lean & agile project management for large programs & projects dr. david f. rico, pmp, csm twitter:...

Lean & Agile Project Management for Large Programs & Projects Dr. David F. Rico, PMP, CSM Twitter: @dr_david_f_rico Website: http://www.davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Facebook: http://www.facebook.com/profile.php?id=1540017424

Author Background DoD contractor with 28+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large govt projects in U.S., Far/Mid-East, & Europe 2 Published six books & numerous journal articles Adjunct at George Washington, UMUC, & Argosy Agile Program Management & Lean Development Specializes in metrics, models, & cost engineering Six Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000 Cloud Computing, SOA, Web Services, FOSS, etc.

Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling of Agile Project Mgt. EVM for Agile Project Mgt. Summary of Agile Project Mgt. Agenda 3

Todays Whirlwind Environment 4 Overruns Attrition Escalation Runaways Cancellation Global Competition Demanding Customers Organization Downsizing System Complexity Technology Change Vague Requirements Work Life Imbalance

What is Agility? A-gil-i-ty (-'ji-l-t) Property consisting of quickness, lightness, and ease of movement; To be very nimble The ability to create and respond to change in order to profit in a turbulent global business environment The ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift A very fast response to sudden market changes and emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution Maximizing the B USINESS V ALUE with right sized, just- enough, and just-in-time processes and documentation Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley. 5

Values of Agile Project Mgt. 6 People-centric way to create innovative solutions Market-centric model to maximize business value Alternative to large document-based methodologies Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org also known as Customer Collaboration Individuals & Interactions Working Systems Responding to Change Customer Interaction High Performance Teams Iterative Development Adaptability or Flexibility Contract Negotiation Processes & Tools Comprehensive Documentation Following a Plan Agile Methods Values also known as also known as also known as valued more than valued more than valued more than valued more than Agile Methods Principles Traditional Methods Values

Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. Agile Project Management High levels of uncertainty and unpredictability High technology projects Fast paced, highly competitive industries Rapid pace of technological change Research oriented, discovery projects Large fluctuations in project performance Shorter term, performance based RDT&E contracts Achieving high impact product/service effectiveness Highly creative new product development contracts Customer intensive, one off product/service solutions Highly volatile and unstable market conditions High margin, intellectually intensive industries Delivering value at the point of sale Traditional Project Management Predictable situations Low technology projects Stable, slow moving industries Low levels of technological change Repeatable operations Low rates of changing project performance Long term, fixed price production contracts Achieving concise economic efficiency goals Highly administrative contracts Mass production and high volume manufacturing Highly predictable and stable market conditions Low margin industries such as commodities Delivering value at the point of plan 7 On exploratory or research/development projects When fast customer responsiveness is paramount In organizations that are highly innovative & creative When to use Agile Proj. Mgt.

Agile World View Agility has many dimensions other than IT It ranges from leadership to technological agility The focus of this brief is program management agility Agile Leaders Agile Organization Change Agile Acquisition & Contracting Agile Strategic Planning Agile Capability Analysis Agile Program Management Agile Tech. Agile Information Systems Agile Tools Agile Processes & Practices Agile Systems Development Agile Project Management 8

Scrum Project Management Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press. Created by Jeff Sutherland at Easel in 1993 Product backlog comprised of customer needs Barely-sufficient project management framework Initial PlanningSprint Cycle Discovery Session Agile Training Project Discovery Process Discovery Team Discovery Initial Backlog Release Planning Business Case Desired Backlog Hi-Level Estimates Prioritize Backlog Finalize Backlog Product Backlog Prioritized Requirements Sprint Planning Set Sprint Capacity Identify Tasks Estimate Tasks Sprint Review Present Backlog Items Record Feedback Adjust Backlog Daily Scrum Completed Backlog Items Planned Backlog Items Impediments to Progress Sprint Backlog List of Technical Tasks Assigned to a Sprint Potentially Shippable Product Working Operational Software Sprint Select Tasks and Create Tests Create Simple Designs Code and Test Software Units Perform Integration Testing Maintain Daily Burndown Chart Update Sprint Backlog Sprint Retrospective 10

