Agile = scrum = no Project Managers!

Agile = Scrum = No Project Managers!

Darren Wilmshurst ACIB CITP MBCS

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Introduction: Darren Wilmshurst

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Create some noise!

@dazzawilmshurst#

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What about you?

Your experience with Agility

1 = Very Little Experience/No Experience

2 = Some Experience

3 = Experienced

4 = Very Experienced

5 = Expert

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Why agile?

Source: https://www.startwithwhy.com/

Simon Sinek - Golden Circles

HOMEWORK

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Where is you pain?

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Mindset

Values

Principles

PracticesTools &

Processes

We use JIRA

We do stand-ups

We are co-located

We do just enough documentation

Trust

What is agile?

More visible, less powerful

Less visible, more powerful

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Mindset

Values

Principles

Practices

Tools &Processes

Agile manifesto

Source: http://agilemanifesto.org

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12 Principles of the Agile Manifesto

1. Our highest priority is to satisfy the customer through early and continuous delivery of business value.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver business value frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

…

Mindset

Values

Principles

Practices

Tools &ProcessesSource: http://agilemanifesto.org

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12 Principles of the Agile Manifesto

…5. Build projects around motivated individuals. Give them the

environment and support they need, and trust them to get the job done.6. The most efficient and effective method of conveying

information to and within a development team is face-to-face conversation.

7. Business value is the primary measure of progress.8. Agile processes promote sustainable development. The

sponsors, developers, and users should be able to maintain a constant pace indefinitely.

…Mindset

Values

Principles

Practices

Tools &ProcessesSource: http://agilemanifesto.org

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12 Principles of the Agile Manifesto

…9. Continuous attention to technical excellence and good design

enhances agility.10. Simplicity--the art of maximizing the amount of work not

done--is essential.11. The best architectures, requirements, and designs emerge

from self-organizing teams.12. At regular intervals, the team reflects on how to become more

effective, then tunes and adjusts its behaviour accordingly.Mindset

Values

Principles

Practices

Tools &Processes

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Practices

Mindset

Values

Principles

Practices

Tools &Processes

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Agile is not only scrum

Source: ht©2016 VersionOne, Inc. All rights reserved.State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.

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Definition of Scrum

Scrum (n): A framework within which people can address complex

adaptive problems, while productively and creatively delivering

products of the highest possible value.

Scrum is:

Lightweight

Simple to understand

Difficult to master

The Scrum Guide © 1991-2014 Ken Schwaber and Jeff Sutherland, All Rights Reserved

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Sprint

24hours

Product BacklogAnyone can contributeOrdered by Product Owner

Sprint Backlog

Backlog tasksexpandedby team

Potentially ShippableProduct Increment

Daily ScrumMeeting

Scrum: workflow

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Development teamProduct owner

One person decides

No dependencies

No special roles

1 month or less

Value hypothesis Value*

9 people or less

ScrumMasterOwns the process

DEMON: Why is scrum hard?

Dependency freeEverybody is ‘developer’Month or lessOne product ownerNine people or less

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Scrum Components

Scrum Events The Sprint Sprint Planning Daily ScrumSprint ReviewSprint Retrospective

Scrum Artifacts Product Backlog Sprint Backlog Increment

Plus ... Progress Monitors

Scrum TeamProduct Owner ScrumMaster Development Team

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OODA

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Sad Project Manager

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What about Multiple Teams

Long lived teams.

Long lived products.

Spot the Project Manager?

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The role of the Program Manager

• Program Manager coordinates the three leadership teams to collaborate.

• Establishes the annual calendars for iterations and releases• Facilitates release planning readiness; Vision, Backlogs and Events• Assists with program execution and feature completion tracking• Facilitates Scrum of Scrums• Escalates impediments and manage risks• Works with Product, Delivery and Architecture teams to help assure

strategy and execution alignment• Reports status• Drives program-level continuous improvement via Inspect and Adapt

workshops and constant demonstration of Kaizen mind• Encourages team and program level Quality Practices and

Communities of Practice • Participates in enterprise Program Management improvement and

standardisation activitiesSource: http://www.disciplinedagiledelivery.com

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Scaled Agile Framework

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Role of the RTE

1. Manage and optimize the flow of value through the program using various tools, such as the Program and Value Stream Kanbans and information radiators

2. Establish and communicate the annual calendars for Iterations and Program Increments (PI) 3. Facilitate PI Planning readiness via fostering the preparation of Vision and Backlogs , and via Pre- and Post-PI

Planning, and via Pre- and Post-PI Planning meetings. 4. Facilitate PI planning5. Aggregate Team PI Objectives into Program PI Objectives (the RTE) and publish them for visibility and

transparency6. Aggregate program PI objectives into Value Stream PI Objectives (the VSE) and publish them for visibility and

transparency7. Assist with execution and Feature/Capability completion tracking (see Metrics) 8. Facilitate periodic synchronization meetings, including the ART sync at the Program Level and the VS sync at

the value stream level9. Assist with economic decision-making by facilitating feature and capability estimation by teams and roll-up to the

value stream level and Portfolio Level10. Escalate and track impediments11. Encourage the collaboration between teams and System and Solution Architects, Engineering , and User

Experience12. Work with Product Management, Product Owners, and other value stream stakeholders to help assure strategy

and execution alignment13. Help manage risks and dependencies14. Report status to Program Portfolio Management and Release Management and supports related activities15. Understand and operate within the ART Budget 16. Provide input on resourcing to address critical bottlenecks17. Attend System Demo and Solution Demos18. Drive continuous improvement via Inspect and Adapt workshops; assess the agility level of the program/value

stream and help improve19. Encourage Team Level, program level, and value stream level Continuous Integration and Communities of

Practice around SAFe, Agile, and Lean and around Engineering and Quality Practices 20. Coach leaders, teams, and Scrum Masters in Lean-Agile practices and mind-sets

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Which way do I turn?

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