process µ Idea Triage...
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Making Sense Of Your Role On An Agile Project
Source : Evan Dennis - Unsplash.com
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Copyright © 2018 Equinox Limited
Equinox IT is New Zealand’s leading
independent IT consultancy, delivering
software development, consulting and
training services.
Established in 1995, we inject fresh
thinking to solve tough business
problems.
Equinox IT has over 60 staff based in
Wellington and Auckland.
About Equinox IT
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A familiar story (in a galaxy not so far away)
Our systems are a mess after 8 prior major IT projects
Our systems are a mess after 9 prior major IT projects
We will build a new Deathstar and learn the lessons of the
past
We will build a new Deathstar and learn the lessons of the
past
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Project success remains elusive
Courtesy of the Standish Group
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1994 1996 1998 2000 2002 2004 2006 2008 2009 2012 2015
Succeeded Challenged Failed
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Key principle – risk scales non-linearly with size
18%
3%
27%
7%
58%
44%
59%
55%
62%
68%
38%
45%
23%
42%
11%
25%
4%11%
0%
20%
40%
60%
80%
100%
120%
Large Agile Large Waterfall Medium Agile MediumWaterfall
Small Agile Small Waterfall
Successful Challenged Failed
Courtesy of the Standish Group, Chaos Manifesto 2015
$10m+ $1m or less
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Agile is an approach to minimising risk…
Source: Scott Ambler http://www.ambysoft.com/essays/whyAgileWorksFeedback.html
Length of Feedback CycleLength of Feedback Cycle
Co
stC
ost
Minutes Hours MonthsDays
Requirements defect found through traditional acceptance testing
Requirements defect found through
traditional system testing
Programming defect found through
traditional system testing
Defect found through a review or inspection
Programming defect found through Pair
Programming
Programming defect found through
Continuous Integration
Design or programming defect found through Test Driven Development (TDD)
Requirements or design defect found through
Active Stakeholder Participation
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…but is also a ‘radical virus’that is often rejected by its host
VersionOne “State of Agile” 2015 2016 2017
Company philosophy or culture at odds with core agile values
42% 46% 63%
Lack of experience with agile methods
44% 41% 47%
Lack of management support 38% 38% 45%
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Vastly different paradigms and controls
Mechanistic/reductionist
Artisanal/responsive
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Defined Process Control
Any wood used in the ground (i.e. foundations, fence posts) must be H4 treated…
Spacing of foundations must meet standard, joists must be fixed to foundations using z-nails…
Foundations and other structural elements must meet durability expectations of 50 years…
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Empirical Process Control
Sprint Retrospective
Sprint Review
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Accept a Work Package
Execute a Work Package
Deliver a Work Package
Authorize Work Packages
Review Work Package Status
Receive Completed
Work Packages
Take Corrective
Action
Escalate Issues and Risks
Review the Stage Status
Report Highlights
Capture and Examine Issues
and Risks
Authority to deliver a Work Package Completed Work PackageCheckpoint Reports
Controlling a Stage
Managing Product Delivery
Directing a project
Authorize a Stage Plan or
Exception
Give ad-hoc Direction
Authorize Project Closure
Authorize the Project
Authorize Initiation
Hig
hlig
ht
Rep
ort
s
Issu
es a
nd
Ris
ks
PRINCE2 is about control
Functional Mgr(s)
Team(s)
Project Mgr
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Agile has very different engagement model
WARNING
Radical transparency
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Scrum – Do we really not need a PM?Functional Mgr
Team(s)
Project Mgr Product Owner
!Things missing
Scrum Master
Direction
Control
Delivery
!Overloaded
Direction
Control
Task Mgmt
Remove blockers
Assist Investor
Vision
Roadmap
Priorities
Stakeholder Mgmt
Budgeting ReportingContract
MgmtResource Planning
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A choice…
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Agile is workflow management
SU IP
PRINCE2 Processes &
ArtefactsProject Brief PID +
Stage Plan
Ma
nag
ing
a St
age
Bo
un
dar
y
Ma
nag
ing
a St
age
Bo
un
dar
y
Clo
sin
g a
Pro
ject
CS CS
Updated PID +New Stage Plan
Closure ReportPID +Stage Plan
Directing a Project
MPD Team Plan(s) MPD Team
Plan(s)
Backlog Backlog
Item
Item
Item
Item
Item
Item
Sprint Plan
Release Plan Release PlanSCRUM
Daily Scrums
Sprint Plan
Sprint Plan
Sprint Plan
Sprint Plan
Backlog
Item
Item
Item
Product Backlog
Release Backlog
Backlog
Item
Item
Item
Product Backlog
Release Backlog
Sprint Plan replaces Team Plan for technical work
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Accept a Work Package
Execute a Work Package
Deliver a Work Package
Authorize Work Packages
Review Work Package Status
Receive Completed
Work Packages
Take Corrective
Action
Escalate Issues and Risks
Review the Stage Status
Report Highlights
Capture and Examine Issues
and Risks
Authority to deliver a Work Package Completed Work PackageCheckpoint Reports
Controlling a Stage
Managing Product Delivery
Directing a project
Authorize a Stage Plan or
Exception
Give ad-hoc Direction
Authorize Project Closure
Authorize the Project
Authorize Initiation
Hig
hlig
ht
Rep
ort
s
Issu
es a
nd
Ris
ks
Agile as delivery AND governance
Backlog prioritisation Sprint PlanningSprint Review
Sprint Review
Sprint Planning
Sprint execution
Lean Start-upGoogle Design SprintPoCs/Spikes
BAU backlog
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So why choose Agile?
