LEAN + AGILE PROJECTS IN THE CORPORATE WORLD*Ratko Mutavdžić, PROJEKTURA

*some ideas how you can do it, and some that you should avoid at all cost

WELCOME TO CORPORATIONthere ‘s no right to free speech in the workplace

why beign too smart in not too smart„human resources is not rhere to help you, but to protect the company from you”

• standard elements and barriers to overcome:• resistance to collaboration internally and externally• waterfall culture, not only in project management• low-trust environment • unwillingness to change• rigid management hierarchy

note: for more info, read a book „Corporate Confidential: 50 secrets your company does not want you to know”

RUNNIGN PROJECTS IN CORPORATIONhave his own rules

does this look’s like your current plan?

note: read more about Parkinsons Law: „work expand so as to fill the time available for its completion”

1. Requirements Analysis2. Functional Design3. Technical Design4. Product Development5. System Integration6. Quality Testing7. User Acceptance Testing8. Deployment

project timeline (initial)

all good plans start this way. we are safeguarding against uncertanities and risk events

RULES BY MANAGEMENT: THINK AGAIN.actually you are on a good track to recognize most of your projects

the plan after the meeting with the management

note: there are some good movies filmed on this topic

1. Requirements Analysis2. Functional Design3. Technical Design4. Product Development5. System Integration6. Quality Testing7. User Acceptance Testing8. Deployment

project timeline (crushed number of times)

scope same (will increase later), same resources, less time, less money

WHAT IS LEAN?

LEAN IS ABOUT DECIDING RIGHT THINGS TO BUILD

WHAT IS AGILE?

AGILE IS ABOUT DECIDING HOW TO BUILD THINGS RIGHT

LEAN AND AGILE

DECIDING RIGHT THINGS TO BUILDTHEN,DECIDING HOW TO BUILD THINGS RIGHT

THE LEAN WAY

• we analyze and reflect the product we build. • we improve this way iteration by iteration.

IDEAS

BUILD

PRODUCT

MEASURE

IDEAS

BUILD

THE AGILE WAY

• we analyze and reflect the way we build product. • we improve this way iteration by iteration.

PLAN

DO

CHECK

ACT

PLAN

DO

THE LEAN & AGILE WAY

• we analyze and reflect both the product and the way we build it.

• we improve this iteration by iteration.

IDEAS

BUILD

PRODUCT

MEASURE

IDEAS

BUILD

PLAN

DO CHECK

ACT PLAN

DO

WHY AGILE WORKS?there are some theories that you want to read through

humanistic, goal directed approach that utilize people’s ability to manage complexity

• Theory of Constraints and Lean Thinking• Complex adaptive systems: the science of uncertainty• Cognitive science: the nature of human decision making• Evolutionary psychology & Anthropology: the origins of social

interaction & its nature

note: your manager will be lost, but at least you know why

LOOK AT THE MANIFESTOyou know what I am talking about...

this is not the great way to introduce the concept to the board

we are confusing CXO’s even if we can do a great job in a first place

• we are uncovering better ways of developing software by doing it and helping others do it:

• individuals and interations over processes and tools• working software over comprehensive documentation• customer collaboration over contract negotiation• responding to change over following a plan

note: www.agilemanifesto.org

so, you want to implement this agile thing, right?

WHEN TO USE AGILE AND WHEN PLAN DRIVEN10.000 ft view on the difference, and I am not saying this is guideline

beware: plan driven can also be „half-agile” :)for example at planning we use „Progressive Elaboration” and „Rolling Wave Planning”

source: „Balancing Agility and Discipline”, Boehm & Turner

• AGILE• low criticality• senior developers• requirements change often• small number of developers• culture that thrives on chaos

• PLAN-DRIVEN• high criticality• junior developers• requirements don’t change

often• large number of developers• culture that demands order

HOW TO USE AGILE IN PLAN DRIVENof functional mapping between PMI processes and agile involvement

plan driven, plan modified, agile, agile, plan driven

paper: „Utilizing Agile Principles Alongside the PMBOK”, Mike Griffiths, 2004

Initiating

Planning

Executing

Controlling

Closing

USE AS IS• chartering and

identifying perliminary socpe

• explain where you will use agile to stakeholders

• organize workshops, seminars, presentations on agile thinking

USE W/ MODIFICATIONS• move to

iterative planning

• use plan refactoring to keep the pace with the project

• HIGH: switch from task to feature themes

• LOW: use iteration

USE AGILE• develop

iteratively and mitigate technical risks as we progress

• use meaningful metrics (features delivered and project time remaining)

• empower the team

USE AGILE• iterations

review, assist with project steering

• change requests, defects and risks prioritization

• controlling flow, look at the holistic view of the project to maximize the delivery

USE AS IS• closing

processes as defined in PMBoK to be considered

so, how can corporations survive agile? send them to the movies... (or, three movies that they have to see...)

3NOMINEES ARE…

MOVIE No.1: JERRY MAGUIREAGILE is about changing the way people work

you eat elephant one bite at the timethere will be no support for a sudden changes to org practices

• it is not about the tools people use• it is not about sequences or units of work• it will take some time to accept the org change

• people will yell at you „SHOW ME THE MONEY”

• crucial: help team develop best practices, define DONE

note: have some friends help you out

MOVIE No.2: DUDE, WHERE’S MY CAR?PLEASE, explain stakeholders HOW you measure the progress

dont expect that CXO’s will understandthat there are no milestones and project phases on the project

• primary performance indicators on an agile project: backlog size and velocity

• please, explain that to the people in layman’s terms:• Intervals to Complete (Backlog Size/Estimate Per Interval) EQ.

Time• Burndown Chart EQ. Scope Delivery• Integration Management EQ. Steel Threads• Scope Management EQ. Working Software Demonstrations• HR Management EQ. Self Managed Teams• Communication Management EQ. Daily Stand-Ups

layman’s terms of layman’s terms: „describe a issue using words that the average individual can understand”

MOVIE No.3: BACK TO THE FUTUREeven project managers are human, think what would be their role at next agile project

project manager’s next (former) career stepunfortunatelly, some of your team won’t fit agile

• now, it is all about people• most project / sales roadblocks are controlled by people that don’t

see their future implementing your project• can we find the role for good ol’ „corporate people at pmo”?• but in general, can we move people from Gantt chart?

• remember: from authoritarian approach to leading from within

note: you cannot develop company-wide plan to retire all project managers at once

Q&Aall the burning issues and questions

BIG THANKS!

MORE INFOif you feel like you want to know more or just for fun

ratko.mutavdzic@projektura.orgdont bite, dont yell at you at all, so please, add me to your ... think network. tnx.

• WWW www.projektura.org• FBOOK www.facebook.com/projektura • TWEET www.twitter.com/projektura• EMAIL info@projektura.org

• but if it is really, really, really urgent and you really need to connect to people at projektura ...

• SKYPE projektura

CLOSING REMARKSjust a few words about me

so, if we all nod our heads... we can continue...

• Ratko Mutavdzic is founder of PROJEKTURA, consulting company that work with new and emerging technologies and introduce them to the corporate and enterprise environments. Prior to this one, he spent 15 years Microsoft, starting in a consulting practice and then leading several different sales and technology teams.

• He is the author of number of published papers on different aspects of the technology, successful blogs on new technologies and project management, and active contributor in a number of social networks exploring the use and advance of new ways to connect and share innovation and invention.

• He frequently speaks on conferences, meetings, workshops, coffee shops and generally at every place where people like to explore, challenge, investigate, think and innovate.

• Keywords: change, project, program, portfolio, innovation, startup

note: more contact info on a last slide

THANKS TO…

acknowledgment to the people…

• Sven Krauter, Agile vs. Lean