Transforming to Agile Project Management Shim Marom PMP, MSP, ICAgile-ICP @shim_marom www.quantmleap.com au.linkedin.com/in/ shimmarom /
The relevancy of Agile and Agility to Project Management
Nov 22, 2014
My presentation at the Melbourne PMI Conference 10 Sep 2014. Aimed at non-Agile Project Managers wishing to adopt some aspects of the Agile Mindset and Agile way of thinking.
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Transcript
Transforming to Agile Project Management
Shim Marom PMP, MSP, ICAgile-ICP@shim_marom
www.quantmleap.comau.linkedin.com/in/shimmarom/
Not the ‘A’ Word Again
Session Topics
•What is Agile?•Why should YOU care?• If not Transformation,
perhaps Appreciation?
What is Agile
•Collection of VALUES• Supported by PRINCIPLES•Underlined by a MINDSET
1.Encouraging people to interact, to explore, to discuss and to investigateOVERFollowing strict processes and enforcing an elaborate use of tools
Agile Values
Agile Values 2.A working solution that deliver real life
benefits to the customer?
OVER
Long documents, high volume specifications
3.Regularly talking, listening and collaborating with the Customer
OVER
Finely tuned contracts, SOWs and Work Orders
Agile Values
4.Quickly responding to change
OVER
Strictly following a plan
Agile Values
Agile Values Individuals & Interactions
Process & Tools
Working Solutions
Comprehensive
DocumentationCustomer
CollaborationContract
NegotiationResponding to Change
Following a Plan
Over
Over
Over
Over
That is, while there is value in the terms on the RIGHTWe value the items on the LEFT more
What is Agile
•Collection of VALUES• Supported by PRINCIPLES•Underlined by a MINDSET
Key “Agile” Principles
Continuous Delivery
Embracing Change
Working Product
Close Collaboratio
n
Motivate & Trust
Face to Face
Conversation
‘Done’ Measuring Success
Sustainable Developme
nt
Technical Excellence
Maximising Throughput
Self Organising
Teams
Reflection and
Learning
Key “Agile” Principles
Continuous Delivery
Embracing Change
Working Product
Close Collaboratio
n
Motivate & Trust
Face to Face
Conversation
‘Done’ Measuring Success
Sustainable Developme
nt
Technical Excellence
Optimising
Throughput
Self Organising
Teams
Reflection and
Learning
Key “Agile” Principles
Q: What is the best way to achieve optimal performance from your team?A: Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
Motivate & Trust
Key “Agile” Principles
Optimising Throughput
Q: What is the best way to ensure work is progressing in the most optimised way?A: Don’t chase up doing things just because they are in the WBS. Do what is needed to add value now – nothing more, nothing less.
Key “Agile” Principles
Reflection and LearningQ: What is the best method to ensure good habits, behaviours and attitudes are maintained, while ‘not-so-good’ ones are changed?A: At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly - pause, reflect and learn:1. What was done well – continue2. What wasn’t done well - change
What is Agile
•Collection of VALUES• Supported by PRINCIPLES•Underlined by a MINDSET
Agile Mindset
•Value driven Priorities & Value driven Goals•Approach to Failure•Reaction to Changes•Attitude to Leadership
What is Agile
•Collection of VALUES• Supported by PRINCIPLES•Underlined by a MINDSET
Pause and Reflect• Agile is a growing theme in today’s
business world and is relevant in many domains (not just Software Development or IT)• It is a combination of VALUES, Principles
and a MINDSET• You can DO Agile and you can BE Agile.• To BE Agile you need to adopt its
MINDSET
Relevancy to Project Management
Known Known
Known Unknown
Unknown Unknown
Situational* Project Management
Simple
The relationship between cause and
effect is obvious
Best Practice
ComplicatedThe relationship between cause and effect requires
analysis and expert knowledgeGood Practice
ComplexThe relationship
between cause and effect is only perceived in retrospectEmergent Practice
Chaotic
No relationship between cause and
effect at system level
Novel Practice
*Dave Snowdon’s Cynefin - Sense Making Framework
Simple
ComplicatedComplex
Chaotic
Applying Agile Mindset
The relationship between cause and
effect is obvious
Best Practice
The relationship between cause and effect requires
analysis and expert knowledgeGood Practice
The relationship between cause and
effect is only perceived in retrospectEmergent Practice
No relationship between cause and
effect at system level
Novel Practice
Applying Agile Mindset
Simple
ComplicatedComplex
Chaotic
The relationship between cause and
effect is obvious
Best Practice
The relationship between cause and effect requires
analysis and expert knowledgeGood Practice
The relationship between cause and
effect is only perceived in retrospectEmergent Practice
No relationship between cause and
effect at system level
Novel Practice
People and
Interactions Motivate
& TrustApproach to Failure Reflection
and Learning
Approach to
Leadership
Pause and Reflect
•Agile is about BEING not about DOING•Agile is more about a MINDSET• You can BE Agile in any project•Applying the MINDSET can be
VERY useful in COMPLEX situations
THANK YOU!
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