agile scrum for process improvement projects – case study 1 dr. tom sheives chief unstuck officer...
TRANSCRIPT
Agile Scrum for Process Improvement Projects – Case Study
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Dr. Tom SheivesChief Unstuck OfficerUnstuck [email protected]
Yvonne KishAssociateUnstuck [email protected]
Pecha Kucha
• Japanese• 20 Slides, 20 seconds per slide - timed• 6 minute, 40 second presentation• No questions• Agile like – lean and short lived sprints
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Objective of today’s presentation
• Overview of similarities and differences between traditional project management and Agile Scrum– General– Process Improvement Projects
• Case study of process improvement project using Scrum
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Fundamental QuestionsTraditional Project
Management
YesYesYes
Yes
Yes
Agile - Scrum
YesYesYesYes
Yes
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Question
Project FocusedMethodology
Results FocusedRequirements are
vital!Business Value
Fundamental DifferenceTraditional Project
Management
No
Agile - Scrum
Yes
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Question
High Business Value
to Client – Early!No YesChange to product
scope is Encouraged
during project
Planning
Executing
Wheel of FortuneTraditional Project Management - PMI
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Initiating Closing
Monitoring and Controlling
ScopeTraditional PM
• Progressive ElaborationAgile - Scrum
• Product Backlog and Release Planning
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Product Backlog
0.0
1.0 2.0 3.0 4.0
2.22.1
2.2.1 2.2.2
2.2.2.12.2.1.22.2.1.1 2.2.2.2
TimeTraditional PM
• Phases, Gantt ChartsAgile - Scrum
• Sprint 0 – Planning• X Week Long Sprints
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Sprint 0 Sprint 1 Sprint 2 Sprint 3
2-4 week Long Sprints
CostTraditional PM
• Estimated total – top down, bottom up
Agile - Scrum• More focused on business
value and ROI of product features – cultural*
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Highest business value features are “first” in agile – business side must be more flexible with agile
QualityTraditional PM
• Quality planning, assurance, control
Agile - Scrum• Zero defects, test driven
development
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RiskTraditional PM
• Risk planning, risk identification, mitigation – weekly or biweekly monitoring – more strategic
Agile - Scrum• Daily standup identify
barriers and risks – reduction of impediments - tactical
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CommunicationTraditional PM
• Important – not daily to team – status meetings
Agile - Scrum• Daily collaboration – users
and customers • Communication• Collocate is highly preferred
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ProcurementTraditional PM
• Long Lead Items planned forIn procurement planning
Agile - Scrum• Handled outside scrum
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Human ResourcesTraditional PM
• Sponsor, project team members, project manager
Agile - Scrum• Pigs and Chickens, scrum
master
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Pigs Chickens•Some cultures – Agile might be stumbling for them – executives and middle management have to buy in to the“flexibility” and the “less overall total apparent visibility”
IntegrationTraditional PM
• Change can happen anytime
• Requires impact analysis (time, cost, risk, quality)
• Not as nimble
Agile - Scrum• Changes in scope during a
sprint not allowed• Backlog changes between
sprints• Impacts determined between
sprints
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InitiatingTraditional PM
• Project charterAgile - Scrum
• No project charter• Product vision statement• “Stakeholders” are vital –
collaboration is daily• Upfront agreements on
Scrum process are obtained
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PlanningTraditional PM
• WBS, Gantt charts, communication plans, and other plans
Agile - Scrum• Release planning• Sprint planning
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ExecutingTraditional PM
• Many moving parts – not as focused and targeted
Agile - Scrum• Fewer “moving parts” during
execution – simplified approach
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Monitoring and ControllingTraditional PM
• More on a weekly or biweekly basis
Agile - Scrum• Daily Scrum Meetings –
constant “monitoring and controlling”
19Rugby Scrum
ClosingTraditional PM
• Lessons learned – end of phases, end of project
Agile - Scrum• Retrospective end of 2-4 week
long sprints(product and process, burndown,
more attention, velocity)
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How can we increase velocity*next time?
*Number of features or functions points per unit time
Process Improvement ProjectsTraditional PM
• Project Charters• Plan to implement multiple
improvements• Shorter projects• Low hanging fruit
Agile - Scrum• Stay Tuned for next
segment of presentation!
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Dr. Tom Sheives BioTom is a speaker, educator, consultant, author, and coach. His mission is to “Get
Project Teams and Management Teams Unstuck!” Tom’s new book “OPPORTUNITY unstuck!” describes key principles discovered from his recent experience in training over 175 executives in Project Management with the Panama Canal Authority. Tom is also is on the faculty of the University of Texas at Dallas and Embry Riddle Aeronautical University.
Contact Information:Tom Sheives
"Get Projects, Processes and People unstuck!"Chief Unstuck Officer – Unstuck Company
817-465-1318
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Yvonne Kish BioYvonne is as independent software consultant and trainer mainly working with The
Westfall Team and she is also an associate of The Unstuck Company. Her main focus area is Software Quality Assurance and Test Management, Process Definition and Improvement, Audits and Assessments, Tools Engineering and Test Automation, Software Configuration Management, Training and Consulting.
Contact Information:Yvonne Kish
"Get Projects, Processes and People unstuck!"Associate – Unstuck Companywww.unstuckcompany.com
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