Organizational Agility and How To Attain It

Transcription

1 Organizational Agility and How To Attain It

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5 Introduction

6 Course Agenda Why Agile? How Do We Create The Vison And Maintain It? How Can We Use Four Best Practices That Are Applicable Today? What is PMI-ACP Certification And What Can It Do To Improve Your Marketability And Your Organization?

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9 Why Agile?

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11 Why Agile? Agile Principles and Mindset Value-Driven Delivery Stakeholder Engagement Team Performance Adaptive Planning Team Performance Continuous Improvement

12 at Is Agile? Principles and Mindset -Driven Delivery holder Engagement Performance tive Planning Performance nuous Improvement The Agile Manifesto Individuals And Interactions Over Processes And Tools Working Software Over Comprehensive Documentation Customer Collaboration Over Contract Negotiation Responding to Change Over Following A Plan

13 Manifesto ls And Interactions Over And Tools Software Over ensive Documentation Collaboration Over Negotiation ing to Change Over A Plan Knowledge Work Results may be intangible Changing scope is expected Continuous improvement is necessary Autonomy and Innovation Workers are self-managed and coached Work is planned at the last responsible moment with the expectation things will change

14 ork e intangible e is expected provement is Innovation lf-managed and d at the last oment with the ings will change Tools and Techniques Agile Analysis and Design Agile Estimation Communications Interpersonal Skills Metrics Planning, Monitoring, and Adapting Process Improvement Product Quality Risk Management Value-Based Prioritization

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19 Extreme Programming (XP) Scrum Dynamic Systems Development Method (DSDM) Crystal Family Lean Software Development Feature Driven Development (FDD) Adaptive Software Development Kanban

20 PMI-ACP Agile Certification Prep How To Create The Vison And Maintain It

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24 How To Create The Vision and Maintain It!

25 Things to Consider While Creating the Vision If your team or organization is new to Agile it is best to use a proven method of best practices then to try to create a hybrid approach Learn the techniques before throwing a methodology out as not working Higher criticality and weight of method based on team size and project length

26 How To Create The Vision Deliver on Time Collaborate Never Compromise Quality Build Incrementally from Firm Foundations Develop Iteratively Communicate Continuously and Clearly Demonstrate Control

27 Organizational Agility: Maintaining the Vision Implementing Agile on the organizational level must start with an understanding and internalization of agile principles Practicing the steps of a chosen agile methodology until proficient Encouraging others to internalize and practice Agile

28 Satir Model Created by Virginia Satir for change in family dynamics during counseling. Applies to implementing change organizationally. Foreign Element Integration New Status Quo! Status Quo Resistance Chaos! Transforming Ideas Time Performance

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31 What Four Tools Can You Use Today?

32 What Four Tools You Can Use Today? 1. MoSCow 2. Daily Stand-Up /Scrum 3. Kanban Boards 4. User Stories

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34 The MoSCoW Approach The most important features are in the final solution no matter what MUST have this requirement to meet the business needs. SHOULD have this requirement if at all possible, but the project success does not rely on this. COULD have this requirement if it does not affect the fitness of business needs of the project. WON'T represents a requirement that stakeholders have agreed will not be implemented in a given release, but may be considered for the future.

35 Daily Stand-Up/Scrum The Daily Scrum is a 15-minute time-boxed daily event for the Development Team to meet and create a plan for the next 24 hours. Reviewing work done since the last Daily Scrum and forecasting the work that can be done before the next one.

36 Daily Stand-Up/Scrum Improves communications. Eliminates the need for other meetings. Helps identify impediments to progress. Improves upon the Development Team s level of knowledge. A key inspect and adapt meeting.

37 Daily Stand-Up/Scrum The Daily Scrum is held at the same time and place each day to reduce complexity: 1. What did I do yesterday that helped the Development Team meet the Sprint Goal? 2. What will I do today to help the Development Team meet the Sprint Goal? 3. Do I see any impediment that prevent me or the Development Team from meeting the Sprint Goal?

38 Ideal Time Estimates How long will it take if I don t have any distractions at all? A 40 hour work week is ideal time spent on work. Is this realistic? Estimates need to be made based on likely time instead.

39 How Kanban Works Backlog Selected Develop Acceptance Deploy

40 User Stories As a [type of user] I want to [do something] so that I [get a benefit]. Usually written on index cards Represents approximately 1 to 3 days worth of work

41 Analyzing Based on Business Model High Business Value High Business Benefit Development Costs Determines Iterative Feature Priority and Allows For Value-Based Decomposition

42 Decision Delays Implementation decisions and specific product details are pushed out until the last responsible moment in order to: 1. Mitigate risks 2. Adapt to changes and implement based on the most up to date information 3. Determine course-grained requirements until they can become fine-grained.

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45 PMI-ACP Exam What And How Is The It Can PMI-ACP Improve Your Marketability Exam And What Your Organization. Can It Do To Improve Your Marketability And Your Organization?

46 PMI-ACP Exam And How It Can Improve Your Marketability And Your Organization. 1. Being able to tailor your project approach is considered to be the most important new skillset in Project Management 2. There are only 16,000+ certified people today and rapidly rising 3. Some Knowledge Of Agile Practices allows for better implementation organizationally 4. Proper implementation comes from training and from the top down

47 Exam Breakdown by Domain Domain I. Agile Principles and Mindset Approx. # of question 19 II. Value-Driven Delivery 24 III. Stakeholder Engagement 21 IV. Team Performance 19 V. Adaptive Planning 14 VI: Problem Detection and Resolution VII: Continuous Improvement Total 120 (20 questions are pre-test)

48 PMI-ACP Exam Specifics Education Level Hours Of Experience Training Hours Description High school diploma, associate s degree or global equivalent 2,000 hours of general project experience working on teams. A current PMP or PgMP will satisfy this requirement but is not required to apply for the PMI-ACP. 1,500 hours working on agile project teams or with agile methodologies. This requirement is in addition to the 2,000 hours of general project experience. 21 contact hours of training in agile practices Questions How to Maintain Certification The certification exam has 120 multiplechoice questions and you have three hours to complete it. To maintain your PMI-ACP, you must earn 30 professional development units (PDUs) in agile topics every three years. Citation:

49 What Else Can You Pursue? Specifics PMP /CAPM Certification Description 6 th Edition PMBOK Guide includes Agile Agile Practice Guide: Companion Doc 6 th edition PMP Exam Launches March 26 th 6 th edition CAPM Exam Launches May 21 st 6 th Edition Exam Prep Course begins on Monday, January 8 th Transitioning to Agile Project Management Reviews how Waterfall based projects can benefit from Agile approaches or a hybrid of both Building Successful Scrum Teams Working With Kanban Boards An overview of the Scrum framework An interactive workshop on the value of Kanban boards and how to use them Interested? Buy one get all! Check the chat and your for more info

50 Questions Thank You