Introducon to Agile Project Management - Jesse Fewell · eXtreme Project Management ... Agile Project Management Traditional Project Management ... Effective collaborative ...

Introduc)ontoAgileProjectManagement

SanjivAugustine,LitheSpeedPMINorthernItalyChapter,Milan

September28,2007

DeliveringCustomerValuewithSpeed,Economy&Quality

Agenda

•  WhyAPM? 05Minutes•  WhatisAPM? 25Minutes

o  HistoryofAgileandLeano  TheAgileLandscapeo  KeyAgilePrincipleso  KeyAgilePracticeso  ComplexityTheoryDistilledo  AdaptiveProjectModelo  TheAgileManager’sRoleo  TransitioningtoAPM

•  ManagingAgileProjects–APMPrac7ces 50Minuteso  OrganicTeamso  GuidingVisiono  SimpleRuleso  OpenInformationo  LightToucho  AdaptiveLeadership

•  Discussion 10Minutes

WhyAPM?

IncreasedConsumerExpecta)ons

Asconsumerstodaywewantandexpectinnovativeproducts:faster,cheaperandwithbetterqualitythanthosewe’veseeninthepast.

IncreasedWorkPressure

Asknowledgeworkers,ourbusinesstoolshaveimprovedourcapabilitytobeproductive,raisingworkexpectations.

MisalignedExpecta)ons

However,Insteadofthis…ProductivitydrivingCustomervalueBu

sine

ss

Expe

cta)

ons

Consum

er

Expe

cta)

ons

Consum

er

Expe

cta)

ons

BusinessExpecta)onsCo

nsum

er

Expe

cta)

ons

Weusuallygetthis…MisalignmentofValuedeUinitions

Oralltoooften,this.OrthogonaloppositiontoCustomerValue

WhatisAPM?

History&In9luencesEarly1900s

•  WalterShewhart:Plan‐Do‐Study‐Act,SPC

Mid1900s

•  EdwardDeming:SPC,TQM

•  Toyota:ToyotaProductionSystem(TPS)

•  PeterDrucker:KnowledgeWorker

Late1900s

•  WomackandJones:LeanThinking

•  EliGoldratt:TheoryofConstraints

•  TomGilb:Evo

•  TheToyotaWay

HistoryofAgile&Lean

EvolutionEarly1990s•  CrystalMethods•  LeanSoftwareDevelopment•  DynamicSoftwareDevelopmentMethod

(DSDM)Mid1990s•  FeatureDrivenDevelopment(FDD)•  eXtremeProgramming(XP)•  AdaptiveSoftwareDevelopment2001:ManifestoforAgileSoftware

Development•  http://www.agilemanifesto.org2005:DeclarationofInterdependence•  http://www.pmdoi.org/

CorporateITLeadingSecondWaveofAgileAdop7on

AgilesoAwaredevelopmentprocessesareinuseat14%ofNorthAmericanandEuropeanenterprises,andanother19%ofenterprisesareeitherinterestedinadop)ngAgileoralreadyplanningtodoso.

EarlyadoptersofAgileprocesseswereprimarilysmallhigh‐techproductcompanies.Butasecondwaveofadop)onisnowunderway,withenterpriseITshopstakingthelead.

TheseshopsareturningtoAgileprocessestocut)me‐to‐market,improvequality,andstrengthentheirrela)onshipswithbusinessstakeholders.

CareySchwaber,ForresterResearchNov30,2005

TheAgileLandscape

AgileMethodologies•  eXtremeProgramming

KentBeck,WardCunningham,RonJeffries•  Scrum

KenSchwaberandJeffSutherland•  CrystalMethods

AlistairCockburn•  FeatureDrivenDevelopment

JeffDeLuca•  DynamicSystemsDevelopmentMethod

DSDMConsortium

AgileManagementFrameworks•  AgileProjectManagement

JimHighsmith,SanjivAugustine

•  AgileManagementDavidAnderson

•  eXtremeProjectManagementRobThomsett,DougDeCarlo

KeyAgilePrinciples

KeyAgileprinciplesare:•  FocusonCustomerValue–Alignproject,productandteamvisionstodeliverbetterproductquality–fasterandcheaper.

