Agile PM 101 Best Practices

Size: px

Start display at page:

Download "Agile PM 101 Best Practices"

Everett Blake
6 years ago
Views:

1 GR8PM Traditional Agile Hybrid Training Coaching Consulting Agile PM 101 Best Practices Copyright, GR8PM, 2013, all rights reserved. 1 Agile PM 101 Best Practices The claim that Agile is a revolution is an exaggeration! Fact Agile applies Lean Principles to project management. It offers improved planning and team management practices. 2 1

2 Agile PM 101 Best Practices Every Agile framework is missing two key components. Fact Every Agile framework is missing budgeting and sophisticated scheduling tools. The PMBOK Guide solves those problems and makes Agile better! 3 Agile PM 101 Best Practices Agile, as practiced by many agilists, ignores the needs of the organizational-customer for estimating and planning. Fact Many Agilists ignore the proven scheme of ROM, Budgetary, and Definitive estimates for reliable planning that supports the organizational-customer. The PMBOK Guide solves that problem and makes Agile better 4 2

Agile PM 101 Best Practices None of those facts mean I am against Agile! Please let me introduce myself. 5 Introduction: John Stenbeck, PMP, CSM, CSP, PMI-ACP " Sr.

3 Agile PM 101 Best Practices None of those facts mean I am against Agile! Please let me introduce myself. 5 Introduction: John Stenbeck, PMP, CSM, CSP, PMI-ACP " Sr. PM Consultant for client-side ERP implementations " Past President and VP of Prof. Dev. for PMI-SD " Adjunct instructor at the University of California San Diego (UCSD) " Trains technical professionals in Aerospace, Defense, High Technology, Financial Services, Bio-medical and Life-science fields 6 3

GR8PM Introduction: 1st PMI-ACP Exam Prep book,

2012 1st Agile Government Contracting, 1st PMI-ACP &

2013 7 GR8PM Introduction: " PMP and PMI-ACP Exam

Corporate On-site seminars: " " " " Command Course

Leadership Masters Course in Estimating and Risk "

4 GR8PM Introduction: 1st PMI-ACP Exam Prep book, published Jan st Agile Government Contracting, 1st PMI-ACP & CSP Prep book, published June 2013 coming Oct GR8PM Introduction: " PMP and PMI-ACP Exam Prep classes " Scrum Master Certification classes " Corporate On-site seminars: " " " " Command Course in Agile Project Project Boot Camp Crash Course in Leadership Masters Course in Estimating and Risk " Organizational Support Services: " Agile Enterprise Roll-out Consulting " Contract Project Managers 8 4

5 GR8PM Introduction: Partial List of Past Clients " Booz Allen Hamilton, Inc., McLean, VA " Guinness Bass Import Company, Greenwich, CT " Lucent Technologies Bell Labs, Allentown, PA " Nike Corp., Beaverton, OR " Oracle Corp., Redwood Shores, CA " Orange County Public Works, Orange, CA " Qualcomm Inc., San Diego, CA " U.S. Army Space & Terrestrial Comms., Fort Monmouth, NJ " U.S.D.A. National Finance Center, New Orleans, LA " Visa Smart Cards, Foster City, CA 9 GR8PM Traditional Agile Hybrid Training Coaching Consulting UNDERSTANDING THE ENVIRONMENT 10 5

6 UNDERSTANDING THE ENVIRONMENT Are You Ready For Some Key Questions? 11 UNDERSTANDING THE ENVIRONMENT Key Questions: Is Agile Really Needed? The last major tool recognized in the PMBOK (Second Edition) was Critical Chain in What has changed since then? Google launched in September, 1998 The ipod was unveiled in October, 2001 The BlackBerry smartphone was released in January, 2002 NASA s Phoenix lander extracted Martian ice in June, 2007 The ipad was released in April,

