Project approaches for a complex world

Transcription

1 Project approaches for a complex world For PMINZ Wellington Chapter September 2017

2 About Equinox IT Equinox IT is New Zealand s leading independent IT consultancy, delivering software development, consulting and training services. Established in 1995, we inject fresh thinking to solve tough business problems. Equinox IT has over 60 staff based in Wellington and Auckland.

3 Presentation Overview About me Models to assess project types and make sense of the environment What Agile approaches do How Agile approaches work (focus on Scrum) Key Points Questions

4 About Me I m a Principle Consultant at Equinox IT PMP, PRINCE2 Practitioner, Scrum Master and Certified Agile Leader I help organisations in a variety of ways: Project/Program Assurance Project/Program Delivery Agile training General IT consulting I read, blog, post on LinkedIn, and give training on things I m covering tonight

5 Agile is acting like you don t know when the project will end

6 Making sense of your project in its environment

7 Specific Objectives Defined What Loosely Defined Objectives 4 Project Types How to go about the project is well known How How to go about the project is not well known Movie Lost in the Fog Painting by Numbers Quest Source: Eddie Obeng New Rules for the New World, 1995

8 Close to Agreement What Far from Agreement Agreement/Uncertainty Matrix How Close to Certainty Far from Certainty Political decisionmaking Rational decisionmaking Judgemental decisionmaking Source: Ralph Stacey, 2002

9 The Cynefin Framework Unknown Unknowns Probe-Sense-Respond Complex No clear cause & effect, except in hindsight Emergent practice Complicated Cause & effect understood by experts Good practice Known Unknowns Sense-Analyse-Respond Unknowables Act-Sense-Respond Chaotic Ungoverned, unknowable, turbulence Novel practice Obvious Predictable & repeatable (BAU) Best practice Known Knowns Sense-Categorise-Respond Courtesy of Cognitive Edge

10 There is a non-linear relationship between project size and complexity 120% 100% 80% 60% 40% 20% 0% Large Agile Large Waterfall Medium Agile Medium Waterfall Successful Challenged Failed Small Agile Small Waterfall Courtesy of the Standish Group

11 Agile approaches what they do

12 The Agile Samurai Three Simple Truths Jonathan Rasmusson, all rights reserved, The Agile Samurai

13 Management of Constraints Fixed Scope Time Cost Timeboxed Traditional Variable Time Cost Scope Source: DSDM (Dynamic Systems Development Method)

14 Core Project Risks Acceptance risk building the wrong thing Market risk being too late to market Budget risk building features that may not be required { Short feedback loops Frequent user and investor interaction, preference for face to face Deliver by priority, use MVP and iterate Stop when you ve done enough for a feature, and for the project Integration risk components not working together Regression risk new features breaking delivered features { Use standups, big charts and colocation to massively share information Integrate at least every day Use modern development techniques (Units, E2E Testing, CI Servers )

15 How did you get ready this morning? ACTIVITY What were all the things YOU did to get ready to be here today? Have a group discussion Start from moment you woke up Keep going until the moment you arrived at work

16 MVP a key concept for scope control

17 Agile approaches how they work, with a focus on Scrum

18 Transparency Inspection Adaptation Scrum uses a different control framework Empirical Process Control

19 Transparency Backlogs are visible Open planning & estimation Daily stand-up progress & issues Working software as measure of progress

20 Inspection Short inspection cycles (1-4 weeks) Sprint review of actual working software Sprint retrospective of the process

21 Adaptation Short business feedback / reprioritisation cycle (1-4 weeks) Stand-up is a daily opportunity to identify impediments, and (re)distribute work Latest information available

22 The Sprint as a bubble Long timeframes Changing Requirements Commercial Distractions Conflicting stakeholder needs Complex Dependencies Long feedback loops

23 The Product Owner faces in two directions and protects the bubble

24 Agile from Vision to Potentially Shippable Increment Equates to a structured process enabling rolling wave planning and progressive elaboration Scope change handled by prioritisation, working software as single progress measure, and direct interaction with investor >>> Potentially Shippable Increment

25 Key Points Understand the context of your project Simple/Obvious/Paint by Numbers Complicated Political Movie Complicated Judgemental Quest Complex/Lost in the Fog Choose the right tools Look for ways to get feedback early Look for ways to finish the project early what's the least that can be delivered and be considered a success?

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27 Injecting fresh thinking to solve tough business problems.