•  SmallBatches­CreateaUlowofvaluetocustomersby“chunking”featuredeliveryintosmallincrements.

•  Small,IntegratedTeams­Intensecollaborationviaface‐to‐facecommunication,collocation,etc;diversiUiedrolesonintegrated,self‐organizing,self‐disciplinedteams.

•  Small,ContinuousImprovements–TeamsreUlect,learnandadapttochange;workinformstheplan.

DeliveringCustomerValuewithAgileProjectManagement

Therightproduct,attheright>me,fortherightprice.

• HigherQuality:“Designed‐to‐fit”productwithflexibilitytochange.

• IncreasedThroughput:Itera)veandincrementalprojectandproduct“chunks”withearliervaluedelivery.

• ReducedWaste:Lean,efficientprocesseswithlowercostsandhigherproduc)vity.

KeyAgilePractices:•  ReleasePlanning•  SprintPlanning•  DailyScrum/Standup•  Fixed‐lengthsprints•  SprintReview•  SprintRetrospective

KeyAgilePrac)ces

•  Livingsystemsarecomplex,inthattheyconsistofagreatmanyautonomousagentsinteractingwitheachotherinmanyways

•  Theinteractionofindividualagentsisgovernedbysimple,localizedrulesandcharacterizedbyconstantfeedback

•  Collectivebehaviorischaracterizedbyanoverlayingorder,self­organization,andacollectiveintelligencesouniUiedthatthegroupcannotbedescribedasmerelythesumofitsparts

•  Complexorder,knownasemergentorder,arisesfromthesystemitself,ratherthanfromanexternaldominatingforce

•  Thesecomplex,self‐organizingComplexAdaptiveSystems(CAS)areadaptiveinthattheyreactdifferentlyunderdifferentcircumstances,andco­evolvewiththeirenvironment

ComplexityTheoryDis)lled

Agileprojectscanbeseenaschaordic:• CompetitionandCollaboration

o  Agents:Individualso  MentalModels:Visionandalignmento  Groups:Projectteams

• EmergenceandSelf­Organizationo  Interactions/Feedback:Information

exchangeandrelationshipsamongindividuals

o  SimpleRules:XP/Scrum/FDDPractices• LearningandAdaptation

o  Learning:Observation,monitoring,measurementandreUlection

o  Adaptation:Processchanges,teamadjustments

o  Environment:Projectenvironment

Adap)veProjectModel

Achaordicprojectharmoniouslyblendscharacteristicsofbothchaosandorder–freedomandcontrol,optimizationandexploration,competitionandcooperation.

TheAgileManager’sRole

AgileProjectManagement(APM)is:•  Leadingprojectteamsincreatingandrespondingtochange

through:o  Smallbatcheso  Small,integratedteamso  Small,continuousimprovements

•  Lighttouchleadership:theworkofenergizing,empoweringandenablingprojectteamstorapidlyandreliablydelivercustomervalue:o  Byengagingcustomers,ando  Continuouslylearningandadaptingtotheirchangingneedsandenvironments

Transi)oningtoAPM

WhilemanytraditionalprojectmanagementskillstranslatetoAPM,sometransitionsarenecessary:AgileProjectManagement TraditionalProjectManagement

Focusoncustomersatisfactionandinteraction

Focusonplansandartifacts

Responsetochangeviaadaptiveaction Changecontrolledviacorrectiveaction

Progressiveelaboration,rolling­waveplanning

Monumentalup­frontplanning

Customerprioritized,time­boxeddelivery Managernegotiated,scope­baseddelivery

Commitmentmanagementviafeaturebreakdownstructure

Activitymanagementviaworkbreakdownstructure

Collaborationonself‐disciplinedandself­organizingteams

Top‐downcontrol

Minimalsetofcontext‐sensitive,generativepractices

Prescriptive,heavyweightmethods

Essential,value­focusedmetrics Non­valueaddedcontrols

ManagingAgileProjectsAPMPrac)ces

APMPrac)ce–OrganicTeams

Objec7ves:•  Structureandbuildself‐organizingagileteamsbasedonanorganicCASmodel

•  Integratethemeffectivelyintothelargerenterprise

KeyImplica7ons:•  ViewagileteamsasorganicCAS•  Recognizethedifferencebetweenformalandinformalteamstructuresandstructureagileteamsaccordingly

