Attend Learn Grow Taking Your Career to the Next Level. 4th Annual Professional Development Days! May th, 2018

Transcription

1 Attend Learn Grow Taking Your Career to the Next Level 4th Annual Professional Development Days! May th, 2018

2 Our Transition from Waterfall towards Agile Jeff Fearn

3 Why Agile Why Today? Aggressive targets on new product development Limited Agile breakout sessions in previous PD Days PMBok releases Agile direction with v6

4 What is Agile? An ability to create and respond to change in order to succeed in an uncertain and turbulent environment Agile Alliance Agile Manifesto 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan This Agile Manifesto is being adopted by non-software engineering industries, including education and healthcare, but the transition is not easy!

5 The Climb to Agile Summit Think about a Day in the life of a Project Manager, as we apply our skill, knowledge and experience, from one of the PMBok knowledge areas. What does this transition mean to me And then consider the career growth as you imagine a Day in the life of an Agile Practitioner

6 Growth Scope Management We make a significant upfront investment, in a well defined, vetted and controlled list of business, technical and operational requirements. PMBok Plan Scope Collect Rqmts Define Scope Create WBS Validate Scope Control Scope Agile Product Vision Ice Box/Backlog Releases/Themes Epics/Stories Iterations Constant Feedback Product Owner is ultimately accountable for the project scope. We are advocates for a constantly changing backlog with direct and active customer engagement. Product Roadmap General Stories Est. Value Cumulative Flow Product Backlog Sprintable Stories Est. Complexity Definition of Done

7 Growth Schedule Management We build a detailed list of activities, sequenced in support of milestones, with estimates defining our critical path. Product Backlog Releases Sprints Story Points Hours Work begins as soon as there are enough stories on the Product Backlog for the team to start; schedule is fixed and our measuring stick for estimation evolves. Themes Personas Sprint Backlog Burndown Goal Statements Epics User Story Maps Sprint Planning Velocity

8 Growth Stakeholder Management We identify people, groups or organizations that could impact or be impacted by the project. We actively manage the narrative with stakeholders. PMBok Identify Document Assess Influence Manage Expectations Take Action Vision Manage Backlog Expert Product Owner Value Driven Releases Under SCRUM, Stakeholders give decision making to Product Owner. The Product Owner now owns the narrative. We ensure the PO is given the authority by the stakeholder while ensuring the PO is actively engaged with stakeholders. Backlog Grooming Sprint Reviews Demos PIM transparency

9 Growth Resource Management We estimate, source, manage and efficiently utilize the assigned resources, at every point in the project delivery cycle; alignment and execution is highly valued. This is a Culture Shift: Introducing new roles/responsibilities Maturing internal coaching capacity Building a community of practice New training models and programs Step Project Project Project Business Technical Application Initiation Executive Manager Analyst Architect Developers 1 Task 1 C A/R C I I 2 Task 2 A I R C I 3 Task 3 A I R C I 4 Task 4 C A/R I R I Teams are self-managing, multi-skilled and autonomous. We are coaches to a dedicated, multi-skilled team where expertise, collaboration and decisionmaking is highly valued. KANBAN TDD CD Automated Tests SCRUMBAN CI CI

10 Growth Communication Management We implement the process esto communicate and manage the creation, distribution and reporting of all project details. Organizations are promoting team proximity; highly engaging conversations amongst a skilled team, ideally through face-to-face engagement; using a working product, to drive the value discussion. PMBok The 10 Plans Presentations CRs Detailed Document Lessons Learned Team Meetings Agile Product Backlog Backlog Grooming Sprint Planning Daily Standups Sprint Reviews Retrospectives We will coach the organization on Agile frameworks and provide support to the team as they communicate the project information. JIRA SLACK Confluence WebEx TRELLO SCRUM of SCRUMs RealTimeBoards

11 Growth Procurement Management Our procurement process is about mitigating future risk to the business, wrapped up in an MSA, MPSA or SOW; in buy situations, we lean heavily towards fixed price agreements. SOWs with an exhaustive list of requirements in the appendix, are evolving towards a partnership agreement, with a single page of high level epics and an initial view of user stories. Agile expects signed contracts HERE! We help to procure services in terms of sprints or releases; we only invest what is required to get us through to the next releasable product or service. Agile MPSA Agile SOW

12 Coaching Risk Management We plan for all risk conditions prior to the project beginning; whether it be organizational, technical or contractual. PMBok Identify Qualify Quantify Risk Response Review Identify Respond Assess Risk is controlled by choosing highest risk features at the beginning of each sprint, developing and testing early. We coach the team to manage risk by being completely transparent, collaborative in planning with customer involvement. We advocate for Build Early, Watch Often and Continuously Test. Story Priority Defect Priority Team Allocation Team Contribution

13 Growth Quality Management Our quality processes tend to discover defects after the analysis, design and development is completed; Formal quality audits generate detailed change requests while QA generates defects. The Agile process itself is intended to iteratively, test in quality. Source: Oxford Press 2011 We bring a focus to quality with developers and testers working together under a principle of no defects TDD Proactive Thinking Pair Programming Process

14 Growth Management We manage and control the detailed budget, actual vs planned spend and monitor a number of benefit and performance indicators. Current financial processes and systems are not yet at a point to effectively support Agile. Time We support high(er) costs, early in the project lifecycle, driven by rapid development and iterative validation, leading to less rework while delivering higher value requirements, sooner. ing Models SCRUM Boards Cone of Uncertainty

15 Management The Waterfall model is our cornerstone approach on which our the national, provincial and municipal infrastructure and public services. As PMs, we are balancing two conflicting integration philosophies: Follow the defined process vs. be flexible Eliminate variability vs. start with a little Decisions made in their phase vs. be open Avoid change vs. embrace change Feedback in specific cycle vs. cyclical feedback Stay with the plan vs. re-plan regularly Quality tested at end vs. built in from start and many more But the Agile transition is challenging and presents a huge career growth opportunity for our profession; our community needs to help each other with the climb.

16 Thank you and Stay in touch Jeff Fearn, M.PM, M.ED Bell Canada Sr. Project Manager/Network Architect Video Technology Tel: Cell: LinkedIn: