introduction to agile for scottish project and programme managers group

Diogroup Ride the Wave of Change

Agile : A Simple Overview (With Notes Pack)

Presented By Scott Seivwright Agile Coach, Programme Director and Transformation Ronin Twitter : @ScottDIO Tweet #ScotAgPM

Scottish Programme and Project Management Group - SPPMG

Copyright DIOGROUP 2014


Scott Seivwright – Why am I here?

•  I started out in manufacturing I am a huge Deming fan

•  I have been a preAy tradiBonal Project Director, Programme Manager and Project manager using MSP, Prince 2, P30 in major implementaBons

•  Then In delivering business change and transforming services I started developing and transiBoning between Waterfall projects to AGILE delivery. I found it more Deming than some of the pracBce that I saw in bad projects

•  I was amazed at the benefits! So I started focusing on that transformaBon work in radically improving how organisaBons align to deliver soTware and value.



Introduction

•  ExplanaBon of AGILE •  Popular Agile techniques •  Elements of SCRUM Method •  Benefits of AGILE



What is the Agile Manifesto?

Manifesto for Agile So0ware Development We are uncovering beAer ways of developing soTware 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 so0ware over comprehensive documentaBon

Customer collabora:on over contract negoBaBon 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 leT more.



In practice…

•  Deep team collaboraBon and customer focus

•  Frequent deliveries iteraBons/sprints, Bme-‐boxing

•  Embracing and expecBng change •  Empowered, mulB-‐skilled teams •  Low WIP, just in Bme •  MoBvated individuals, trusted to

get the job done •  Focus on simplicity and adequacy

Several different frameworks, methodologies and techniques embrace many or all of the above and are referred to as “Agile”. Each has it’s place… Copyright DIOGROUP 2014


Lean

DSDM Atern Scrum

Extreme Programming (XP) Crystal

FDD/TDD/BDD

Kanban

Agile Unified Process (AUP)

Agile Methods

Three Amigos



Scrum: The flow



Scrum: the Scrum Board



Scrum: Doing Scrum at a Scrum board



Agile Is A Different Way Of Thinking

We believe to embed an agile way of working enterprise-‐wide requires adopBng an agile mind-‐set at all levels, underpinned by a solid transformaBon framework, structure, and Bme.



So Why Go Agile?

•  To adapt to change quicker •  To exploit new technologies •  Reduce defects and bugs •  To develop a beAer user experiences •  To cope with change easily •  Reduce the risk of delivering the wrong thing •  Reduce waste…. •  and save money



More information…

•  If you need help –  Drop me an email

•  [email protected]

–  Happy to have a skype call or a chat •  07877123903

–  Tweet / Follow at •  ScoADio



Additional Stuff (I could not fit in 20mins)



In Summary

•  Agile has real benefits when it is implemented well •  It can be difficult to implement because of culture so you need a transiBon

programme •  It is a mindset that has many tools •  Not all projects should be agile •  You can be creaBve with the tools •  Some methods (and organisaBons giving consultancy) are very dogmaBc •  A pragmaBc “Blending” tools/ideas/approachs can help over come some

of the organisaBonal resistance •  New ways to manage agile and non agile across a poriolio are needed •  Agile needs to be embedded in the eco-‐system of the organisaBons •  Agile is a boardroom responsibility



What is Agile Project Management?

•  Agile project management is much more about leadership than about management.

•  Rather than creaBng a highly detailed plan showing the sequence of all acBviBes the agile project manager works with the customer to layout a common set of understandings from which emergence, adaptaBon and collaboraBon can occur.

•  Many project people are threatened by agile and the loss of control and perceived certainty.

•  Don’t be… the benefits from changes are amazing.



Not all projects should be Agile (My opinion)

Agile methods Plan-‐driven methods Formal Methods

Low CriBcally High criBcally Extreme CriBcally

Experienced Developers New developers Experienced Developers

Requirements change oTen

Requirements do not change oTen

Limited requirements

Small Number of Developers

Large Number of developers

Requirements that can be modeled

Culture that Responds to Change

Culture that Demands order

Extreme Quality

Need to release value quickly to improve finances

Need to work to budget No Financial constraints



Problems with Agile (Areas that Need Work)

•  Agile is great at maximising localisaBon but that can be at odds with the wider Corporate goals

•  Agile is beAer with Product lines that are stable than individual stop start projects.

•  It takes a Bme to build and norm a agile team •  Business don’t understand Agile and like to know up ahead costs, risks and likelihoods

•  PMOs and poriolio people find it hard to track progress



Adopting Agile Can Be Very Political •  Its poliBcal because it is about:-‐ –  giving control way –  StarBng journeys without knowing desBnaBons; only the first way stop

–  Developing trust and pushing through teething problems –  Changing project management, quality, tesBng and release

–  EliminaBng waste and transforming processes –  Talking to each other and sharing dialogue more –  Its about balancing the true needs of the business –  Luring (dragging someBmes) people kicking and screaming out of their, bunkers, silos and ivory towers.



Common Agile Myths (Dogma Battles)

•  Agile doesn't allow documentaBon •  Agile methods do not scale •  Agile means no plan •  Pair programming always results in beAer code •  Agile is a silver bullet soluBon to soTware engineering

problems (There is a silver bullet soluBon) •  Agile doesn't need up front design •  One can learn Agile from a book •  Agile does not need project management



The most popular…

VersionOne, 7th Annual State of Agile Development Survey, 2012



Scrum: On a Page



Scrum: Principles



Going, Going, Gone Agile?

•  Find others start an internal group and talk about it involve customers, testers, directors, developers and other PMs.

•  Get Some training and advice •  Steal like an arBst •  Get a Coach who has done this before •  Establish a plan for establishing a pilot •  Carry out a transiBon to the agile future state •  Run the pilot assess and review.. Adapt •  Expand!



Plug for Calba… •  I have recently associated with Calba and their network of coaches •  Calba is a team of highly experienced agile coaches (I needed a tribe) •  Is on the Government frameworks •  They specialise in change for business and IT •  Calba’s clients are mainly large organisaBons from finance and public sectors •  They are based in Scotland

Agility Agile Coaching

Organisa:onal design

Scaling & Governance

Agile Training

Change Management

Capability Assessments


introduction to agile for scottish project and programme managers group

Leadership & Management