•  Moldgroupsofindividualsintohigh‐performanceagileteams

•  Integratetheseteamsintothelargeragileenterprise

“Skillfulmanagersunderstandtheinterdependencebetweendesignandemergence.Theyknowthatintoday’sturbulentbusinessenvironment,theirchallengeistoRindtherightbalancebetweenthecreativityofemergenceandthestabilityofdesign.”

FritjofCapra,TheHiddenConnections

CoreProjectTeam

BA

BA

Tester

ProductOwner

Developer

Designer

Developer PM

ReleaseManager

CapacityPlanner

Prod.

Architect

TechOps

BusinessSponsor

DBA

Security

ProductOwner BA Designer Developer TesterTradi7onalSilos

IntegratedAgileTeam

TheCoreProjectTeamideallyconsistsof5‐9(7plusorminus2)members.

PM

ExtendedProjectTeam

FlexibleFormalStructure

EncourageDiversifiedRoles

DeUinerolesholisticallysothatteammemberscandevelopintoGeneralizingSpecialists(orVersatilists):

“GeneralizingSpecialist”Someonewithoneormorespecialtieswhoactivelyseekstogainnewskillsinexistingspecialties,aswellasinotherareas.

Ageneralizingspecialistismorethanjustageneralist.Ageneralistisajack­of­all­tradesbutamasterofnone,whereasageneralizingspecialistisajack­of­all­tradesandmasterofafew”

ScottAmbler

APMPrac)ce–GuidingVision

Objec7ve:•  Createasharedvisionormentalmodelfordrivingbehavioronagileprojects.TheGuidingVisionisanaggregateofthreecomponentvisions:teamvision,projectvisionandproductvision

KeyImplica7ons:•  Evolveteamvisiontodriveteambehavior•  Createprojectvisiontodriveprojectbehavior•  Facilitateproductvisiontodriveprojectevolution

Asharedvisionisnotanidea…itis,rather,aforceinpeople’shearts,aforceofimpressivepower.

PeterSenge,TheFifthDiscipline

FrontCover:•  ProductName•  Graphic•  3–4KeyFeatures(compellingreasontobuy)

BackCover:•  DetailedFeatures/BeneUits•  OperatingRequirements(constraints,standards,etc.)

DesignaProductVisionBox

APMPrac)ce–SimpleRules

Objec7ve:•  Implementasetofsimple,adaptablemethodologyrulesthatallowagileteamstodeliverbusinessvaluerapidlyandreliably

KeyImplica7ons:•  Assesstheenvironmenttodetermineitscharacteristics

•  Identifyandimplementingasimplesetofmethodologyrulesthatiscongruentwiththeenvironment

•  Honethedisciplineneededforcontinuousandconsistentapplicationofthesimplerules

"Simple,clearpurposeandprinciplesgiverisetocomplex,intelligentbehavior.Complexrulesandregulationsgiverisetosimple,stupidbehavior."

DeeHock,BirthoftheChaordicAge

AssesstheStatusQuo

• Istheorganization’senvironmentstableorturbulent?• Whatkindofstrategicplanningdoesitdo?• Howistechnologyleveraged?• Whatistheevidentculture?• Istheorganizationstructurebureaucraticorisitorganic?• Howdoesstaffviewmanagement?

