(pprojektura) pmi agile for corporation

AGILE CORPORATION: MISSION IMPOSSIBLE?

Ratko Mutavdžić, PMP, PROJEKTURA

PODSJETNIK!

214.11.2013.

HVALA SPONZORIMA

314.11.2013.

SADRŽAJ

uvod

zaplet

rasplet

pogovor

zaključak

pitanja i odgovori

414.11.2013.

FEW ASSUMPTIONSjust to be in the same book, if not on the same page...

so, if we all nod our heads... we can continue...

• you know what the agile methodology is all about• you know what the plan driven methodology is all about• you think that agile works way better than plan driven• you still have hard time to explain to your boss that you should

move everything to agile and drop that money sucking, morale destroying, never under control thing that people are calling „project management”

note: if most of the people nod their heads, it is safe to continue...

IF YOU THINK YOU ARE NOT USING AGILE...like, you heard about the thing but you think that you are not ready...

does this look’s like your current plan?

note: read more about Parkinsons Law: „work expand so as to fill the time available for its completion”

1. Requirements Analysis2. Functional Design3. Technical Design4. Product Development5. System Integration6. Quality Testing7. User Acceptance Testing8. Deployment

project timeline (initial)

all good plans start this way. we are safeguarding against uncertanities and risk events

THINK AGAIN.actually you are on a good track to recognize most of your projects

the plan after the meeting with the customer

note: there are some good movies filmed on this topic

1. Requirements Analysis2. Functional Design3. Technical Design4. Product Development5. System Integration6. Quality Testing7. User Acceptance Testing8. Deployment

project timeline (crushed number of times)

scope same (will increase later), same resources, less time, less money

WELCOME TO CORPORATIONthere ‘s no right to free speech in the workplace

why beign too smart in not too smart„human resources is not rhere to help you, but to protect the company from you”

• standard elements and barriers to overcome:• resistance to collaboration internally and externally• waterfall culture, not only in project management• low-trust environment • unwillingness to change• rigid management hierarchy

note: for more info, read a book „Corporate Confidential: 50 secrets your company does not want you to know”

now, you ask a agile guy to give you an estimate...

… and his manager needs some concrete numbers…

WHAT CORPORATION WANTS FROM AGILEyou know what I am talking about

to understand the business benefits of agileregardless of investment, leadership and time needed

• to understand where is ROI• to understand how you going to be faster and more predictable• to understand how they can be more responsive to market• to understand how to enable strategic flexibility• to understand how to achieve shorter dev cycles and better quality• to understand how to improve team morale

www.agilemanifesto.org

AGILE IS DESIGNED TO DEAL WITH...some really nasty laws and lemma’s

agile is here to <insert_logical_reason_here>

• software projects are not predictable: specifications will never be fully understood (Ziv’s Law)

• requirements uncertainty makes scope an inadequate starting point: the user will never know what they want until after the production (Humphrey’s Law)

• the stakeholders will change requirements, change direction, or stop the project at any time: the interactive system can never be fully specified nor it can be fully tested (Wegner’s Lemma)

note: also good ones: Parkinson’s Law, Murphy’s Law, Segal’s Law (two watch, no clue of right time thing)

LOOK AT THE MANIFESTOyou know what I am talking about...

this is not the great way to introduce the concept to the board

we are confusing CXO’s even if we can do a great job in a first place

• we are uncovering better ways of developing software by doing it and helping others do it:

• individuals and interations over processes and tools• working software over comprehensive documentation• customer collaboration over contract negotiation• responding to change over following a plan

note: www.agilemanifesto.org

WHY AGILE WORKS?there are some theories that you want to read through

humanistic, goal directed approach that utilize people’s ability to manage complexity

• Theory of Constraints and Lean Thinking• Complex adaptive systems: the science of uncertainty• Cognitive science: the nature of human decision making• Evolutionary psychology & Anthropology: the origins of social

interaction & its nature

note: your manager will be lost, but at least you know why

ISSUES WITH AGILEyou know what I am talking about

agile is great for software development, but...regardless of investment, leadership and time needed

• to manage large-scale programs with highly dependant, sequential components (infrastructure, facilites)

• to manage concurrent projects: status, backlog, decisions, risks (overall picture)

• to manage multi-vendor environment with no agile experience• to manage context-switching due to allocation of the groups into

small teams• to introduce organizational transformation and cultural

changes?

www.agilemanifesto.org

plan driven, waterfall, used to be your best friend...

