Debunking Agile Myths

Transcription

1 Debunking Agile Myths Rick Clare CBAP, PMP, CSM, MSPM Solutions Partner 634 Alpha Drive Pittsburgh, PA (888) Fax (412)

2 Presentation Purpose Purpose This presentation will discuss common myths regarding the use of Agile, targeting the facts of implementing Agile in a real world IT environment Topics 1. Agile Review 2. Ten Common Agile Myths 3. Bonus Myth Agile is Easy! PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 2

3 Topic 1: Agile Review Agile: a group of development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration by a self-directed team Agile is an iterative methodology Agile is appropriate for product development and custom build software projects Agile is NOT appropriate for designconstruction projects, but some Agile techniques can be applied PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 3

4 What Agile is and isn t Agile is an iterative project methodology, and can be called a project life cycle methodology Great way to succeed in an uncertain situation it eats change for breakfast! Not a replacement for Waterfall both are needed Not a magic bullet it is probably harder to do Agile correctly! PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 4

5 The Agile Umbrella The Agile umbrella includes many methods including Most People think Scrum Dynamic Systems Development Method (DSDM) Kanban extreme Programming (XP) Feature Driven Development (FDD) PM Centers USA, LLC, 2013 #

6 The Agile Values We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over process and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 6

7 The Scrum Framework 1-4 Week Sprint From PM Centers USA, LLC, 2013 #

8 Three Primary Scrum Roles Business Knowledge Process Knowledge Technology Experts Agile PRODUCT OWNER Sets the Vision and Product Roadmap Manages and Owns Product Backlog Orders by Business Value Determines Acceptance Criteria Communicates SM/Coach Team Process Conscience Organizer/Facilitator Remove Impediments Prepares Team Liaison to Stakeholders Updates Information Radiators Communicates DEVELOPMENT TEAM Cross-functional Self-organizing Estimates the Work Creates a Plan for the Iteration Commits to the Work Demonstrates Working Product for Feedback Communicates PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 8

9 Topic 2: Ten Common Agile Myths 1. Agile is just an excuse to code with no documentation 2. Agile doesn t follow any project processes 3. There is no planning in Agile 4. Agile won t work with distributed teams 5. Agile lacks discipline people do whatever they want 6. Agile causes a lack of accountability 7. A self-organized Agile team does not need to be managed 8. Agile is for software development projects only 9. Agile is not scalable 10. Agile is unsuitable for fixed projects PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 9

10 Myth #1: No Documentaton Myth: Agile is just an excuse to code with no documentation REALITY: Agile teams develop documentation as late as possible and ensures there is an actual need for the documentation (other than requiring it for a checklist) During a project's release cycle, the project team can allocate half an iteration or more to "release hardening" near the end of a release - purpose is to create the necessary documentation to support the project Technical architecture documents, user training guides, operational support materials and code documentation standards are still delivered as part of the project PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 10

11 Myth #2: No Project Processes Myth: Agile doesn t follow any project processes REALITY: Agile offers a lightweight framework for software development, but the project management processes still apply Even on waterfall projects not all processes are used on every project! Common approach is holding an Iteration 0 for planning o o o o o the project can include project processes for Communications Management Risk Management Time Management (Schedule) Human Resource Management Stakeholder Management PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 11

12 Myth #3: No Planning Myth: There is no planning in Agile REALITY: can be more planning in an agile project than in a traditional waterfall software project There are different levels of planning 1. Release plan identifies the high-level requirements and major user stories or deliverables for the release 2. Iteration plan covers the detailed tasks and plans for that iteration (sprint) 3. Daily stand-up meeting, where each team member communicates the tasks they are working on for the day and identifies any roadblocks (example of realtime planning) PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 12

13 1. Product Vision 2. Product Roadmap 3. Release Plan Q1 Release Q2 Release Q3 Release Q4 Release Theme 1 Theme 2 Epic 1 Epic 2 Theme 3a Theme 4 Theme 5 Theme 3b Theme 6 Epic 3 Theme 7 Theme 8 Iteration Iteration Iteration 4. Iteration Plan Iteration Iteration Iteration 5 Levels of Agile Planning 5. Daily Plan iterations PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 13

14 Sprint Meetings Sprints last between 1 week and one month and are timeboxed (constant length) During a Sprint there are planning meetings Monday Tuesday Wednesday Thursday Friday Sprint Planning 2 hours Daily Scrum 15 minutes Daily Scrum 15 minutes Daily Scrum 15 minutes Daily Scrum 15 minutes Story Time 1 hour Sprint Meetings Sprint Review 1/2 hour Retrospective 1 hour PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 14

15 Myth #4: Distributed Teams Myth: Agile won t work with distributed teams REALITY: Virtual team problems are an everywhere thing, not just an Agile thing! Agile does work with distributed teams with the right collaboration tools & team commitment: o Short iterations, regular builds o Use continuous integration to avoid integration headaches o Use wikis for common project info o Use test scripts to understand requirements o Separate teams by functionality, not activity o Expect more documents compared to a co-located team o Check out Martin Fowler s article PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 15

16 Myth #5: Agile Lacks Discipline Myth: Agile lacks discipline people do whatever they want REALITY: Agile teams must have discipline key characteristics needed for success: Focused Self-organizing (often self-managing) Empowered Collaborative Emphasis on quality and continuous improvement PM Centers USA, LLC, 2013 #

17 Myth #6: Lack of Accountability Myth: Agile causes a lack of accountability REALITY: Agile improves accountability PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 17

18 Myth #7: Agile Teams Managed Myth: Self-organized Agile Team does not need to be managed REALITY: Agile Team can be self-managed, but on larger projects there is typically an assigned over-arching Project Manager to manage items such as: Stakeholder communications Risks Overall schedule, budget and project resources PM Centers USA, LLC, 2013 #

19 Managed Agile Team Scenarios Agile Project with External PM/BA Corporate Environment Project Manager Business Analyst Scrum Team Scrum Master If the structured corporate environment needs it, external PMs and BAs could be appointed to work as interfaces to the Agile project PM Centers USA, LLC, 2013 #

20 Managed Agile Team Scenarios Large Project with Multiple Scrum Teams Project Scrum Manager A Scrum of Scrums is conducted for integration Scrum Team #1 Scrum Master Scrum Team #2 Scrum Master Scrum Team #3 Scrum Master PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 20

21 Managed Agile Team Scenarios Mixed Program of Related Waterfall and Agile Projects Scrum Project Scrum Master Waterfall Project Project Manager Scrum Project Scrum Master Program Manager Scrum Project Scrum Master Waterfall Project Project Manager This could be scaled down to a single project with teams PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 21

22 Myth #8: Agile = Software Development Myth: Agile is for software development projects only REALITY: Agile works in situations with: Exploring new business processes or products Evolving requirements Experimental approach to solution Use of new technology Client willing to staff Product Owner role Team works best when managing itself PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 22

23 Myth #9: Agile Not Scalable Myth: Agile is not scalable REALITY: Agile is scalable! Many Teams, many backlogs Many Teams, one backlog PM Centers USA, LLC, 2013 #

24 Scaling Agile Program Management CPO Office Team Project Program Team 1 1 Program Project Team 2 Project Program Team 3 Program Project Team 4 Area Team Area Team Area Team Area Team Scrum Teams Scrum Teams Scrum Teams Scrum Teams Scrum Teams Scrum Teams PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 24

25 Scrum of Scrums An important technique in scaling Scrum to large project teams (multiple development teams working a shared backlog) Allows clusters of teams to discuss their work, focusing especially on areas of overlap and integration Mike Cohn, ScrumAlliance.org article PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 25

26 Myth #10: Agile Fixed Projects Myth: Agile is unsuitable for fixed projects REALITY: Agile can work in a fixed situation Provided the client doesn t have a fixed scope (Agile is all about evolving requirements and scope) Even if the project has a fixed date and fixed resources Agile is NOT a silver bullet, you can t have fixed scope, cost and schedule Cost (People) PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 26

27 Bonus Myth: Agile is Easy! Myth: Agile is easier that Waterfall and can be easily implemented anywhere REALITY: Agile is hard, but very worthwhile! Most successful Agile work is done with older, more experienced people Waterfall actually provides more managerial oversight to help a less experienced team member Things to think about when implementing: How to fit into the existing project process? How to fit into the production change management process? Will there be an easy transition into my corporate culture? PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 27

28 Existing Project Process Projects start long before they are launched Agile only enters the picture when the work starts How will the project be selected? Will the fact that it will be run using Agile be a factor in its selection? How will the project be funded? Agile teams are used to turning on a dime but the corporate Procurement Department is not! How will normal oversight and status information be communicated? Burndown charts are great, but not everyone understands them and they are not enough at the highest levels How can you provide the estimates that are needed before a project launches? What is a Calibration Sprint? PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 28

29 Change Management Process A sprint is usually 1-4 weeks long Agile anticipates that working, tested software will be ready for Production at the end of every sprint How long does it take to move something into Production at your company? What is a Hardening Sprint? PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 29

30 Corporate Culture Many companies are becoming quite fascinated with Agile it promises and can deliver faster and more successful projects Many company executives believe the same myths that we already looked at! Biggest problems: Silver-bullet syndrome Not understanding what self-organizing and selfmanaging means they want to have the benefits of agile but still have the same ability to over-ride the work Inability to provide sufficient business presence PM Centers USA, LLC, 2013 #

31 Conclusion 1. Agile is an iterative framework where requirements and solutions evolve through collaboration by a self-directed team 2. Agile can be implemented in your company just anticipate hard work! 3. Agile works the many myths regarding Agile are really just that - myths PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 31

32 Some Reference Books 1. The Elements of Scrum by Chris Sims & Hillary Louise Johnson 2. Scrum: A breathtakingly Brief and Agile Introduction by Chris Sims & Hillary Louise Johnson 3. Agile Product Management with Scrum by Roman Richler 4. Agile Project Management with Scrum by Ken Schwaber 5. Agile Estimating and Planning by Mike Cohn 6. Agile Project Management by Jim Highsmith 7. Extreme Programming Explained by Kent Beck PM Centers USA, LLC, 2013 # Training@pmcentersusa.com 32

33 Questions? Rick Clare CBAP, PMP, CSM, MSPM PMCentersUSA BA Practice Director Website: Address: Toll Free: PM Centers USA, LLC, 2013 #