Analysis Design CodeIntegrate & System
Test
Time
Ris
k Im
pac
t First build and deliver
Delayed customer feedback and late delivery of value.
Highest risk activities such as integration, system testing, load testing are tackled late.
Adapted from: Craig Larman, Agile & Iterative Development, 2004
Customer Use
!
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So why choose Agile?
Customer Use
Analysis
Design
Code
Integrate & System Test
Analysis
Design
Code
Integrate & System Test
Analysis
Design
Code
Integrate & System Test
Time
Ris
k Im
pac
t
Adapted from: Craig Larman, Agile & Iterative Development, 2004
Analysis
Design
Code
Integrate & System Test
First build and deliver
All activities are tackled early. Quick feedback and customer
gets early value.
Customer Use Customer Use
Customer Use
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Early Delivery – so much optimism!
Issues. The pressure rises
Overtime starts, quality suffers
The death march ends
Picture from Franck Nijimbere
And you avoid this
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Scope
Time Cost
Key principle – being in control is making explicit trade-offs
Fixed
Variable
Time CostScope
ScopeTime Cost
Traditional
Timeboxed
Source: DSDM Consortium
QualityVariable Quality
Variable, but transparent
Sustainable Pace
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Key principle – MVP is the least you can do and be successful
https://www.quora.com/Startups/What-is-a-minimum-viable-product#!n=48
MVP Must Haves
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New Tools
Source: Adam Sherez - Unsplash.com
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Time/Cost
Feat
ure
s Deliver whatever is ready at this time
Agreeing baselines on a Fixed Time Project
Worst allowable case – up to red line
Ideal case – as good as or better than green
line
Scope Contingency
Musts <= 60%
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Story Mapping Multiple Releases
Adapted from work by Jeff Patton www.agileproductdesign.com
Join up and log in
Search
Login using gmail
Address verification
Post an auction
Set a buy-now price
Auto auction end date of
today + 7 days
Set a reserve
Accept bids
Determine an auction winner
Chat between buyer and
seller
Book a courier
Notify the auction winner
by email
Release 1 Release 2 Release 3
Set the auction end date
Sprint 1 Sprint 2
Sprint 3
Sprint 5Save favourite
sellers
Sprint 6Change the
reserve
Sprint 4
Extend an in-progress auction
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“Precise enough” planning
5 metres high 180 metres high1.8 metres high
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WIP, Flow, and Team Composition
Backlog Analysis Dev Test Done
A
BC
D
E
F
AnalystSME Dev Dev Tester
2 23
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New governance metrics
Source : Evan Dennis - Unsplash.com
Working Software
Lead time Cycle timeAverage Velocity
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Lastly, focus your attention on the right things
Pool of
new ideas
Outline
Project BriefDetailed
Project Brief
Product
Backlog
Agile Process
Idea
Triage
monthly
Portfolio
Meeting
quarterly
PID
Portfolio
Meeting
quarterly
Budget
Meeting
6-12 monthly
Integration
monthly
Acceptance Release
quarterly
Adapted from work by Klaus Leopold
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Wrap-up
• Small is beautiful, and much less risky
• Project management and Agile come from different paradigms, and we need skills from both
• To be really agile, projects need to shift from a push model to a pull model. New “levers” are scope and quality
• You need to understand the purpose of events or artefacts and the implications of using/not using them
• Don’t accept proxy measures of progress
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Copyright © 2018 Equinox LimitedSource : Morvanic Lee- Unsplash.com
Questions?
You can also email me:
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Injecting fresh thinking to solve tough business problems.