ISSUES WITH WATERFALLTRUE stories why we have issues with waterfall

but that can happen to any methodology .../

• SERIALIZED PROCESS: longer time to market; devs isolated from customer needs

• PLANNING FAR IN ADVANCE: plans no longer march reality by the implementation time

• LACK OF VISIBILITY INTO RATE OF PROGRESS: teams don’t realize they’re behind schedule until too late; features slashed very late to compensate

• LONG TIME TO PROJECT COMPLETION: customers get acccess infrequently

• PROJECTS FALL BEHIND THE SCHEDULE: project miss market window

note: this is very seriously noted at ALM 2012 Conference in Seattle

WHEN TO USE AGILE AND WHEN PLAN DRIVEN10.000 ft view on the difference, and I am not saying this is guideline

beware: plan driven can also be „half-agile” :)for example at planning we use „Progressive Elaboration” and „Rolling Wave Planning”

source: „Balancing Agility and Discipline”, Boehm & Turner

• AGILE• low criticality• senior developers• requirements change often• small number of developers• culture that thrives on chaos

• PLAN-DRIVEN• high criticality• junior developers• requirements don’t change

often• large number of developers• culture that demands order

WATERFALL vs. AGILEI LOOOOVE those comparisons... like the following: „waterfall projects rarely deliver according to a plan”

let me tell you a secret...people at „plan-driven” methodologies also want to succeed at project delivery

• occassional „customer” involvement VS. frequent „customer” involvement

• potentially large team size VS. teams of 3-9 people• resistant to change VS. change is expected• requirements docs VS. just-in-time, informal requirements• task are assigned VS. assigned task are a bottleneck• multiple phases, eventual delivery VS. working software each

Sprint/Iteration• contract says what we build, deliver VS. contract is a lot closer

to T&E

note: this is very seriously noted at ALM 2012 Conference in Seattle

so you assemble a team to implement the agile

STILL THE SAME OLD QUESTIONSbut with different approach...

„when the project will be done? how much it will cost? what will be delivered? what are the risks?”

note: there are some additional questions, but you already know them...

AGILE• Deliver working product in short

cycles• Keep the evolving product highly

visible• Inspect outcomes frequently • Change our product or processes

as we learn more to ensure acceptable outcomes

• Do less work that will change

APPROACH• Focus less on predictive up

front planning• Focus more on delivering

value• Focus more on collaboration

with the business• Focus more on engaging the

team

MAPPING PMI KA vs. AGILEi mean, not really, but to external people, it might look like that we did exactly that...

agile is „numbers and charts” like any other methodology

note: we are still waiting for a formal adoption of agile in PMI world, regardless of ACP

• PMI KNOWLEDGE AREAS• integration• scope, time, cost• quality• people• communication• risk

• AGILE• manifesto• principles• best practices

PROJECT MANAGEMENT @CORPone can find all forms of mix/match orgchart projects at the corporation

PROJECT MANAGEMENT IS STILL REQUIRED

• Agile must comply with the „Business Management System”

• Agile requires some type of Project Management System tailored to methodology

Note: „Agile & Project Management”, Michael Milch, 2011

Business Management System

PROJECT 2 PROGRAM1PROJECT1

SUBPR 1 SUBPR2 PROJECT3 PROJECT4

AGILE

NONAGILE

ANOTHER VIEW...of functional mapping between PMI processes and agile involvement

plan driven hidden inside the agile :)the process groups are not phases, but rather they are integrated set of processes applied iteratively throughout the project and revised as needed

paper: „Agile Project Management and PMBoK Guide”, PMI Global Congress Proceedings, Michele Sliger, 2008

Planning

Release

Release

Retrospective

Release Planning

Iteration

Iteration

Retrospective

Iteration Planning

Daily Work

Daily Work

Retrospective

PROJECT

RELEASE

ITERATION

INITIATION PLANNING EXECUTING MONTORING AND CONTROL

CLOSING

PROJECT Business case or Feasibility Study

Project kickoff and visioning meetingRelease roadmap planning

Iterative and incremental delivery of working software

Regular review of deliverables, progress and process

Project retrospective

RELEASE Roadmap and release definition

Release planning meeting

Iterative and incremental delivery of working software

Regular review of deliverables, progress and process

Release retrospective

ITERATION Iteration planning meeting

Iteration planning meeting

Work features through to completion (including testing)

Task boards, burndown charts, daily standups, acceptance of completed features

Iteration demo, review and retrospectiveLike the project life cycle, we can map the process groups

to the agile fractal – at the overall project level, at the release level and at the iteration level.

