The Agile Puzzle making the pieces fit. Presenter: Jennifer Bleen

Transcription

1 The Agile Puzzle making the pieces fit Presenter: Jennifer Bleen 1

2 Introductions Jennifer Bleen, PMP, PSM Principal Consultant, Cardinal Solutions Group Co-Founder and President, Central Ohio Agile Association PMI Chapter Engagement Representative, PMI Agile CoP 2

3 Session Objectives Define what is Agile Understand impacts of Agile on balancing project constraints: Scope, Schedule, Budget, and Resources Learn common Agile practices and tools related to PMBOK process groups: Initiate, Planning, Executing, Monitoring and Controlling, as well as Closing Identify the steps to get started with Agile Determine if your ready for PMI s Agile Practitioner Certification 3

4 Why are you in this session? Learn about Agile Learn how Agile fits in the PMBOK Learn about PMI s Agile Practitioner Certification 4

5 How effective are your current processes and practices? Not Very

6 How familiar are you with Agile? Very Not 1 6

7 Where are you now? We know what to do and we aren t doing it Learning and improving This hurts. Help 7

8 What is a Project? A temporary endeavor undertaken to create a unique product, service or result. (PMI PMBOK Fourth Edition) 8

9 What is Project Management? Application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. (PMI PMBOK Fourth Edition) Initiating Project Management 9

10 What is Agile? Agile is a Movement Represented by Methods & Frameworks Comprised of a set of Development & Engineering Practices Agile is NOT a complete methodology or full Software Development Lifecycle (SDLC) 10

11 Manifesto for Agile Software Development 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 processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation 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. 11

12 People Over Processes and Tools People Create Project People Make Mistakes People Exercise Intellect Peopl le People Forget People Turn Ideas into Software People Imprecisely Estimate People Need Processes and Tools to be Successful! A Project Needs all Three! 12

13 Working Software over Documentation Documents aren t Working Software Documents capture Thoughts and Ideas Documents quickly become outdated Documents used for Training Documents cost Money to produce Documents used for Compliance Regulations Documentation is needed when it provides value, working software provides greatest value 13

14 Responding to Change What does your Organization Value? Value Continuity and Conformance Tend to Control Change Value High Customer Satisfaction Tend to React to Change Change is inevitable - except from a vending machine. ~Robert C. Gallagher 14

15 Types of Agile Methods and Practices ASD- Adaptive Software Development AGILE AUP- Agile Unified Process Crystal Methods DSDM- Dynamic System Development Method XP FDD- Feature Driven Development LD- Lean Development Scrum Scrum XP- Extreme Programming 15

16 Kanban compared to Scrum Attribute Kanban Scrum Visual board Yes Yes User Stories Yes Yes Daily Stand ups Queue focus Person focus Time box Not required Yes Change Control Mechanism WIP Commitment Estimating Not required Yes Key Metric Lead Time Velocity Note: The two can be combined to compliment each other within a team and project 16

17 Agile Culture Story Cards Stand ups CI Pairing Sprint 12 Agile Principles TDD Cutting a few branches off the tree provides you with DEAD branches. The ability to grow and learn has been lost. 17

18 Servant Leadership Self Organizing Teams Vs. Self Governing Teams Self Organizing means work distributed by team consensus Team works within constraints Servant Leader Participatory, remove impediments, perform supporting tasks A Servant to team first, a Leader second 18

19 Servant Leadership Human Knot Game What differences did you notice between Activity 1 and Activity 2? Managers? Team members? Did you feel any different during activity Activity1 versus Activity 2? Managers? Team members? Do you see any patterns similar to your work environment today? What type of leadership do you have at work today? 19

20 PMBOK and Agile Initiate, Planning, Executing, Monitoring and Controlling, Closing PMBOK WHAT HOW AGILE Product Backlogs, Story Walls, Burn Up/Down Charts, Feature Lists, T-shirt Sizes, Story Points, Metaphors, Co-Location, Planning Game, Release Planning, Iteration/Sprint Planning, Daily Scrums/Stand-ups, Acceptance Criteria, Test Driven Development, Continuous Integration, WIP, Servant Leadership, Time Boxes, Refactoring, Pair Programming 20