How‐ToRules:Keyfeaturesoftheprocess•  Feasibility,ProjectDiscovery•  ReleaseandIterationPlanning•  ProductandIterationBacklogs•  TrackingviaBurndowncharts•  Teamcollocatedinteamrooms•  CoreteamdedicatedtoprojectBoundaryRules:Todefineallowableac7on•  Estimationdoneonlybyperformers•  PrioritizationdoneonlybyproductownersPriorityRules:Torankworkopportuni7es

•  PrioritiesalwaysdecidedinSprintPlanningMeetingsTimingRules:Todefineandsynchronizedeliverypace•  3‐WeekSprintsExitRules:Tominimizesunkcosts•  SprintResetallowableinextremecircumstances

CustomizeMethodology

APMPrac)ce–OpenInforma)on

Objec7ve:•  CreateanopenUlowandexchangeofinformationamongprojectteammembers,andamongotherassociatedexternalgroups

KeyImplica7ons:•  Reorganizeteamfacilitiesandseatingtoinstituteagileinformationsharingpractices

•  Analyzethetimetakentoexchangeinformationwithexternalgroupstoidentifyandreducetheinformationcycletime

•  Structureconversationsontheprojectteamsoastogeneratetransformingexchangesofinformationamongprojectteammembers

“Alllifeusesinformationtoorganizeitselfintoform.”

MargaretWheatley,LeadershipandtheNewScience

EncourageInforma)onRadiators

Effectivecollaborativeworkspacesneed:

•  Commonareaforcollaborationandcommunity

•  “Caves”forprivacy•  Phonecalls•  Emails•  WebsurUing•  Otherindividualtasks

•  Open“drafts”ofinformation

CollocateTeamMembers

Source:TheComplexAdaptiveWorkplacehttp://www.ifm.eng.cam.ac.uk/mcn/pdf_Riles/part5_4.pdf

DailyStandupMee)ng

Whatdidyoudoyesterday?1

Whatwillyoudotoday?2

What’sinyourway?3

•  Thesearenotstatussessionsforthemanager•  Theyareteammembercommitmentsinfrontoftheteam

Eachparticipantanswers3questions:

APMPrac)ce–LightTouch

Objec7ve:•  ManageagileteamswithastylethatallowsteamautonomyandUlexibility,andacustomervaluefocuswithoutsacriUicingcontrol

KeyImplica7ons:•  Establishdecentralizedcontrolthatdefersdecisionmakingforfrequentlyoccurring,lesscriticaleventstotheteam

•  ManagetheUlowofcustomervaluefromonecreativestagetoanother

•  Recognizeteammembersaswhole‐personsandtreatthemaccordingly

•  Focusonstrengths,ratherthanweaknessestoleveragepeople’suniqueness.

“Intelligentcontrolappearsasuncontrolorfreedom.Andforthatreasonitisgenuinelyintelligentcontrol.Unintelligentcontrolappearsasexternaldomination.Andforthatreasonitisreallyunintelligentcontrol.IntelligentcontrolexertsinRluencewithoutappearingtodoso.UnintelligentcontroltriestoinRluencebymakingashowofforce.”LaoTzu,BookofEthics

BuildonPersonalStrengths

ApplyingittoOthers:•  Eachpersonisuniqueandhasuniquestrengthsand

weaknesses–wholepersons•  Greatmanagersrecognizethattryingto

standardizehumanbehaviorisfutile,anddon’twastetheirtimetryingtochangepeopledramatically

•  Ratherthanfocusonweaknesses,theybuildonthepersonalstrengthsoftheirteammembersandhelpthembecomemoreof“whotheyalreadyare”

ApplyingittoYourself:•  Findoutwhatyoudon’tlikedoingandstopdoingit•  "Thepointistofeelauthentic,self‐assuredor

creative”•  Moreinfo:http://www.marcusbuckingham.com

APMPrac)ce–Adap)veLeadership

Objec7ves:•  Trackandmonitortheprojectfortimelyandrelevantfeedback

•  Institutesystemicproceduresforlearningandadaptation•  HelptheAgileManagermaintainaleadershippresencethatanimatestheteam

KeyImplica7ons:•  TrackandmonitorAPMpracticestoensuretheirproperapplicationanddesiredoutcomes

•  Learnandadaptcontinuouslyaccordingtothefeedbackobtained

•  Embodyleadershipthatinspiresandenergizestheteam.