XP Project Management Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley. Created by Kent Beck at Chrysler in 1998 Release plan is comprised of customer needs Lightweight, rigorous near-term planning element Release Planning Exploration Phase Iteration Planning Build a Team Write User Stories Estimate User Stories Split User Stories Spike User Stories Write User Tests Commitment Phase Sort by Value Sort by Risk Set Velocity Choose a Scope Set Iteration Length Develop Release Plan Steering Phase Select Iteration Adjust Velocity Insert New Stories New Release Plan Select Tools Adjust Teams Exploration Phase Analyze Release Plan Identify Iteration Goal Select User Stories Read User Stories Develop Tasks Split Tasks Commitment Phase Accept Tasks Set Individual Velocity Estimate Tasks Analyze Schedules Set Load Factors Balance Tasks Steering Phase Select Partner Write Unit Tests Design and Code Unit/Integration Test User Acceptance Test Record Progress 11

Agile Project Management Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Created by Jim Highsmith at Cutter in 2003 Focus on strategic plans and capability analysis Most holistic agile project management framework Innovation Lifecycle Envision Product Vision Product Architecture Project Objectives Project Community Delivery Approach Speculate Gather Requirements Product Backlog Release Planning Risk Planning Cost Estimation Explore Iteration Management Technical Practices Team Development Team Decisions Collaboration Launch Final Review Final Acceptance Final QA Final Documentation Final Deployment Close Clean Up Open Items Support Material Final Retrospective Final Reports Project Celebration Iterative Delivery Technical Planning Story Analysis Task Development Task Estimation Task Splitting Task Planning Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and Integration Story Deployment Adapt Focus Groups Technical Reviews Team Evaluations Project Reporting Adaptive Action Operational Testing Integration Testing System Testing Operational Testing Usability Testing Acceptance Testing Development, Test, & Evaluation Development Pairing Unit Test Development Simple Designs Coding and Refactoring Unit and Component Testing Continuous 12

Flexible Project Management DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Created by Doug DeCarlo at Cutter in 2004 Focus is on collaboration, scoping, and speed Thinner traditional project management approach VisionateSpeculateInnovateRe-EvaluateDisseminate Collective Vision Select Core Team Sponsors Vision Interview Sponsor Describe Objectives Project Prospectus Business Questions Collective Vision Scope Meeting Future Scenarios Project Skinny Project Boundaries Project Vision Win Conditions Benefit Map Wow Factor Uncertainty Profile Planning Meeting Collective Vision Size Deliverables Map Schedule Choose Life Cycle Requirements IDd Development Tools Risk Planning Post Meeting PM Infrastructure Financial Goals Benefit Plan Partner Agreements Business Questions Go/No-Go Decision Update Prospectus Business Questions Who Needs It? What Will It Take? Can We Get It? Is It Worth It? Project Review Check Performance Check Schedule Check Costs Check Benefits Check Project ROI Go/No-Go Decision Project Changes Re-Direct As-Needed Update Vision Update Stakeholders Re-examine Team Product Launch Acceptance Testing Documentation Support Plan Maintenance Plan Deploy Solution Customer Service Track Benefits Team Rewards Lessons Learned Stabilization Training/Education Utilization Performance Feedback Corrective Action Learning by Doing SCORE Model Architecture Development Construction Testing Time Boxing Trial and Error Collaboration Generate Results Visibility Early Value Fast Failures Update Prospectus Business Questions Modify Questions 13