7 UNDERSTANDING THE ENVIRONMENT Has Complexity Increased? Cost Scope TIME PMBOK Guide, Third Edition QUALITY COST Time Risk PMBOK Guide, Fourth Edition Customer Satisfaction Quality Iron Triangle transformed into Hell-of-a-Hexagon From Three to Fifteen Interrelationships. 13 UNDERSTANDING THE ENVIRONMENT Is Agile Being Used? 14 7

8 UNDERSTANDING THE ENVIRONMENT Who is using Agile? 15 UNDERSTANDING THE ENVIRONMENT Organizations 16 8

9 UNDERSTANDING THE ENVIRONMENT Certifications PMI SCRUM ALLIANCE PgMP PMI- SP PMI- RMP PMP ACP CAPM 17 UNDERSTANDING THE ENVIRONMENT PMI-ACP fastest growing in PMI history! 18 9

10 GR8PM Traditional Agile Hybrid Training Coaching Consulting ALIGNING WITH THE PMBOK Guide Project Institute, A Guide to the Project Body of Knowledge, (PMBOK Guide) Fifth Edition, Project Institute, Inc ALIGNING WITH THE PMBOK Guide We Value Individuals and Interactions Working Software Customer Collaboration Responding to Change over over over over Processes and Tools Comprehensive Documentation Contract Negotiation Following a Plan We Would Add not a 20 10

11 ALIGNING WITH THE PMBOK Guide Similar Taxonomy for Each Methodology Traditional: Graphical WBS Objective DETAILS Few & Broad Agile / Scrum: Structure Product Phase 1 Phase 2 Theme 1 Theme 2 Work Package 1 Work Package 2 Work Package 1 Work Package 2 Epic 1 Epic 2 Epic 3 Epic 4 Activity 1 Activity 2 Activity 3 Story 1 Story 2 Story 3 Task 1 Task 2 Task 3 Many & Specific Task 1 Task 2 Task 3 21 ALIGNING WITH THE PMBOK Guide Similar Taxonomy for Each Methodology Definitions are completely arbitrary logical devices. PMBOK: 1. Objective 2. Phase.. 3. Work Pkg.. 4. Activity 5. Task AGILE: 1. Product 2. Theme.. 3. Epic. 4. Story 5. Task DEFINITION: 1. Business-level Full Function Vision 2. What a User Class wants to see or experience (Sub-function; End-toend workflow) 3. What a User will do and the result(s) they will see 4. Workflow component in User words 5. Technical job plus acceptance criteria 22 11

12 ALIGNING WITH THE PMBOK Guide Knowledge Areas Project Integration Project Project Integration Scope Project Time Project Cost Project Quality Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Develop Project Charter Collect Requirements Plan Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Estimate Cost Determine Budget the overall project good. Plan Quality Develop Project Direct and Manage Monitor and Project Execution Control Project Work Direct Perform and Integrated Change Control Manage Project Execution Verify Scope Control Scope Fact Integration Perform Quality Assurance Control Schedule Control Costs Perform Quality Control Close Project or Phase Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for PMBOK Guide, Third Edition Integration management is a juggling act of trade-offs and coordination as part of balancing the project execution and the expectations of the stakeholders. 23 ALIGNING WITH THE PMBOK Guide Knowledge Areas Develop Project Project Charter Integration Project Scope Project Scope Project Time Project Cost Project Process Groups Initiating Planning Executing M & C Closing Develop Project Direct and Manage Plan Project Execution Collect Requirements Define Collect Requirements Scope Define Scope Create Create WBS WBS Fact Scope Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Monitor and Close Project or Control Project Work Phase Perform Integrated Verify Change Control Scope Control Verify Scope Control Scope Scope Control Schedule Project Scope includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project Estimate successfully. Cost Control Costs Determine Budget PMBOK Guide, Third Edition Project Quality Plan Quality Perform Quality Perform Quality Assurance Control Which is riskier, 2 critical paths or 1? Traditional fixes scope and tries to control 2 variables - time and cost. Agile fixes those two and controls 1 variable - scope

