LEADING PROJECTS WITH AGILE Emma Sharrock

June 2016

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THE  JOURNEY  CONTINUES...  

ABOUT ME

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THE CHANGING ENVIRONMENT

FROM  Large  projects  

Temporary  project  teams  

Is  the  project  finished?  

Detailed  up-­‐front  requirements  

Detailed  sign-­‐offs  

Individual  effort  

Lengthy  8me  periods  

Top-­‐down  decision  making  

TO  Small  units  of  value  

Long  lived  feature  teams  

When  will  the  customer  see  the  first  piece  of  value?  

‘Just  enough’  to  start  work  

Short  experiments  

CollaboraEon  

Short  8me  boxes  

Accountability  ‘closest  to  the  work’  

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THE AGILE MANIFESTO…

Formalised  by  a  group  of  soEware  development  experts  in  2001…    “We  are  uncovering  be/er  ways  of  developing  so7ware  by  doing  it  and  helping  others  do  it.  Through  this  work  we  have  come  to  value:    

Individuals  and  interac?ons  over  processes  and  tools  Working  soCware  over  comprehensive  documenta?on  Customer  collabora?on  over  contract  nego?a?on  

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  le7  more”  

@emmawhitecat  

THE AGILE MANIFESTO…

Formalised  by  a  group  of  soEware  development  experts  in  2001…    “We  are  uncovering  be/er  ways  of  developing  soCware  by  doing  it  and  helping  others  do  it.  Through  this  work  we  have  come  to  value:    

Individuals  and  interac?ons  over  processes  and  tools  Working  soCware  over  comprehensive  documenta?on  

Customer  collabora?on  over  contract  nego?a?on  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  le7  more”  

WORKING  

OUTCOMES  

Ref:  The  Agile  Contact  Centre,  Nofuentes,  2016  

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AGILE PRINCIPLES Our  highest  priority  is  to  saEsfy  the  customer  through  early  and  con8nuous  delivery  of  valuable  soEware.  

Welcome  changing  requirements,  even  late  in    development.  Agile  processes  harness  change  for  the  customer's  compe88ve  advantage.  

Deliver  working  soWware  frequently,  from  a    couple  of  weeks  to  a  couple  of  months,  with  a  preference  to  the  shorter  Emescale.  

Business  people  and  developers  must  work  together  daily  throughout  the  project.  

Build  projects  around  moEvated  individuals.  Give  them  the  environment  and  support  they  need,  and  trust  them  to  get  the  job  done.  

The  most  efficient  and  effecEve  method  of    conveying  informa8on  to  and  within  a  development    team  is  face-­‐to-­‐face  conversaEon.  

Working  soWware  is  the  primary  measure  of  progress.  

Agile  processes  promote  sustainable  development.    The  sponsors,  developers,  and  users  should  be  able    to  maintain  a  constant  pace  indefinitely.  

ConEnuous  a]enEon  to  technical  excellence    and  good  design  enhances  agility.  

Simplicity-­‐-­‐the  art  of  maximizing  the  amount    of  work  not  done-­‐-­‐is  essenEal.  

The  best  architectures,  requirements,  and  designs    emerge  from  self-­‐organizing  teams.  

At  regular  intervals,  the  team  reflects  on  how    to  become  more  effec8ve,  then  tunes  and  adjusts    its  behaviour  accordingly.  

COMMON MYTHS

•  Agile  =  Scrum  •  Agile  means  we  don’t  have  a  plan  •  Agile  doesn’t  need  Project  Managers  •  Agile  means  no  documenta8on  •  Agile  means  no  tes8ng  (except  in  Produc8on)  •  Agile  means  we  stand  up  all  the  8me*  

8  *  partly  true,  sorry…  

4 CRITICAL TRAITS…

1.  Ability  to  COPE  WITH  AMBIGUITY  and  uncertainty  

2.  A  sense  of  CURIOSITY  

3.  Ability  to  DEVELOP  RELATIONSHIPS  

4.  A  focus  on  TRANSPARENCY  Ref:  The  Heart  of  Agile,  Cockburn,  2016  

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TRANSPARENCY AND TRUST

COLLABORATION  builds  trust  

Agile  tools  &  CEREMONIES  

“OUR  TASKS”  –  shared  accountability  

TALKING  to  each  other  

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DEALING WITH UNCERTAINTY

Have  a  CLEAR  VISION  –  personally  and  professionally  

Become  COMFORTABLE  with  being  uncomfortable  

Develop  CERTAINTY  in  other  areas  of  life  

WEIGH  UP  probabili8es  

‘Let  it  go’  and  just  DELIVER  

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BEING CURIOUS

“If  you’re  not  green  and  growing,    you’re  ripe  and  roKng”  –  Tony  Robbins  

Take  8me  to  reflect   Develop  empathy  

Behavioural  flexibility  Be  curious,  not  angry  

@emmawhitecat  

IT’S ALL ABOUT RELATIONSHIPS!

“The  deeper  your  rela?onships,  the  stronger  

your  leadership”    –  Robin  Sharma  

 TOOLS:  Win/Lose  

Commitment  Chart  Law  of  Distributed  Innova8on  

Small  wins  Know  yourself  

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BRINGING IT ALL TOGETHER

•  What  trait  could  you  focus  on  for  the  next  few  weeks?  

•  What  outcomes  could  you  achieve  as  a  result?  

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KEEP IN TOUCH!

Find  me  on  the  Interwebs:  www.theagileprojectmanager.com.au  emma@theagileprojectmanager.com.au  @emmawhitecat      Buy  the  book  for  you  and  your  friends:  www.theagileprojectmanager.com.au/products  

@emmawhitecat