agile lessons from the new pmbok® -...
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AGILE LESSONS FROM THE NEW PMBOK®
Presented by Eddie Merla, PMI-ACP, PMP
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Agenda
• Summary of Changes
• Agile Concepts
• Five Mindset Shifts
• Agile Methods & Scrum
• Q&A
• Wrap-up
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Summary of Changes
• Project managers should understand the Agile mindset
• Each knowledge area addresses “considerations for Agile/Adaptive environments”
• Common themes• Agile and hybrid methodologies
• Servant leadership
• Agile teams
• Adaptive planning
• Transparent communications
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Top Ranked Causes of Failure
Lack of User Input 12.8%
Incomplete Requirements 12.3
Changing Requirements 11.8
Lack of Executive Support 7.5
Lack of Resources 6.4
Unrealistic Expectations 5.9
Unclear Objectives 5.3
Unrealistic Time Frames 4.3
Planning
Traditional Waterfall Approach
Design
Build
Test/QA
Implement/Go Live
Characteristics:
• Upfront planning
• Organized around
functional processes
• Scope is protected
• Change is tightly
controlled
“Freeze” Points
Time
Agile Conceptual Approach
Project Discovery &
FramingIteration 1 Iteration 2 Iteration N Close
Functional/ReleasableProducts
Functional/ReleasableProducts
Functional/ReleasableProducts
PlanGet to “Done”ReviewReflect
AdaptPlanGet to “Done”ReviewReflect
AdaptPlanGet to “Done”ReviewReflect
The Agile Manifesto
Process and toolsIndividuals and interactions
over
Following a planResponding to change over
Source: www.agilemanifesto.org
Comprehensive documentation
Working [product] over
Contract negotiationCustomer collaboration over
While we value the items on the right, we place more value on the items on the left
✓ Self-organizing teams
✓ Customer integrated into team
✓ No silos!
✓ Daily interactions
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Process and toolsIndividuals and interactions
over
✓ Work in shorter iterations
✓ Focus on business value
✓ Deliver something “shippable” each iteration
✓ Produce working products (not documentation!)
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Comprehensive documentation
Working [product] over
✓ Scope is not a contract, it’s a collaboration
✓ Customer drives stories (requirements)
✓ Customer owns products
✓ Customer drives priorities
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Contract negotiationCustomer collaboration over
✓ Planning is an evolving process, not a one-time event
✓ Scope is represented by an evolving backlog
✓ Agility for change gives the customer business advantage
✓ Iteration approach allows “inspect and adapt”
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Following a planResponding to change over
Change in Waterfall Environment
Duende / ProcessZen 16
PlanPredicted
Future
Eventual Outcome
$
$$$
$$$$
BUILD TEST GO LIVEDESIGN
• Less Product• Higher Budget• Longer Schedule
• Product• Budget• Schedule
• Decisions• Prediction
ChangeWhat assumptions do we usually make here?
Change in the Agile Environment
Project Discovery &
FramingIteration 1 Iteration 2 Iteration N Close
Functional/ReleasableProducts
Functional/ReleasableProducts
Functional/ReleasableProducts
}• Shrinking backlog• Evolves• Includes changes• Stops when ROI is
achieved
What’s Different?
Traditional
• Top-down leadership
• Managed teams
• Project Managers
• Predictive (up-front) planning
• Fixed/Protected scope
• Minimized change
• Formal documentation
• Customer is removed
• Protected completion date
Agile
• Servant leadership
• Self-organizing teams
• Coaches/facilitators
• Rolling wave planning
• Adaptable scope
• Intentional change
• Information radiators
• Customer is included
• Project complete when “done”
Five Mindset Shifts
• Create self-organizing teams
• Lead Agile teams
• Deliver value frequently
• Embrace change
• Become radically transparent
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Create Self-Organizing Teams
Create Self-Organizing Teams
BROAD
DEEP
Ability to work outside of core discipline
Functional
area,
discipline or
specialty
Adapted from:
Kenneth S. Rubin
“Essential Scrum”
T-shaped Skillsets
Lead Agile Teams
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Traditional Agile
Project Manager
Self-Organizing
Servant LeaderFacilitatorCoach
Command & Control
Lead Agile Teams – The Leader’s Role
• Serve the team
• Protect the team
• Remove impediments
• Facilitate the process
• Protect the process
• Facilitate outside interactions
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DSTUF
Deliver Value Frequently
Deliver Value Frequently
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Sprint
ProjectVision
Backlog
SprintPlanning
SprintBacklog
ConductSprint Potentially
ShippableProduct
1 – 4 weeks
Advantages:• Faster delivery• Focus on value• Higher quality• Faster feedback• Learn to adapt
Embrace Change
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Instead of predictive planning based on a fixed scope:
Let the vision drive the scope which will most likely change with each sprint:
Scope- Feature- Feature- …
• Drives schedule & costs• Requires rigid change control
AdjustedBacklog
Work with customer to refine after every sprint
Become Radically Transparent
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Instead of: Make work visible:
Scrum Board
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Stories To Do Doing Validating Done
Sample Burndown Chart
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Become Radically Transparent
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Stand-up Meetings
BriefEffectiveNot for solving problems
or debating issuesThree questions:• What did you do
yesterday?• What will you do today?• What’s in your way?
Where is Agile Most Effective?
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Summary of Scrum
• An Agile process
• Deliver highest business value in the shortest time
• Inspect actual working product frequently and rapidly
• Teams self-organize
• Business sets the priority
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Scrum
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Only 3 Roles in Scrum
Product Owner Team Scrum Master
• Provides the vision• Owns scope• Owns the product• Prioritizes backlog
• Self-organizing• Creates the product• Cross-functional• Estimates & commits
• Servant leader• Facilitates process• Protects team• Owns “blocks”
Scrum
Cancel
Gift wrap
Return
Sprint2-4 weeks
Return
Sprint goal
Sprint backlog
Potentially shippableproduct increment
Productbacklog
CouponsGift wrap
Coupons
Cancel
24 hours
Sprints
• Scrum projects make progress in a series of “sprints”
• Typical duration is 2–4 weeks or a calendar month at most
• Sprints are time-boxed
• A constant duration leads to a better rhythm
• Product is designed, coded, and tested during the sprint
• Each sprint delivers business value
Sequential vs. overlapping development
Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986.
Rather than doing all of one thing at a time...
...Scrum teams do a little of everything all the time
Requirements Design Code Test
No changes during a sprint
• Plan sprint durations around how long you can commit to keeping change out of the sprint
Change
Putting it all together
Image available at www.mountaingoatsoftware.com/scrum
Wrap Up
•Wrap up
•Keepers
Reading Resources
• “Scrum: The Art of Doing Twice the Work in Half the Time” by Jeff Sutherland & J.J. Sutherland (excellent for understanding the “why” for Agile/Scrum)
• “Essential Scrum: A Practical Guide to the Most Popular Agile Process” by Kenneth S. Rubin (great reference for Agile and Scrum)
• “Agile Estimating and Planning” by Mike Cohn (describes the “Agile” approach to estimating & planning)
• The Software Project Manager’s Bridge to Agility by MicheleSliger & Stacia Broderick (good mapping from traditional project management to Agile)
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Contact Information
Eddie Merla, PMI-ACP, PMP
Phone: 713-408-6751
Email: [email protected]
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Services:Project Management: Training (Concepts, Certification, Agile), Augmentation & Consulting