13 ALIGNING WITH THE PMBOK Guide Knowledge Areas Project Integration Project Time Project Scope Project Time Project Cost Project Quality Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Direct and Manage Plan Project Execution Define Activities Sequence Collect Requirements Activities Define Scope Estimate Create WBS Activity Fact Time Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Estimate Cost Determine Budget Monitor and Close Project or Control Project Work Phase Perform Integrated Control Change Control Schedule Verify Scope Control Scope Control Schedule Time management includes the processes required to accomplish timely completion of the project. PMBOK Guide, Third Edition Control Costs Using high-precision low-accuracy information to predict dates or plan Plan Quality sets a Perform project Quality up Perform for Quality failure. Manage time by Assurance Control forecasting instead of prediction. 25 ALIGNING WITH THE PMBOK Guide Knowledge Areas Project Integration Project Cost Project Scope Project Cost Project Quality Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Direct and Manage Plan Project Execution Collect Requirements Define Collect Requirements Scope Define Scope Create Create WBS WBS Fact Cost Monitor and Close Project or Control Project Work Phase Perform Integrated Verify Change Control Scope Control Verify Scope Control Scope Scope Define Activities Control Schedule Sequence Project Activities cost management includes the processes Estimate Activity Resources Project Time involved Estimate in Activity planning, estimating, budgeting and Duration Develop Schedule controlling costs so that the project can be completed within the approved budget. Estimate Cost Control Costs Determine Budget PMBOK Guide, Third Edition We cannot maximize business or customer value without Plan Quality Perform Quality Perform Quality Assurance Control working closely with the customer. The goal of estimating and budgeting cost management is to help the customer select the best cost/performance trade-off

14 ALIGNING WITH THE PMBOK Guide Knowledge Areas Develop Project Project Charter Integration Project Quality Project Scope Project Cost Project Quality Project Process Groups Initiating Planning Executing M & C Closing Develop Project Direct and Manage Monitor and Close Project or Plan Project Execution Control Project Work Phase Plan Perform Perform Perform Integrated Quality Quality Change Control Quality Assurance Control Collect Requirements Define Scope Create WBS Fact Quality Verify Scope Control Scope Define Activities Control Schedule Sequence Project Activities Quality processes include all the Estimate Activity Resources Project Time Estimate Activity Duration Develop Schedule activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was Estimate Cost Control Costs Determine Budget undertaken. PMBOK Guide, Third Edition Quality is what the customer gets out and is willing to pay Plan Quality Perform Quality Perform Quality Assurance Control for. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality'. Peter Drucker. 27 ALIGNING WITH THE PMBOK Guide Similar Roles Traditional vs. Agile/Scrum Traditional: Stakeholders & Sponsor Program or Sr. Project Manager Jr. PM or Team Lead Team and SME s Everybody else Agile / Scrum: Stakeholders & Sponsor Product Owner Scrum Master Team and SME s Everybody else 28 14

15 GR8PM Traditional Agile Hybrid Training Coaching Consulting UNDERSTANDING & APPLYING AGILE 29 UNDERSTANDING & APPLYING AGILE When is it best to do detailed estimating, (a) when you know very little or (b) when you know a lot? ESTIMATING Waterfall Agile TIME 30 15

UNDERSTANDING & APPLYING AGILE Fundamental Premise of Planning % Design Estimate Estimate Types Complete Accuracy ROM 0 10 % +100% to 50% Budget 15 25

16 UNDERSTANDING & APPLYING AGILE Fundamental Premise of Planning % Design Estimate Estimate Types Complete Accuracy ROM 0 10 % +100% to 50% Budget % +30% to 15% Definitive % +15% to 5% 31 UNDERSTANDING & APPLYING AGILE DEFINITIVE / BUDGETARY ROM (SIZE) TIME: T T+30 T+60 T+90 T+120 T

UNDERSTANDING & APPLYING AGILE How is level-set planning and estimating done? FEATURE USAGE Usage reported by Jim Johnson, Chairman, Standish Group Int l, Inc.