Adaptive Project Framework Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education. Created by Bob Wysocki for consulting in 2008 Designed to be a generic model for non-IT projects Lightweight traditional project management approach Adaptive Project Framework Scoping Identify Opportunity Develop CoS Write PoS Document Needs Stage Gate 1 Review Planning Identify Project Type Prioritize Constraints Develop WBS Team Formation Stage Gate 2 Review Feasibility Develop Prototype Reprioritize Needs Detailed WBS Estimate Resources Stage Gate 3 Review Checkpoint Analyze Needs Evaluation Solution Estimate Value Determine Success Stage Gate 4 Review Review Finalize Documents Lessons Learned Process Changes Final Report Stage Gate 5 Review Cyclical Product or Service Implementation Cycle Planning Responsibilities Timelines Work Packages Communications Governance Continually improve process, documents, team, architecture, designs, implementation, tests, etc. Stage Gate 3.n Review Cycle Reviews Update Requirements Update Scope Update Schedules Update Plans Inform Stakeholders Daily Meetings Arrange Facilities Prepare Agendas Send Meeting Notices Facilitate Meetings Record Action Items Product or Service Implementation Select Personnel with Needed Skills Identify Detailed Technical Tasks Create Detailed Architectures and Designs Select and Implement Technical Solutions Perform Development and Operational Tests Continuous Improvement 14

Envision Phase Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Determine product vision and project objectives Identifies project community and project team The major output is a Product Vision Box Envision Phase Delivery Approach Self-Organization Strategy Collaboration Strategy Communication Strategy Process Framework Tailoring Practice Selection and Tailoring Project Objectives Project Data Sheet Key Business Objectives Tradeoff Matrix Exploration Factor Requirements Variability Product Architecture Product Skeleton Architecture Hardware Feature Breakdown Software Feature Breakdown Organizational Structure Guiding Principles Project Community Get the Right People Participant Identification Types of Stakeholders List of Stakeholders Customer-Developer Interaction Product Vision Product Vision Box Elevator Test Statement Product Roadmap Product Features Product Vision Document 16

Speculate Phase Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Determine organizational capability/mission needs Identifies feature-sets and system requirements The major output is a System Release Plan Speculate Phase Release Planning Project Startup Activities Assign Stories to Iterations First Feasible Deployment Estimate Feature Velocity Determine Product Scope Risk Planning Risk Identification Risk Analysis Risk Responses Risk Monitoring Risk Control Product Backlog Product Features List Feature Cards Performance Requirements Prioritize Features Feature Breakdown Structure Cost Estimation Establish Estimate Scope Establish Technical Baseline Collect Project Data Size Project Information Prepare Baseline Estimates Gather Requirements Analyze Feasibility Studies Evaluate Marketing Reports Gather Stakeholder Suggestions Examine Competitive Intelligence Collaborate with Customers 17

Explore Phase Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Determine technical iteration objectives/approaches Identifies technical tasks and technical practices The major output is an Operational Element Explore Phase Team Development Focus Team Molding Group into Team Develop Individual Capabilities Coach Customers Orchestrate Team Rhythm Team Decisions Decision Framing Decision Making Decision Retrospection Leadership and Decision Making Set and Delay Decision Making Technical Practices Reduce Technical Debt Simple Design Continuous Integration Ruthless Automated Testing Opportunistic Refactoring Collaboration Pair Programming Daily Standup Meetings Daily Product Team Interaction Stakeholder Coordination Customer Interactions Iteration Management Iteration Planning Estimate Task Size Iteration Length Workload Management Monitoring Iteration Progress 18

Adapt Phase Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Determine the effectiveness of operational elements Identifies customer feedback and corrective actions The major output is a Process Improvement Plan Adapt Phase Team Evaluations Communications Quality Team Cohesiveness Interpersonal Trust Individual Talent and Effort Team Performance/Effectiveness Project Reporting Scope and Quality Status Cost and Schedule Status Risk and Value Status Customer Satisfaction Status Team and Agility Status Technical Reviews Desk Checks/Individual Reviews Structured Walkthroughs Formal Software Inspections Quality Assurance Audits Configuration Management Audits Adaptive Action Release Plan Adaptations Iteration Plan Adaptations Feature Set Adaptations User Story Adaptations Task Plan Adaptations Customer Focus Groups Requirements Reviews Preliminary Design Reviews Critical Design Reviews Product Demonstration Reviews Acceptance Testing Reviews 19