21 Initiate Process Group Consists of those processes performed to define a new project or new phase of an existing project by obtaining authorization to start a project or phase. (PMI PMBOK Fourth Edition) Lean: Project Charter Two Main Activities: Project Charter Identify Stakeholders Initiate 21

22 Initiate Process Group Types Agile Initiate Activities: Project Charter ROI Justification Funding Team Identification Feature Backlog Release Plan Project Vision 22

23 Planning Process Group Consists of those processes performed to establish the total scope of the effort, define the objectives, and develop the course of action required to attain those objectives. (PMI PMBOK Fourth Edition) Examples of Activities: Define Scope, Develop Schedule, Determine Budget, Plan Quality, Plan Resources, Plan Communications, Identify Risks, Plan Procurements, Develop PM Plan 23

24 Planning Process Group Triple Constraint Paradigm Shift for PMs: 24

25 Planning Process Group The Cone of Uncertainty Estimate Accuracy Estimate Variability T-Shirt Points Hours Theme Epic Story Task High Risk Time Low Risk 25

26 Planning Process Group Estimating Agile Projects Goal is predictability Less accuracy but greater precision 26

27 Planning Process Group Planning Poker Exercise XS S SM M ML L XL Too large to estimate 1. How easy was it to come to an estimate using planning poker? What was variability between teams? 2. How easy was it to come to an estimate using grams? What was variability between teams? 3. How would you plan for the variance in each scenario? 27

28 Planning Process Group Resource Management Paradigm Shift: Traditional Approach: Create Team of Resources for Project: Agile Approach: Bring Project to Team of People! Project Project 28

29 Planning Process Group How long does it take to write a name? Estimate 1 Name: 4 Sec 5 Names: 20 Sec name-- game 29

30 Planning Process Group Multi-tasking Working on too many tasks can lead to greater inefficiencies. 30

31 Planning Process Group Examples of Agile Planning Methods: FDD: Define Feature Teams Many Techniques and Books exist on How to Plan Agile Projects Planning 31

32 Executing Process Group Consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications. (PMI PMBOK Fourth Edition) Scrum: Sprints, Daily Scrum Examples of Activities: Manage Execution Perform QA Acquire & Develop Team Distribute Information Manage Stakeholders Conduct Procurement Executing 32

33 Executing Process Group Existential Overhead Time spent thinking about undone work No such thing as out of sight out of mind Limit your WIP (Work in Progress) 33

34 Monitoring and Controlling Process Group Consists of those processes required to track, review, and regulate the progress and performance of the project. (PMI PMBOK Fourth Edition) FDD: Inspections, Feature Milestone Reports Increase Transparency Examples of Activities: Perform Change Control Verify Scope Control Scope & Schedule Control Costs Perform Quality Control Report Performance Monitoring and Controlling 34

35 Monitoring and Controlling Process Group Image from en.wikipedia.org Image from nearinfinity.com 35

36 Closing Process Group Consists of those processes performed to finalize all activities across all Process Groups to formally close the project or phase. (PMI PMBOK Fourth Edition) FDD: Regular Builds Examples of Activities: Admin Closure Final Transition Closing 36

37 Closing Process Group Retrospectives What worked well? What are some opportunities to improve? What does the team commit to improving next time? Use SMART Goal setting Specific Measurable Attainable Realistic/Relevant Timely 37

38 Is Agile the Right Method? It Depends The Stacey Diagram by Ralph Stacey 38

39 Making the Pieces Fit PM Works with Team to Define Best Methods, Processes, Tools and Techniques to use on Project Planning Game, IPM Definition of Done, Sprint Burn Down, Feature Milestones Project Charter, Feature List Retrospective, Post Mortem Co-Location, Daily Stand-Ups, TDD 39