17 UNDERSTANDING & APPLYING AGILE How is level-set planning and estimating done? FEATURE USAGE Usage reported by Jim Johnson, Chairman, Standish Group Int l, Inc. XP2002 Conference, Sardinia, Italy 33 UNDERSTANDING & APPLYING AGILE KEY QUESTION: What is the PURPOSE of planning and estimating? COST and RISK VALUE of ADDED INFORMATION COST or RISK of NOT DECIDING LAST RESPONSIBLE MOMENT TIME Concept of Last Responsible Moment 34 17

18 UNDERSTANDING & APPLYING AGILE Agile Program Planning Concepts " Program Planning Capacity (Velocity) Forecast " 6 SME s x 5 days x 4 weeks = 120 days " 120 days x 60% efficiency = 72 days " 72 days = Iteration Planning Limit " Stories Durations: " Extra Small (XS) = 1 day " Small (S) = 2 days " Medium (M) = 3 days " Large (L) = 5 days " Extra Large (XL) = 8 days 35 UNDERSTANDING & APPLYING AGILE Agile Program Planning Concepts " Program Planning Affinity Estimating Smaller Larger HIGH XS S M L XL PRIORITY LOW 36 18

UNDERSTANDING & APPLYING AGILE Agile Program Planning Concepts " Program / Release Planning Roadmap 1 Year #1 #2 Release #1 6 Months #3 #4 #5 #6 Release #2 3 Months #7 #8 #9 Release #3 3 Months #10

Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Iteration #1 ESTIMATE Iteration #2 ESTIMATE Iteration #3 ESTIMATE Iteration #4 PLANNING POKER Release

19 UNDERSTANDING & APPLYING AGILE Agile Program Planning Concepts " Program / Release Planning Roadmap 1 Year #1 #2 Release #1 6 Months #3 #4 #5 #6 Release #2 3 Months #7 #8 #9 Release #3 3 Months #10 #11 #12 #4 #2 #5 #1 #3 #6 MMF BACKLOG: Stories 1 N 37 UNDERSTANDING & APPLYING AGILE Release #1 First 4 Months Iteration #1 4 Weeks Iteration #2 4 Weeks Iteration #3 4 Weeks Iteration #4 4 Weeks Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Iteration #1 ESTIMATE Iteration #2 ESTIMATE Iteration #3 ESTIMATE Iteration #4 PLANNING POKER Release #1 Final 2 Months Release #2 First 2 Months Iteration #5 4 Weeks Iteration #6 4 Weeks Stories Stories Stories Stories Stories Stories Iteration #7 4 Weeks Iteration #8 4 Weeks Iteration #5 PLANNING POKER Iteration #6 PLANNING POKER Iteration #7 AFFINITY ESTIMATING Iteration #8 AFFINITY ESTIMATING 38 19

20 UNDERSTANDING & APPLYING AGILE Agile s Best Known Process 39 UNDERSTANDING & APPLYING AGILE Iteration Cycle CALENDAR 4 WEEK ITERATION MON. TUES. WEDS. THURS. FRI. SPRINT PLAN & BEGIN PLANNING POKER REVIEW & RETRO SPRINT PLAN & BEGIN 40 20

21 GR8PM Traditional Agile Hybrid Training Coaching Consulting DRILLING DEEPER INTO AGILE 41 DRILLING DEEPER INTO AGILE Similar Taxonomy for Each Methodology Traditional: Graphical WBS Objective DETAILS Few & Broad Agile / Scrum: Structure Product Phase 1 Phase 2 Theme 1 Theme 2 Work Package 1 Work Package 2 Work Package 1 Work Package 2 Epic 1 Epic 2 Epic 3 Epic 4 Activity 1 Activity 2 Activity 3 Story 1 Story 2 Story 3 Task 1 Task 2 Task 3 Many & Specific Task 1 Task 2 Task