“Itisnotthestrongestofthespeciesthatsurvive,northemostintelligent,buttheonemostresponsivetochange.”

CharlesDarwin,TheOriginofSpecies

+ ∆Automatedunittes)ng

6amDailyStandup

Customershighlysa)sfied

Tes)ngteamavailability

Retrospec)veshaveimprovedprocess

Buildcycle)me

Es)matesarestabilizing

ProductOwneravailability

Howtousethe“Plus‐Delta”TeamFeedbacktool:

• Takeafewminutesdailytogetyourteamtoprovidefeedbackontheproject

• RecorditinatabularformatonwhiteboardorUlipchart

• PlacethethingsthatareworkinginthePluscolumn,andthosethatneedimprovementintheDeltacolumn

• LeaveitupasanInformationRadiatorthatisaconstantreminder

GetTeamFeedbackDaily

Discussion

OnlineDiscussionGroups•  AgileProjectManagement,http://Uinance.groups.yahoo.com/group/agileprojectmanagement/•  ScrumDevelopment,http://groups.yahoo.com/group/scrumdevelopment/

UserGroups•  ItalianAgileMovement,http://www.agilemovement.it/index.php?newlang=ita•  AgileAllianceUserGroupList,http://www.agilealliance.org/show/1641

Ar7cles•  1­PageIntroductiontoAgileMethods,

http://www.lithespeed.com/resources/1­Page­Intro­to­Agile.pdf•  TheNewMethodology,http://www.martinfowler.com/articles/newMethodology.html•  GettingStartedwithAgileDelivery,

http://www.gantthead.com/article.cfm?ID=230943&authenticated=1•  So,How’sthatAgileInitiativeDoing?,

http://www.gantthead.com/article.cfm?ID=230943&authenticated=1•  AgileProjectManagement:EmergentOrderthroughVisionaryLeadership,

http://www.ccpace.com/Resources/documents/AgileProjectManagement.pdf•  TheLean­AgilePMO:UsingLean­ThinkingtoAccelerateAgileDelivery,

http://www.cutter.com/project/fulltext/summaries/2006/10/index.html

Resources

Blogs•  http://lithespeed.blogspot.com•  http://www.leadinganswers.com•  http://www.agileadvice.com

WebSites•  http://www.lithespeed.com/resources.htm•  http://www.agilealliance.org•  http://www.apln.org•  http://www.scrumalliance.org

Books•  AgileandIterativeDevelopment:AManager’s

Guide,CraigLarman•  ManagingAgileProjects,SanjivAugustine•  AgileProjectManagement,JimHighsmith•  AgileSoftwareDevelopment,AlistairCockburn•  FearlessChange,LindaRisingandMaryLynn

Manns

Resources(con>nued)

Books(con>nued)•  LeanSoftwareDevelopment–AnAgileToolkit,MaryandTomPoppendieck

•  LeanThinkingandLeanSolutions,WomackandJones

•  AgileSoftwareDevelopmentwithScrum,KenSchwaberandMikeBeedle

•  AgileEstimatingandPlanning,MikeCohn•  UserStoriesApplied,MikeCohn

[email protected]@sanjivaugustine.com

http://www.lithespeed.comhttp://www.sanjivaugustine.com

"IonlywishIhadreadthisbookwhenIstartedmycareerinsoAwareproductmanagement,orevenbeferyet,whenIwasgivenmyfirstprojecttomanage.Inaddi)ontoprovidinganexcellenthandbookformanagingwithagilesoAwaredevelopmentmethodologies,ManagingAgileProjectsoffersaguidetomoreeffec)veprojectmanagementinmanybusinesssehngs."JohnP.Barnes,formerVicePresidentofProductManagementatEmergis,Inc.

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