New Project Management Paradigms: Iterative and Agile Managementpminashville.org/wp-content/uploads/2014/11/RodgerOren.pdf · 2019-09-05 · Iterative and Agile Management Innovating
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New Project Management
Paradigms:
Iterative and Agile
Management
Innovating the Future
PMI Nashville April 29&30, 2013
Rodger Oren, PhD, PMP
• Where to start..
• Iterative
• Agile
• Denouement
Agenda
• Processes
• Waterfall isn’t working
• Business moves too fast
• Discontinuities (change is everywhere!)
• People
• Culture considerations
• Organization culture supportive?
• Project (group) culture supportive?
• You are an organizational change agent (consultant)
Help!
Where to start..
• People
• Hierarchical Organization -- Baby steps
• Start with iterative approach (spiral, RuP, etc.)
• “incremental thinking is fundamental to agile methods and crucial to
bridging the two methods” (Crosstalk magazine, May 2004)
• If iterative works .. push the envelope
• eXtreme Programming? Scrum?
• Market Organization – run ‘till tackled
• Technical
• Mobile, tablets.... What’s next? Something!
Help!
Where to start..
• Web enrollment, attestation, meaningful use determination
• Rapid change as eligibility rules change
• In flight missile maintenance
• Quality parameters
• Audit/Appeal capability
• Payment automation
• Schedule of events
• Start phase 1 (5/9/2011 to 9/30/2011)
• Start phase 2 after 1 month of phase 1 (7/11/2011 to 12/16/2011)
• Start phase 3 when phase 1 is complete (10/24/2011 to 12/20/2011)
The Project – Provider Incentive Program
Iterative
• 3rd party vendor for date sensitive deliverable
• Three (3) phases
• Phase 1 – four (4) months – 3 iterations (3 releases)
• Phase 2 – five (5) months – 3 iterations (3 releases)
• Phase 3 – two (2) months – 1 iteration (1 release)
• After all phases move to Operational Support
• Phase 3 added during project execution
• Light methodology
• Light documentation
• High degree of user input, testing, interaction
• Progress payments using EV & ES
The Project – Provider Incentive Program
Iterative
• Processes
• EV and ES work!
• Do not measure with a single metric
• Keep an eye on the critical path, on milestones
• Communicate! Communicate! Communicate!
• People
• Culture changes with metrics
• Subjective (alchemy) becomes objective (chemistry)
• Just tell me what number you want
Lessons Learned
Iterative
• Other members in the account are watching and asking about this approach
• Organizational Culture is key success factor
• Organization, business unit, workgroup unit
• Sprint 0
• 3 user stories
• 42 story points
• Deemed successful
• Sprint 0.1
• 50 story points are in the iteration
Initial Sprints -- Points of interest
Agile
• Processes
• Scrum can work in the public sector
• People
• Involved Product Owner
• Product Owner attending all meetings
• Product Owner pleasant to work with
• Product Owner signoff
• Esprit de Corps
• Team motivated
• Team enthusiastic
• Strong cohesion
Sprint 0 -- Lessons Learned – what worked
Agile
• Processes
• Scrum Master (aka Project Manager) is multi-tasking too
much to other projects and efforts!
• People
• SME involvement
• Need EDI & windows SME help
• Technical
• Missing test environment to support Scrum processes
• Can’t have 1-2 day delay in a 10 day sprint!
Sprint 0 -- Lessons learned – what didn’t work so well
Agile
• “one of the finest benefits I already see is the team-building benefit”
• “I sense an entrepreneurial spirit”
• “it makes for a solid foundation of a very capable and cohesive team”
• “it closes the door on miscommunication, misconceptions and
assumptions”
• “nirvana for a technical person”
• “I’m happy that someone thinks we tech folks actually count”
• “everyone is on the same page at all times, any deviation means the whole
team is re-aligned”
• “waterfall caused many misalignments, but this doesn’t seem to do that”
Team comments/feedback
Agile
• Iterative efforts
• All Payer Claims Database Project Re-boot
• CORE compliancy
• portal retrofit/re-architecture for Provider
• 835, electronic RA
• Eligibility Modernization Project (ACA)
• Agile
• Continued sprints with EDI
• Informatics sprints to start
• Waterfall
• InterChange system
we continue...
Denouement
• Christensen & Templin (2002, Spring). EAC Evaluation Methods: Do They Still Work?
Acquisition Review Quarterly, 9(2), 105-116.
• Cameron & Quinn (1999). Diagnosing and changing organizational culture. Reading:
Addison-Wesley.
• Henderson & Zwikael. (2008, April). Does Project Performance Stability Exist? …a re-
examination of CPI and evalation of SPI(t) Stability. Crosstalk, Journal of Defense Software
Engineering, 21(4), 7-13.
• Walter Lipke .. http://www.earnedschedule.com
• Paul McMahon. (2004, May). Bridging Agile and Traditional Development Methods: A
Project Management Perspective. Crosstalk, Journal of Defense Software Engineering, 17(5),
16-20.
References
QUESTIONS?
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