Project management in agile organizations Lars Irenius & Gabriella Tirsén, Knowit, Sept 19-20 & 26-27
Aug 20, 2015
Project management in agile organizationsLars Irenius & Gabriella Tirsén, Knowit, Sept 19-20 & 26-27
The best project managers aren’t just organizers – they combine business vision, communication skills, soft management skills and technical savvy with the ability to plan, coordinate, and execute. In essence, they are not just managers – they are leaders. While this has always been the case, agile project management places a higher premium on the leadership skills than ever before.
Task Manager or Visionary Leader?
Project Management in Agile organizations
Agenda
Day 1 – How to manage projects in an agile way. 9:00 – 9:30 Introduction 9:30 – 10:30 What is is agile?10:30 – 12:30 Defining the scope12:30 – 14:00 Lunch & meeting14:00 – 15:30 Stage Gate & Agile15:30 – 16:30 Visualization
Day 2 – How to manage agile teams in a project 9:30 – 10:30 The agile team 10:30 – 11:00 The project managers role11:00 – 11:30 Scaling Agile11:30 – 12:30 Lunch12:30 – 13:30 System Anatomy and multiple teams13:30 – 14:30 Agile requirements15:00 – 16:30 Managing delegation
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• Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
• Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.
• Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
Frederick Winslow Taylor(1856 – 1915)
Henry Laurence Gantt (1861 - 1919)
• He linked the bonus paid to managers to how well they taught their employees to improve performance.
• He believed that businesses have obligations to the welfare of the society in which they operate
Scientific Management
Six Sigma, 1986
A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than assumptions and guesswork.
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Källa Wikipedia
John F. Mitchell(1928 – 2009)
Tacit – Explicit - Tacit
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Källa: http://ashklytoosi.edublogs.org/week-4/
David Snowden, 1999
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Cynefin (“kuh-NEH-vin”)
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unpredictible predictible
No unknowns
Known unknownsUnknown
unknowns
Unknowable
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What (Cynefin) strategy(ies) shall you use?
• A trunk cable is damaged during roadwork disabling all mobile traffic over an arena where a football final is on-going.
• Just before finalization of a project a key project member has a tragedy in his family and cannot work, disabling release as planned.
• Your main competitor has just launched a new service that gains huge attention and attracts your customers. You must find a countermeasure to stop loosing customers.
• A member in one of the teams have a crazy but appealing idea about a new product.
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Stage (Phase) Gate model
NASA 1960PROPS 1987
COOPER 1999
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Gated model to steer project.
We have an idea, lets check if it works –
ROI?
It seams to work
Detailled plan and
ROI, lets go!
Check if we’re on
track
Develop-ment done!
Handover done, project
close.
Business
Development/production
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Reduce uncertainty.
Project Management in Agile organizations
Project closure
Project analysis Project planningExecution
EstablishmentExecution Realization
Execution Hand-over
TG1 TG5
Time
Go/ No-go
Project Delivery Precision
TG2TG0 TG3 TG4
UncertaintyTime, Cost and Scope
TG2 – A key investment decision Business Value
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How certain is ROI?
• Cost savings– Reduced transaction fee?– Reduced management
costs?– Reduced licence fees?– Reduced HW costs?
• Increased revenue– More volume?– Better margin?– More customers?– Strengthened brand
• System costs– Development costs?– Integration costs?– Deployment costs?– Operation costs?
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Minimum viable productThe benefits of delivery value throughout the project
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By starting earlier
Preparation Execution
Preparation
Execution
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DeLavalSoftware Program – Break down of a project
Idea Concept Development Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Project Epics (Architectural & Prioritized Business)
Releases (Integration order)
Cost per Epic (yearly budget)
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Idea Concept
DevelopmentLaunch
Architectural Epics
Business Epics
Quality Improvements Epics
Shorten lead times for first time delivery of customer value, PSI multiple times during project life-time
Shorten lead times for first feedback, opportunity to adapt to changing demands and possibility to close a project without sunk-cost, etc
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Maybe like this?
• Gate 0 – 1– Define Product and Architectural Epics– Risk focus– Risk eliminating sprints
• Gate 1 – 2– Break down Epics to Features– Prioritize focus– Release planning– Prioritized sprints
• Gate 2 – 4 – Break down of Features to Stories per sprint– Continuous sprint releases – Sprint retrospectives
• Gate 4 – 5– Project finalization– Project retrospective
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Projekt Burn Down
Done customer or stakeholder value
(Epics or Functions)