Close Phase Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Determine project outcome and effectiveness Identifies strengths, weaknesses, and rewards The major output is a Lessons-Learned Report Close Phase Support Material Finalize Documentation Finalize Production Material Finalize Manufacturing Material Finalize Customer Documentation Finalize Maintenance Information Final Reports End-of-Project Reports Administrative Reports Release Notes Financial Reports Facilities Reports Final Retrospective Process Performance Assessment Internal Product Assessment External Product Assessment Team Performance Assessment Project Performance Assessment Project Celebration Individual Rewards Group Rewards Partner Rewards Managerial Rewards Product Rewards Clean Up Open Items Close Open Action Items Close Open Change Requests Close Open Problem Reports Close Open Defect Reports Close Open Project Issues 20

Multi-Level Teams Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Enables projects to plan for the future and present Decomposes capabilities into implementable pieces Unclogs the drainpipes to let the execution flow freely Multi-Level Teams Product Management Team Chief Product Manager Chief Architect Product Development Manager Release Management Team members (1-2 per release team) Release Management Team Feature Team Release Management Team Product Manager Project Manager Chief Architect Feature team members (1-2 per feature team) Feature Teams Product Specialist (and owner) Iteration Manager Technical and product Members Development team members (1-2 per development team) 22

Multi-Level Planning Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Enables multiple level enterprise plans to co-exist Allows stakeholders to build viewpoint-specific plans Ensures capabilities are delivered at regular intervals Multi-Level Planning Product Roadmap Enterprise architecture needs Capability focused Vision, objectives, and backlog 18to36weeks Release Plan Iteration Plan Release Plan Subsystem architecture Feature set focused Strategy, objectives, and backlog 6to12weeks Iteration Plan Component-level architecture User story focused Implementation plan, objectives, and backlog 2to4weeks 23

Multi-Level Backlog Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Enables multiple levels of abstraction to co-exist Allows customers and developers to communicate Makes optimum use of peoples time and resources Multi-Level Backlog CapabilitiesCapability Mission goal or objective level High-level business or product function Also called an Epic, i.e., multiple feature sets Comprises18-90days worth of work Feature Set Cross-functional mission threads Related user stories that are grouped together Also called a Theme, i.e., implemented as an entity Comprises6to30days worth of work User Story Functional, system-level requirements Simple requirement written by customer or user A small unit of functionality having business value Comprises2to10days worth of work Capability 1 2 3 Feature Sets Feature 1 2 3 User Stories Story1 4 7 2 5 8 3 6 9 24

Multi-Level Coordination Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Enables lean and agile methods to scale-up Allows enterprises to create large-scale programs Unleashes optimum productivity and overall control Multi-Level Coordination Feature Team Feature Set Team Capability Team Feature Set Team 25

Multi-Level Governance Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Enables enterprises to achieve functional needs Allows programs to coordinate functional activities Ensures optimal technical performance is achieved Multi-Level Governance Feature Team Functional Team Governing Team Functional Team RTS R R R R R R R R R T T T T T T T T T S S S S S S S S S Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D Q I R T A S C D MMM MM MMM M MMM MMM MMM MMM MMM MMM 26

Burndown Rawsthorne, D. (2009). Agile metrics. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA. Most basic tracking chart for agile projects Tracks number of work or time units completed Commonly used to track no. story points completed 28 Burndown Chart Work (Story, Point, Task) or Effort (Week, Day, Hour) Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)

Cumulative Flow Anderson, D. J. (2004). Agile management for software engineering: Applying the theory of constraints for business results. Upper Saddle River, NJ: Pearson Education. Advanced form of cumulative workflow Tracks planned vs. finished work or time units Linear progression with good project performance 29 Work (Story, Point, Task) or Effort (Week, Day, Hour) Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day) Cumulative Flow Diagram