ANOTHER VIEW...of functional mapping between PMI processes and agile involvement

plan driven, plan modified, agile, agile, plan driven

paper: „Utilizing Agile Principles Alongside the PMBOK”, Mike Griffiths, 2004

Initiating

Planning

Executing

Controlling

Closing

USE AS IS• chartering and

identifying perliminary socpe

• explain where you will use agile to stakeholders

• organize workshops, seminars, presentations on agile thinking

USE W/ MODIFICATIONS• move to

iterative planning

• use plan refactoring to keep the pace with the project

• HIGH: switch from task to feature themes

• LOW: use iteration

USE AGILE• develop

iteratively and mitigate technical risks as we progress

• use meaningful metrics (features delivered and project time remaining)

• empower the team

USE AGILE• iterations

review, assist with project steering

• change requests, defects and risks prioritization

• controlling flow, look at the holistic view of the project to maximize the delivery

USE AS IS• closing

processes as defined in PMBoK to be considered

OR, JUST USE PMI – ACP ?big guns understand PMI and PM methodology. can PMI help us here?

this is just a certification: agile certified practitionerbeware, on PMI PMBoK ver 5, January 2013, 616 pages, not too many agile ideas

note: again this is just a cert, one need to implement agile project management @the house

DOMAIN I

DOMAIN II

DOMAIN III

DOMAIN IV

DOMAIN V

DOMAIN VI

VALUE DRIVEN DELIVERY• defining

positive value• incremental

development• avoid potential

downsides• prioritization

STAKEHOLDER ENGAGEMENT• stakeholder

needs• stakeholder

involvement• stakeholder

expectations

BOOSTING TEAM PERFORMANCE PRACTICES• team formation• team

empowerment• team

collaboration• team

commitment

ADAPTIVE PLANNING• levels of

planning• adaptation• estimation• velocity• throughput• cycle time

PROBLEM DETECTION AND RESOLUTION

CONTINOUS IMPROVEMENT

so, how can corporations survive agile? send them to the movies... (or, three movies that they have to see...)

MOVIE No.1: JERRY MAGUIREAGILE is about changing the way people work

you eat elephant one bite at the timethere will be no support for a sudden changes to org practices

• it is not about the tools people use• it is not about sequences or units of work• it will take some time to accept the org change

• people will yell at you „SHOW ME THE MONEY”

• crucial: help team develop best practices, define DONE

note: have some friends help you out

MOVIE No.2: DUDE, WHERE’S MY CAR?PLEASE, explain stakeholders HOW you measure the progress

dont expect that CXO’s will understandthat there are no milestones and project phases on the project

• primary performance indicators on an agile project: backlog size and velocity

• please, explain that to the people in layman’s terms:• Intervals to Complete (Backlog Size/Estimate Per Interval) EQ.

Time• Burndown Chart EQ. Scope Delivery• Integration Management EQ. Steel Threads• Scope Management EQ. Working Software Demonstrations• HR Management EQ. Self Managed Teams• Communication Management EQ. Daily Stand-Ups

layman’s terms of layman’s terms: „describe a issue using words that the average individual can understand”

MOVIE No.3: BACK TO THE FUTUREeven project managers are human, think what would be their role at next agile project

project manager’s next career stepunfortunatelly, some of your team won’t fit agile

• now, it is all about people• most project / sales roadblocks are controlled by people that don’t

see their future implementing your project• can we find the role for good ol’ „corporate people at pmo”?• but in general, can we move people from Gantt chart?

