Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Elizabeth Larson

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1 Elizabeth Larson, CBAP, PMP, PMI-PBA, CSM CEO, Watermark Elizabeth Larson

2 1. Myths 2. Where we fit in an Agile/Scrum environment 3. Providing value as organizations adopt Agile

3 PMs/BAs on Agile Project Who are you? o Break into small groups o Introduce yourselves a. Are PMs/BAs needed on Agile projects? b. If so, why and how?

4 Section 1 Agile Myths

5 Which is not described in the Agile Manifesto: 1. Light documentation is valued more than comprehensive documentation. 2. Individuals and interactions are valued more than process and tools. 3. There is value in following a plan on Agile projects

6 We value: Individuals and interactions over process and tools Working software over comprehensive documentation Customer collaboration over contract negotiations Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. 2/2001

7 Customer satisfaction = 1. Customer satisfaction through early and continuous quick delivery of valuable software 2. Welcome changing requirements, even late in development 3. Deliver working Software frequently (weeks rather than months) 4. Business people and developers must work together daily throughout the project. 5. Projects are built around motivated individuals trust them No PM to get the job done 6. The most efficient and effective method of conveying information to and within a development team is face toface conversation. needed Collocation is required

8 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity the art of maximizing the amount of work not done is essential. 11. The best architectures, requirements, and designs emerge from self organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. No BA needed

9 #1 Leadership Styles

10 Command & control is authoritative in nature and uses a topdown approach to leadership Traditional stephenjgill.typepad.com/.../commandandcontrol leadershipvs peoplecentered leadershi... Agile servant leaders

11 #2 Changes Approved requirements are frozen Concrete Project plans don t change 5% to research change requests

12 Test Elicit Each requirement Initiation Model Analysis Design Development Tes tin Implementations gpost implementation Review

13 Project management and business analysis needed!

14 Section 2 Where We Fit in on an Agile/Scrum Project

15 Which is not true about the Agile PM/BA 1. There is no PM role on a Scrum team 1. There is no BA role on a Scrum team 3. The BA is pretty much the same as the PO

16 The 3 Scrum Roles What Are They? What Do They Do? Scrum Master Product Owner Dev Team Business Analyst

17 Business Need Product Vision Business Case Daily Scrum Burndown Burnup charts Product Roadmap Product Increment Product Backlog User Stories (ordered) Prioritization Process Release Plan Estimating Sprint Plan Sprint Planning Review (product) Sprint 1 4 weeks Sprint Retrospective (process) blue artifact green event yellow process

18 Business Need Product Vision Business Case Daily Scrum Burndown Burnup charts Product Roadmap Product Increment Product Backlog User Stories (ordered) Prioritization Process Release Plan Estimating Sprint Backlog Sprint Planning Review (product) Sprint 1 4 weeks Sprint Retrospective (process) blue artifact green event yellow process

19 Where Does Agile Fit In? Initiating Roadmap Estimating Planning Vision Sprint Resource Capacity Executing Complete Sprint Burndown/burnup Monitoring/ Controlling Daily Scrum Review Closing Retrospective Back

20 Where PMs and BAs Are Best Suited What Role in Your Organization? You can t be a PM on Agile I m an Agile PM But I can do PM work! Title vs Role vs the Work

21 PM as Scrum Master Advantages and Disadvantages Roadblock Remover Coach Scrum Master Scrum Practices Delivery Owner

22 PM as Product Owner Advantages and Disadvantages Business decisions Estimation process PO Ordering user stories Product review

23 Do or consult on Business need/case Performance reporting Handling contracts/contractors Coordinating activities Removing impediments Protecting the team Managing risks Handling team conflict Etc. Where Do PMs Fit? Agile PM Doing PM work

24 Consistent practices Create metrics Compliance Inflow of new projects Agile health check Coaching Transitioning to Agile Work with other groups

26 BA as Scrum Master Advantages and Disadvantages Roadblock Remover Coach Scrum Master Scrum Practices Delivery Owner

27 BA As Product Owner Advantages and Disadvantages Business decisions Estimation process PO Ordering user stories Product review

28 Product Owners Need Availability Ability Authority

29 Product Owner Decision Maker Influencer Makes product decisions Helps ensure right decisions Business Analyst

30 Do or consult on Where Do BAs Fit? Part of the team doing BA work Business Need Business Case Recommend prioritization Refine backlog/modeling Facilitate requirements events Product Strategy Product Roadmap User Stories Acceptance criteria UX Testing results Demo & retrospective Business Analyst

32 Section 3 Providing Value As Organizations Adopt Agile

33 Which is not true about Agile adoption 1. Organizational change is considered the biggest impediment to Agile adoption 2. Organizations who prefer a disciplined approach to their projects are better off not adopting Agile 3. Agile works best when there are dedicated development teams

Large projects Scaling Agile Framework Dedicated

34 Strategic Partner/Trusted Advisor Digital transformation Business/project agility Commitment Large projects Scaling Agile Framework Dedicated resources Automated tools Organization change Digital trust

35 Ending Discussion: What s Our Future? 35

36 1. Myths 2. Where we fit in an Agile/Scrum project 3. Providing value as organizations transform So, where do you fit in?

37 Attributions Delivering Happiness: A Path to Profits, Passion, and Purpose, Tony Hsieh, is the gig economy.htm Forbes, 09/09/13, Jason Nazar reasons half of you will befreelancers in 2020/#2cba8a2b6d39, Forbes, Micha Kaufman, 2/28/14 science economic development.html you think you can devops.html mcronin March Avoid Failure by Avoiding a Toolchain that Enables DevOps, David Paul Williams and Thomas E. Murphy, March,, 2016, Gartner Study The Story of the Lost Child: The Neapolitan Quartet, Elena Ferrante, is enterprise devops business case/july 22, scrum says about estimates top 10 industries use big data applications your company isnt good at analytics its not ready for ai?referral=00563&cm_mmc= _ newsletter _ daily_alert _ alert_date&utm_source=newsletter_daily_alert&utm_medium= &utm_campaign=alert_date&spmailingid= &spuserid=mtg5otexodeznjmzs0 &spjobid= &spreportid=mta0mduzodiymqs2 roles of the project management office in scrum pmo

38 futurists predict the year of thesingularity/#.wuwl7wgri2w. It was 2045, but has been predicted downward to 2045 and even as early as 2020 or timelines/predictions of human level ai timelines/ HRB June 7, Nick Harrison & Deborah O Neill need good processes that support analytics. Need these in place before trying to do anything fancy. top 10 industries use big data applications no such thing as big data in hr?referral=00563&cm_mmc= _ newsletter _ daily_alert _ alert_date&utm_source=newsletter_daily_alert&utm_medium= &utm_campaign=alert_date spmailingid= &spuserid=mtg5otexodeznjmzs0&spjobid= &spreportid=m A0MDE1NTQ0NwS2 top 10 industries use big data applications you think you can devops.html ways machine learning hasinfluenced the modern cloud/#683e02c3113a learning.html business case.html thinking vs creative thinking/

39 Q&A Woman Owned Business Going strong for over 26 years Master s Certificates from Auburn University Auburn University

Agile Software Development in a Regulated Environment. Natalie Custer

Agile Software Development in a Regulated Environment Natalie Custer Disclaimer This presentation represents the understanding of the presenter on the topic addressed. It does not in anyway, form or like