Agile EVM Adaptation of EVM for agile projects Mapping between traditional and agile projects Work completed is more authoritative in agile projects 30 Sulaiman, T., Barton, B., & Blackburn, T. (2006). Agile EVM: Earned value management in scrum projects. Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 7-16. Agile EVM Chart CPI SPI PPC APC Work (Story, Point, Task) or Effort (Week, Day, Hour) Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)

Earned Business Value Rawsthorne, D. (2010). Monitoring scrum projects with agile evm and earned business value metrics. Brisbane, CA: Collab.Net. ROI is estimated for user stories in agile projects Value accrues with each completed user story Value of completed tasks is more meaningful 31 Earned Business Value Work (Story, Point, Task) or Effort (Week, Day, Hour) Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)

Case Studies 70% of worldwide IT projects use agile methods Includes highly-regulated industries like U.S. DoD Even split between top-down and bottom-up adoption 33 Industry Shrink Wrapped Electronic Commerce Health Care Law Enforcement Org 20 teams 140 people 5 countries Size 15 teams 90 people Collocated 4 teams 20 people Collocated 10 teams 50 people Collocated 3 teams 12 people Collocated U.S. DoD Primavera Google Stratcom FBI FDA Project Primavera Adwords SKIweb Sentinel m2000 Purpose Project Management Advertising Knowledge Management Case File Workflow Blood Analysis 1,838 User Stories 6,250 Function Points 500,000 Lines of Code Metrics 26,809 User Stories 91,146 Function Points 7,291,666 Lines of Code 1,659 User Stories 5,640 Function Points 451,235 Lines of Code 3,947 User Stories 13,419 Function Points 1,073,529 Lines of Code 390 User Stories 1,324 Function Points 105,958 Lines of Code Rico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean Enterprise Software and Systems, Helsinki, Finland, 37-43.

Leadership Considerations Agile management is delegated to the lowest level There remain key leadership roles & responsibilities Communication, coaching, & facilitation are key ones 34 Customer Communication Product Visioning Distribution Strategy Team Development Standards & Practices Telecom Infrastructure Development Tools High Context Meetings Coordination Meetings F2F Communications Performance Management Facilitate selection of methods for obtaining and maintaining executive commitment, project resources, corporate communications, and customer interaction Facilitate selection of methods for communicating product purpose, goals, objectives, mission, vision, business value, scope, performance, budget, assumptions, constraints, etc. Facilitate selection of virtual team distribution strategy to satisfy project goals and objectives Facilitate selection of methods for training, coaching, mentoring, and other team building approaches Facilitate selection of project management and technical practices, conventions, roles, responsibilities, and performance measures Facilitate selection of high bandwidth telecommunication products and services Facilitate selection of agile project management tools and interactive development environment Facilitate selection of high context agile project management and development meetings Facilitate selection of meetings and forums for regular communications between site coordinators Facilitate selection of methods for maximizing periodic face to face interactions and collaboration Facilities selection of methods for process improvement, problem resolution, conflict management, team recognition, product performance, and customer satisfaction Rico, D. F. (2010). The paradox of agile project management and virtual teams. Fairfax, VA: Gantthead.Com.

Advanced Agile Measures Agile Methods are a fundamentally new paradigm Agile Methods are not lighter Traditional Methods They should not be viewed through a traditional lens Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing. Customer Collaboration Working Software Individuals & Interactions Responding to Change valued more than valued more than valued more than valued more than Agile Metrics Traditional Metrics Contracts Documentation Processes Project Plans Interaction frequency Comm. quality Relationship strength Customer trust Customer loyalty Customer satisfaction Team competence Team motivation Team cooperation Team trust Team cohesion Team communications Iteration size Iteration length Iteration number Operational builds Operational releases Verified/Validated releases Org. flexibility Mgt. flexibility Individual flexibility Process flexibility Design flexibility Technology flexibility Contract compliance Contract deliverables Contract change orders Lifecycle compliance Process Maturity Level Regulatory compliance Document deliveries Document comments Document compliance Cost Compliance Scope Compliance Schedule Compliance 35

