At A Glance Project Management Institute Indonesia Chapter

Transcription

1 At A Glance Project Management Institute Indonesia Chapter

2 What is The world biggest non profit organization More than 486,551 members in 210 countries 11 standards for projects across industries and regions 8 Widely Recognized Credentials

3 8 Widely Recognized Credentials PMI-RMP CAPM PMP PgMP PfMP PMI-SP PMI-ACP PMI-PBA

4 Founded 1996 A GLANCE OF PMI INDONESIA CHAPTER 777 members 733 PMP certified 3 branches PMI Indonesia Chapter

5 BOD

6 4 PMI-ACP 2 PMI- 1 PfMP PBA

7 MEMBERS HIP COST Annual Individual Student Retiree $12 9 $32 $65 Fee $15 $10 $15 Good things happen when you get involved with PMI

8 Free webinars, join community of practice FREE Download of PMI Standards Discounts on PMI Credential Exam & Renewal FREE Quality Publications FREE Join PMP Study Group Discover the membership benefits Discounts on chapter events

9 PMI Roadshow PM Workshop Annual Symposium Project Management Challenge Project of the Year Annual Member Gathering Open Membership Meeting PMP Study Group PMP Exam Simulation PMI Goes to Campus CHAPTER PROGRAM

10 2 Days Symposium The more knowledge and expertise you have, the more valuable you are to employers. SYMPOSIUM PROGRAM

11 Networking Dinner Make Connection at Chapter Events Your Network creates your Networth NETWORKI NG PROGRAM Annual Member Gathering

12 PROJECT PMI Indonesia ChapterMANAGEMENT INSTITUTE INDONESIA CHAPTER

13 Agile Project Management Streamline the Development Process Value and Focus on Team Management Hariman Lie, PMP Arif Kusbandono, PMP, PSM I, PMI-ACP

14 Agile willing for change A term used to describe a mindset of values and principles as set forth in the Agile Manifesto. Is agile an approach, a method, a practice, a technique, or a framework? Any or all of these terms could apply depending on the situation. Agile Practice Guide uses the term approach

15 Agile share Lean Concepts: focus on value small batch sizes elimination of waste

16 defined by guided by manifested through Agile (Being vs Doing) Ahmed Sidky

17 State of Agile 71% 25% Everybody Else is Doing It 43% Greater Agility Worldwide More Agile Teams Use of Agile Jumped 71% of organizations report greater agility over the last five years PMI s Pulse of the Profession % of the respondents say that all or almost all of their teams are agile, whereas only 8% reported that in 2016 VersionOne s State of Agile 2018 Agile has jumped 43% in NZ since 2013 survey KPMG s Project Management Survey 2017

18 Charlie Rudd s The Third Wave of Agile 2016 State of Agile

19 State of Agile The PMBOK Guide 6 th Edition and Agile Practice Guide Sep 2017 Release Mar 2018 Exam change This dynamic duo presents solutions for project delivery professionals working in the entire spectrum of approaches from predictive (or waterfall) to cutting edge agile methodologies collaborative effort PMI and Agile Alliance

20 True Motivation to Use Agile Uncertainty, Risk, and Life Cycle Selection A help: question uncertainty In a scale of 1 (agreement) to 10 (no agreement) how would you agree on requirements? Stacey s complexity model (also check out Snowden s Cynefin)

21 Team: Where in (State of) Agile? 8th Annual State of Agile Report 2014

22 The Agile Team: Who Streamline Value ~ 3 to 9 members cross-functional, ideally T-shaped ideally collocated 100% dedicated to team Multitasking slows the progress of the entire team, because team member waste time context switching and or waiting for each other to finished their work, when dedicated, the team has the fastest possible throughput. Common Roles: 1. cross-functional team members 1. DT 2. product owner 2. PO 3. team facilitator 3. SM

23 Team Building & Servant Leadership Listening Coaching vs Controlling Promoting safety, respect and trust Promoting the energy and intelligence of others (for interpersonal, emotional intelligence, and technical skills) directing coaching supporting Toward: Self-Organizing delegating forming storming norming performing meet and learn about the project, formal roles & responsibilities. begins to address project work, technical decisions work together & adjust their work habits & behaviors well-organized unit Tuckman ladder (also check out maturity model referred by Agilists: Dreyfus, Shu Ha Ri)

24 Key Agile Practice (and Project Experiences) Key common agile practice can be describe as follow. 1. Retrospectives 2. Backlog preparation 3. Backlog refinement 4. Daily/Regular Standups 5. Demonstration/Reviews/Inspection 6. Execution/Sprint 7. Planning for Iteration Based Agile

25 Retrospectives Most important practice, because it allow team to learn about, improve, and adapt its processes.

26 Backlog Preparation Ordered list of all the work, can be presented in story form, and might produce a product roadmap to show the anticipated sequence of deliverables over the time.

27 Backlog Refinement Conduct refinement meeting to refine enough stories so team understands what stories are and how large the stories are in relation to each other.

28 Daily/Regular Standups Use standups to commit to each other, uncover problems, and ensure work flows smoothly through the team. What did I complete since the last standup? What am I planning to complete? What are my impediments (or risk or problems)? For flow-based agile approach: What do we need to do advance this piece of work? Is anyone working on anything that is not on the board? What do we need to finish as a team? Are there any bottlenecks or blockers to the flow of work?

29 Demonstration/Reviews Periodically demonstrates and reviews working product/features with Product Owner.

30 Key Pain Points & Resolution Possibilities Unclear purpose, or mission, or requirement or work assignment/progress for the team Use agile chartering and lead confuse team to confidence

31 Key Pain Points & Resolution Possibilities Poor of user experience and inaccurate estimation There will be always the FIRST TIME, seek and become servant leaders.

32 Key Pain Points & Resolution Possibilities Struggle with obstacles, for example: Conflicts Delays Defects or degraded quality Agile values and working agreements Smaller Stories Robust definition of Done Not all obstacle can be resolved by the team/servant leader

33 Appendix

34 References [1] PMI and Agile Alliance, PMBOK Guide Sixth Edition and Agile Practice Guide, September 2017 [2] PMI, Pulse of the Profession : 10 th Global Project Management Survey, February 2018 [3] VersionOne, 12th Annual State of Agile Report, April 2018 [4] KPMG, Project Management Survey 2017, April 2017 [5] Charlie Rudd, Accenture SolutionsIQ, The Third Wave of Agile, March 2016 [6] VersionOne, 8th Annual State of Agile Report, 2014

35 4 Values 12 Principles

36 Value Stream Map Adopted from manufacturing: flow of information & material Review map to find delays, waste, constraints Process cycle efficiency = Total value add time/total cycle time

37 CAPM Credential