• remember: from authoritarian approach to leading from within

note: you cannot develop company-wide plan to retire all project managers at once

and a book for THE ENDthere is one book that could help you also

this is special edition for leadership developmentexecutives must drive organizational expectations, build teams and set priorities

• and this one enterprise understands. Messages like:• create a continuous process flow to bring problems to the

surface• level out the workload• build a culture of stopping to fix problems, to get quality right

the first time• become a learning organization through relentless reflection

and continous improvement

layman’s terms of layman’s terms: „describe a issue using words that the average individual can understand

no time for: appendix?

MAPPING PMI KA vs. AGILEi mean, not really, but to external people, it might look like that we did exactly that...

Let’s look at PMI KA to see how best practices apply

• PMI KNOWLEDGE AREAS• integration• scope, time, cost• quality• people• communication• risk

• AGILE• manifesto• principles• best practices

Q&Aall the burning issues and questions

BIG THANKS!

PMI INTEGRATION MANAGEMENT

AGILE: integrate early and often and simulate system

• Start very simple and integrate at each defined milestone• Integration is high risk, so dont wait for things to happen• Plan for integration as quickly as possible• Keep momentum with partner by agreeing to frequent integration

with demos• Treat interfaces like contracts, define early and manage change

carefully• Enable teams to work independetly• Cover positive and false tests• Use automation

note: PMI Global Congress North America

PMI SCOPE MANAGEMENT

AGILE: working software demonstrations, embrace change

• “Working software over comprehensive documentation” (Agile Manifesto)

• Require business participation. • Listen for new requirements.• Break-through design and functionality can evolve form these.• “Responding to change over following a plan” (Agile Manifesto)• Expect change and design a process and team’s mindset to adapt

quickly.• Frequent Releases and Short iterations allow for quick reaction to

change.


PMI TIME MANAGEMENT

AGILE: iterations can predict success, estimation accuracy

• Determine team’s velocity• Velocity w/ Product Backlog can determine:

• Project completion date• How project is tracking to goal

• Track and measure team accuracy• Use retrospectives to identify how to improve estimates• Smaller deliverables are easier to estimate• Shorter not longer iterations


PMI COST MANAGEMENT

AGILE: shippable software every iteration

• Business can balance feature richness with Go-To Market opportunity.

• Allow scope (feature richness) to be a variable


TIME$$ /

Resources

SCOPE

PMI QUALITY MANAGEMENT

AGILE: continous integration,

• Auto Build, Deploy, Test• Deployment and validation should happen frequently and be very

inexpensive.• If new features break existing features, team knows right away.


PMI HR MANAGEMENT

AGILE: sustainable pace, self-managed team, retrospectives

• Please call this „Human Capital Management”• Sprints are not anaerobic• The team’s velocity is based on a pace that can be maintained

each iteration.• Staff Retention & Morale• Daily meetings used to identify blocking issues. The team assists.• Rotate the Scrum Master Role amongst team members. No de-

facto leader• Reflect & Learn with each iteration.• Encourage critical and honest feedback.


PMI COMMUNICATION MANAGEMENT

AGILE: daily stand-ups, demos, product backlog review

• 15 min, don’t let them go long!• Review progress and identify blocking issues• Use a ‘parking lot’ for topics that can’t be covered quickly.• Both provide stakeholders great opportunity to track progress and

provide input.• Regularly scheduled demos provide a predictable communication

plan for stakeholders.


PMI RISK MANAGEMENT

AGILE: mitigate risks as early as possible

• Use SPIKE to uncover unknown items• Integrate early & often• Get feedback from stakeholders as quickly as possible


INTROjust a few words about me

so, if we all nod our heads... we can continue...

• Ratko Mutavdzic is founder of PROJEKTURA, consulting company that work with new and emerging technologies and introduce them to the corporate and enterprise environments. Prior to this one, he spent 15 years Microsoft, starting in a consulting practice and then leading several different sales and technology teams.

• He is the author of number of published papers on different aspects of the technology, successful blogs on new technologies and project management, and active contributor in a number of social networks exploring the use and advance of new ways to connect and share innovation and invention.

• He frequently speaks on conferences, meetings, workshops, coffee shops and generally at every place where people like to explore, challenge, investigate, think and innovate.

• Keywords: change, project, program, portfolio, innovation, startup

note: more contact info on a last slide

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