28 e 29 NOVEMBRO 2014 Hotel TIVOLI ORIENTE LISBOA - PORTUGAL Aplicar práticas ágeis em ambientes tradicionais de Gestão de Projeto Applying agile practices in traditional project management environments Luis Sequeira ITIL, P2, PM 2 , DSDM Agile PM Certified, Professional Senior Consultant Co-author of the Agile@EC Guide @L_FS_S [email protected]h6ps://www.linkedin.com/in/lsequeira
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28 e 29 NOVEMBRO 2014 Hotel TIVOLI ORIENTE LISBOA - PORTUGAL
Aplicar práticas ágeis em ambientes tradicionais de Gestão de Projeto
Applying agile practices in traditional project management environments
Luis Sequeira
ITIL, P2, PM2, DSDM Agile PM Certified, Professional Senior Consultant
While there is value in the items on the right, we value the items on the le1 more
Agile manifestos
The DeclaraIon of Interdependence (DOI) presents a set of guiding principles to employ Agile and adapIve approaches for linking people, projects and value.
The DO I f o cuses on the pro jec t management side of agile projects.
1. The highest priority is to sa)sfy the customer/user needs.
2. Deliver benefits frequently.
3. Requirement changes are welcome !!
4. Business people and project team must work together throughout the project.
5. Build projects around mo)vated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effec)ve method of communica)on is face-‐to-‐face conversa)on.
7. Benefits delivered is the primary measure of progress.
8. Agile processes promote sustainable development (be able to maintain a constant pace indefinitely)
9. Con)nuous aben)on to quality: excellence, good infrastructure & design.
10. Simplicity is essen)al -‐ the art of maximizing the amount of work not done!!
11. The best solu)ons emerge from self-‐organizing teams.
12. At regular intervals, the team reflects on how to improve, then tunes and adjusts its behavior accordingly.
Agile Manifesto: Principles
ALN: Declara)on of Interdependence – DOI
Agile and adap)ve approaches for linking people, projects and value
We are a community of project leaders that are highly successful at delivering results. To achieve these results:
• We increase return on investment by making conInuous flow of value our focus.
• We deliver reliable results by engaging customers in frequent interac)ons and shared ownership.
• We expect uncertainty and manage for it through iteraIons, anIcipaIon, and adaptaIon.
• We unleash creaIvity and innova)on by recognizing that individuals are the ul)mate source of value, and crea)ng an environment where they can make a difference.
• We boost performance through group accountability for results and shared responsibility for team effec)veness.
• We improve effecIveness and reliability through situaIonally specific strategies, processes and prac)ces.
• Business Case founda)on, high-‐level user-‐stories (epics)
• Rolling wave planning of Imeboxed deployments (releases)
• Itera)on planning (detailed and “tasked”) by Agile Team
“An ongoing dynamic ac)vity that peers into the future for indica)ons as to where the solu)on might emerge and treats the plan as a complex situa)on, adap)ng to an emerging solu)on.”
Planning
Priori)sa)on
The MoSCoW ini)als mean: M – Must have S – Should have
C – Could have W – Won't have
Define what the meaning of MoSCoW in your environment
Backlogs
Source: DSDM
Source: Disciplined Agile Delivery
Coordina)on and Control
Ensure that the project management level has visibility into the soluIon development work:
• Demonstrate value amer small cycles of work, incrementally.
• Use “informaAon radiators”: burndown charts, visual models, kanban boards, etc.
• Manage and align strategies in respect to management of Risks, Issues, Decisions, and Changes.
Challenges in respect to agility
Cultural
Behavioural
Governance
DevOps
Service Management
Outsourcing
Source: Serena-‐Agile-‐2012-‐Survey
Summary
28 e 29 NOVEMBRO 2014 Hotel TIVOLI ORIENTE LISBOA - PORTUGAL
Luis Sequeira
ITIL, P2, PM2, DSDM Agile PM Certified, Professional Senior Consultant