An Alternative Method to the Madness v5

8/8/2019 An Alternative Method to the Madness v5

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A shift in the Project Delivery Mindset

Ronald T Kimura


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9/24/2010Ronald T Kimura

Insanity: doing thesame thing over and

over again andexpecting different

results.Albert Einstein

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All requirements are not known from theget-go

Uncertainties and changes are a fact of life

Working products arent available until afterthe final stages of the development cycle

The project triangles flexibility isnt soflexible

Most projects attempt to boil the ocean


Information is not knowledge. The only

source of knowledge is experience.Albert Einstein

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get more for every dollar on development spend?

have customer accountability and deliver productsthat meets their needs?

get a competitive advantage by releasing productsto market sooner? ROI sooner rather than later?

reduce schedule, budget, technical and marketrisks?

maintain a predictable and stable project cash flow?

identify problems sooner rather than later?

improve employee retention and recruiting?


Companies must be adaptable to survive andprosper during these economic times

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An iterative, incremental framework, one of themethods of Agile development

Framework: 3 roles Product Owner, SCRUM Master, team 4 artifacts Product Backlog, Release burn down,

Sprint backlog and Sprint burn down 5 meetings Release & Sprint planning, Daily SCRUM,

Sprint review & retrospective

Rules bind the framework Controls - Transparency, Inspection and

Adaption


You have to learn the rules of the game. And then

you have to play better than anyone else.Albert Einstein5


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9/24/2010Ronald T KimuraSpeed is the new competitive advantage

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It is not enough to just trim budgets and

postpone strategic initiatives7

Agile (SCRUM) WaterfallPhilosophy The agile philosophy holds that the best way to meet

customer needs is through the collaboration of a committed

group of people, who focus on achieving results quickly, with

as little process overhead as possible.

Process driven, command and control

Evaluate it is it worth doing, who will be involved what will be the impact?

Plan it what is involved, what are the risks, what are the costs?

Do it according to the plan and guided by key behaviors

Close it review what have we learnt.

Paradigm Empowerment

Collaboration

Code

Control

Contracts

Documentation

Project Vision The vision creates the features estimates The plan creates cost/schedule estimates

Values

Individuals and interactions

Working Software

Customer collaboration

Responding to change

Processes and tools

Comprehensive documentation

Contract negotiation

Following the plan

Success Defined by responsiveness to customer requests

Working software / product

Achieved by the planned scope

On-time and on-budget

Assumption Requirements change frequently, even month to month Requirements are well understood and will not change

Focus Working product incrementally Product delivery at end

Process Empowerment

No steps involve long lead time or lots of specializedresources

Control - empirical (frequent inspect & adapt)

Incremental results

Sequential, linear - upfront planning and scheduling activities, then execution

All steps are known and can be estimated with reasonable accuracyControl defined (every piece of work be completely understood)

Start with requirements, leads to results, stops

Requirements Collaboration through direct dialogue Documentation and specifications upfront


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Leads to cowboy programming Lack of planning

No documentation

Rework is needed and costly Only for small simple projects


The most effective way to create value

is to deliver, get feedback and adapt8


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Source: The Standish Group

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Ron Kimura has over 20+ years in Information Technology, back then known as Data Processing, MIS, IS. He started his career asa software developer and progressively moved up the rungs of the ladder to a management level position. You can say it was theusual natural progression in a corporate IT environment, with the last 6 to 7 years caught up in the status quo ecosystem, whichincluded waterfall development life cycle (PMBOK and RUP) and other processes that come with it.

Earlier this year, Ron went to a SCRUM Master and Product Owner training and certification class. Wow! Everything was socommonsensical and so elegantly simple. The values and principals were a perfect fit for what he has been using in his day today work. The mindset and thinking he was applying for years now has a popular name. I guess you can say Ron was a closetAgilista. This framework was something he could stand behind wholeheartedly and be passionate about. It truly was an Ahamoment for him.

Before this game changing moment, Kimura served as the Executive Director for Corporate Systems at Sony PicturesEntertainment. In this role, he served as an Account Manager (key facilitator/liaison) to Senior Business Management acrossdisparate business units. His primary role was to interact and play facilitator between Senior Management Stakeholders andtechnology teams, managing new products and backlogs across multiple business domains.

Kimura managed multiple teams across a variety of business domains; Corporate Shared Services, Finance, Artist Payments,Human Resources, Legal, Treasury, Risk Management, Corporate Communications and Security, Environmental, Health and Safety.Kimura, along with the Corporate technical teams provided application support, application development and consulting servicesto this wide range of areas, which included over seventy-five systems in the portfolio.

In each of these domain areas, Kimura and his team partnered with Senior Management to developed strategic business and

technology roadmaps (mid-range and long- term plans) and successfully executed each plan incrementally to move antiquatedand disparate stand-alone systems to a more modern integrated suite of costs efficient business valued solutions.

Kimura started at Sony in 1995, where he supported, developed and implemented a wide range of applications across DomesticTelevision, Studio Finance and EDI operations in Home Entertainment.

Prior to Sony, Kimura spent nine years as a Software Engineer with Electronic Data Systems in the Airline Transportation BusinessUnit. At EDS, Kimura obtained the experience and discipline in project and support delivery in a high volume, high transaction,real-time environment servicing twenty plus airlines globally across one single code base.

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An Alternative Method to the Madness v5

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