22 DRILLING DEEPER INTO AGILE Level 1 - Product: ipad, v1.0, Web Access & Communication Level 2 - Themes: Video Watching Game Playing Music Listening Traveling ing MANY EPICS 1 THEME Level 3 Epics (for ing): Manage Contacts Create Messages Store & Retrieve Messages Attach & Link Content Filter Viruses & Spam 43 DRILLING DEEPER INTO AGILE Level 3 Epics (for ing): Create Messages Manage Contacts 1 EPIC Store & Retrieve Messages Attach & Link Content Filter Viruses & Spam MANY STORIES Level 4 Stories: Create Contact Update Contact Delete Contact Sort Contacts 44 22

23 DRILLING DEEPER INTO AGILE Level 4 Stories: (Prior Slide) ONE STORY Does this remind you of Progressive Elaboration and Rolling Wave Planning? MANY TASKS Level 5 Tasks: Define Fields Define DB Define GUI Check Duplicates Validate Format Import Function 45 DRILLING DEEPER INTO AGILE Priority User Story Descrip.on Size As a: <Stakeholder or Role> I want to: <Requirement or DescripMon> So that: <Reason or JusMficaMon> Acceptance Criteria Given: When: <Specific situamon> <Specific acmon> Then: <Desired result > 46 23

24 DRILLING DEEPER INTO AGILE Priority As a: User User Story Descrip.on Size I want to: Sort my s So that: Given: When: I can find s from specific people Acceptance Criteria I am logged into my account I want to sort my s Then: I can sort them by sender 47 DRILLING DEEPER INTO AGILE Fibonacci Sizing & Planning Poker: 1. The Fibonacci series = 1, 2, 3, 5, 8, 13, 21, 34, 55 Defined by the non-linear recurrence equation: F n = F n-1 + F n-2 2. Process first establishes a midpoint and then the relative size of other items in the group 3. Leverages our physiological wiring because humans are Pattern-based organisms! 1 Knowledge Transfer & Career Sk ills ww w.pm8020.com 2 Knowl edge Tr ansfer & Career S kills 3 Knowledge Transfer & Career S kills om 5 Knowledge Transfer & Career Skills 8 Knowledge Tr ansfer & Career Skills om 13 Knowledge Transfer & Career Skills 21 Knowledge Transfer & Career Skills 34 Kno wledge Transfer & Career Skills 55 Kno wledge Transfer & Career Skills ww w. PM8020.com 48 24

25 DRILLING DEEPER INTO AGILE Test Driven Development PASS TEST; DEFINE NEXT TEST CREATE WELL- DEFINED TEST PASS TEST; DEFINE NEXT TEST TAKE TEST FAIL TEST DO SOMETHING FAIL TEST TAKE TEST ALL TESTS PASSED; DEVELOPMENT STOPS TDD PROCESS FLOW 49 DRILLING DEEPER INTO AGILE Tracking Systems 50 25

26 DRILLING DEEPER INTO AGILE Typical Burndown Report 51 DRILLING DEEPER INTO AGILE Baseline; Planned Value EVM & Burn-up Chart Work Completed Stories Completed Actual Cost Earned Value Stories Completed Earned Value Actual Cost Days 52 26

27 DRILLING DEEPER INTO AGILE Implications for Project Leaders TOTAL PROJECTS BY FRAME 53 GR8PM Traditional Agile Hybrid Training Coaching Consulting THE SIX PHASES OF A PROJECT 1. Enthusiasm 2. Disillusionment 3. Panic 4. Search for the Guilty 5. Punishment of the Innocent. 6. Praise & Honor for the Non-participants

Understanding Agile from a PMP s Perspective!

Understanding Agile from a PMP s Perspective! 1 The claim that Agile is outside the PMBOK Guide has no basis in fact! Fact The PMBOK Guide included Rolling Wave Planning, Progressive Elaboration, and Decomposition