Organizational Change Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House. Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill. Change, no matter how small or large, is difficult Smaller focused changes help to cross the chasm Shrinking, simplifying, and motivation are key factors 36 How to Cross the Chasm Switch How to Change Things When Change is HardInfluencer The Power to Change Anything Direct the Rider Follow the bright spots - Clone what works Script the critical moves - Use prescriptive behaviors Point to the destination - Focus on the end game Motivate the Elephant Find the feeling - Appeal to emotion Shrink the change - Use incremental change Grow your people - Invest in training and education Shape the Path Tweak the environment - Simplify the change Build habits - Create simple recipes for action Rally the herd - Get everyone involved Make the Undesirable Desirable Create new experiences - Make it interesting Create new motives - Appeal to sensibility Surpass your Limits Perfect complex skills - Establish milestones Build emotional skills - Build maturity and people skills Harness Peer Pressure Recruit public personalities - Involve public figures Recruit influential leaders - Involve recognized figures Find Strength in Numbers Utilize teamwork - Enlist others to help out Enlist the power of social capital - Scale up and out Design Rewards and Demand Accountability Use incentives wisely - Reward vital behaviors Use punishment sparingly - Warn before taking action Change the Environment Make it easy - Simplify the change Make it unavoidable - Build change into daily routine

Contract TypeDescription Agile Contracting Models Rico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com. New contract models emerged for agile contracts Goals, objectives, and visions are established early Buyers and suppliers collaborate throughout contract 37 Dynamic Value Performance Based Target Cost Optional Scope Collaborative Lean Specify initial scope and needs (with iterative enhancements) Establish performance objectives (but not technical solutions) Broad boundaries for time, cost, and quality (but not scope) Set minimum and maximum costs (based on initial scope) Outline initial scope (with fixed no. of releases and iterations) Lean tools such as small batches, Kanban, WIP constraints, etc.

How do Lean & Agile Intersect? 38 Agile is naturally lean and based on small batches Agile directly supports six principles of lean thinking Agile may be converted to a continuous flow system Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press. Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas. Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6). Economic View Decentralization Fast Feedback Control Cadence & Small Batches Manage Queues/ Exploit Variability WIP Constraints & Kanban Flow PrinciplesAgile Values Customer Collaboration Empowered Teams Iterative Delivery Responding to Change Lean Pillars Respect for People Continuous Improvement Customer Value Relationships Customer Pull Continuous Flow Perfection Value Stream Lean Principles Customer relationships, satisfaction, trust, and loyalty Team authority, empowerment, and resources Team identification, cohesion, and communication Lean & Agile Practices Product vision, mission, needs, and capabilities Product scope, constraints, and business value Product objectives, specifications, and performance As is policies, processes, procedures, and instructions To be business processes, flowcharts, and swim lanes Initial workflow analysis, metrication, and optimization Batch size, work in process, and artifact size constraints Cadence, queue size, buffers, slack, and bottlenecks Workflow, test, integration, and deployment automation Roadmaps, releases, iterations, and product priorities Epics, themes, feature sets, features, and user stories Product demonstrations, feedback, and new backlogs Refactor, test driven design, and continuous integration Standups, retrospectives, and process improvements Organization, project, and process adaptability/flexibility

Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Institute. 39 Agility is the evolution of management thought Confluence of traditional and non-traditional ideas Improve performance by over an order-of-magnitude Conclusion The traditional world of project management belongs to yesterday Dont waste your time using traditional project management on 21 st century projects

APM Textbooks 40 Over 15 text books for agile project management Many of them stem from Planning XP by Kent Beck Agile Project Mgt. by Jim Highsmith is most complete Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley. Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press. Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education. DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.

lean & agile project management for large programs & projects dr. david f. rico, pmp, csm twitter:...

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