40 The Ultimate Question In the end, agility is simply a measure of software development. How agile is yours? Not very, taking years to respond to change? Very, responding in hours or days? Your software development lives somewhere on the continuum already. You don t get to pick agile or not agile. The question is, is your agility enough for your organization and if not, what are you going to do about it? Kent Beck October

41 Becoming Agile in the Real World Incremental evolution toward greater agility STEP 8 Rollout to Enterprise STEP 7 Adjust Processes STEP 1 Assess current agility STEP 2 Identify Opportunities Cycle of Continuous Improvement STEP 6 Pilot the Process STEP 5 Management Sponsorship STEP 3 Integrate Processes STEP4 Enterprise Processes 41

42 Agility Maturity Model Level Innovative Collaborative Neutral Chaotic Regressive Delivery Behavior Communication between IT and business is always transparent and fruitful Solutions are regularly ahead of the competitive curve Value is clearly measured and met on all projects Technology delivers competitive advantage regularly Communication with business is fluid and productive Value is easy to measure and consistently applied to project prioritization Technology delivers value with or ahead of competition People are empowered to apply learning on a daily basis Communication stays on common ground Some measure of cost applied to priority, but not value Technology solutions react to competition and follow the leaders Organizational learning is slow, unplanned, and poorly leveraged Responsive at the expense of consistency and quality Design is whatever works Open-ended, vague requirements Absence of measurement and control Things that impede responsiveness: Voluminous requirements documentation Big, up-front design Long, fixed decision windows 42

43 Homework: Identify Opportunities Identify opportunities for improvement How would projects delivered have benefited from more Agility? Set an agility maturity goal for your group Discuss realistic changes Formulate action plans to improve Prioritize the remaining 12 projects by value Determine how you will apply more agility to these 43

44 PMI Agile Practitioner Certification What is the PMI-ACP sm? The PMI-ACP SM validates a practitioner s ability to understand and apply Agile principles and practices on basic projects. The PMI-ACP SM demonstrates that a practitioner can select Agile principles and practices as a project management approach based on the needs and demands of a specific project. 44

45 PMI Agile Practitioner Certification PMI-ACP SM Exam Eligibility: 1 year (2000 hrs) of previous project team experience within 5 years or be a PMP or PgMP. Min of 8 Months (1500 hrs) working on Agile Teams in the last 3 years. 21 contact hours of Agile Project Management related training. Maintain 30 PDUs every 3 years in Agile principles and practices. Note: Agile Practitioner Exam is NOT Agile Project Manager Exam. You need project experience and Agile Team experience. Does not state what role that experience was accumulated. Exam is NOT limited to PMs. 45

46 Recommended Reading Books: Agile Estimating and Planning by Mike Lean Software Development An Agile Cohn Toolkit by Mary and Tom Poppendieck Agile Project Management with Scrum Succeeding with Agile-Software by Ken Schwaber Development Using Scrum by Mike Cohn Agile Software Development Evaluating the Methods for Your The Agile Samurai-How Agile Masters Organization by Alan S. Koch Deliver Great Software by Jonathan Rasmusson Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and The Business Value of Agile Software Project Managers in Transition by Lyssa Method- Maximizing ROI with Just-in- Adkins Time Processes and Documentation by Dr. David F. Rico, Dr. HasanH. Kanban: Successful Evolutionary Sayani, and Dr. Saya Sone Change for Your Technology Business by David Anderson 46

47 Recommended Resources Websites: PMI Agile Community of Practice - Agile Alliance- Agile Leader Network- Ambysoft- Analytical Mind- Extreme Programming- Scrum.org- Scrum Alliance- 47

48 Open Discussion Other Challenges? Other Successes? Other Questions or Discussion Topics? Follow us on Twitter for a chance to win $75! * Drawings done every quarter. Winner will be announced on 48

49 Jennifer Bleen s Contact Information Cardinal Solutions Group jbleen@cardinalsolutions.com Central Ohio Agile Association jbleen@cohaa.org Linked In: 49