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Slide 1
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Agile Project Management –
Is it an Oxymoron?
Jagadeesh Balakr...
Slide 2
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Outline of the session
 Why Transition to Agile?
 Is there a...
Slide 3
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
AGILE – To be or
Not to be?
Why Transition to Agile?
Slide 4
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
1. Build ability to “Change”
Agile is a way of developing  sof...
Slide 5
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
2. Agile Projects – Promotes Chaos or Order?
Slide 6
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Copyright © 2010 AgileInnovation
2. “Chaordic” Agile Projects
Slide 7
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
3. Handle Requirements “Uncertainty”
You have to meet your fri...
Slide 8
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
4. Deliver “ Value” early
Copyright © 2010 AgileInnovation
Agi...
Slide 9
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
5. Release Software “frequently”
How frequently do you release...
Slide 10
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Source : John Allspaw: “Ops Metametrics” http://slidesha.re/d...
Slide 11
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
6. The Agile “belief system”
• You have to be an Agile believ...
Slide 12
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Reasons for Transition to Agile:
1. To Build ability to Chang...
Slide 13
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Where is my PRINCE 2 / PMP Equivalent?
Which Agile Methodolog...
Slide 14
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
SCRUM – Management Driven
Source: Scrum Primer
Requirements ...
Slide 15
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Feature Driven Development – derived from
traditional methods...
Slide 16
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
DSDM Process Overview
Design
& Build
Iteration
Agree
Schedule...
Slide 17
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Few Agile Frameworks – Brief Comparison
Model Selection Crite...
Slide 18
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Which Agile model(s) for our Organization?
Jim High Smith's A...
Slide 19
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Model Dilemma : What’s popular vs. What’s the
future?
19
Take...
Slide 20
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Agile Ecosystem or Methodology?
Ecosystems are about its inha...
Slide 21
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Binary Thinking – Traditional or Agile Planning?
Slide 22
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Planning at Organization Level : Stages of Agile adoption
Cop...
Slide 23
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Planning at Project Level : Plans as Hypothesis or a
Fixed Go...
Slide 24
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Find your Balance Points…
Try this Agile Value interpretation...
Slide 25
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
The Good, Evil, Great in Agile Projects…
 Agility is not a f...
Slide 26
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Is the role of Project Manager non existent in Agile?
Slide 27
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Complications in Agile Project Management?
User involvement
F...
Slide 28
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Traditional PM or Agile PM ‐ Clash of Titans…
PMPs versus APM...
Slide 29
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Agile Project Management is definitely NOT
an Oxymoron!
There...
Slide 30
© 2014 NUS. All rights reserved
Agile Seminar/V 1.0
Be Agile…
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"Agile Project Management": Is it an Oxymoron?

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Presented by Mr Jagadeesh Balakrishnan, Associate, Software Engineering of NUS-ISS at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.

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Transcript of ""Agile Project Management": Is it an Oxymoron?"

  1. 1. Slide 1 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Agile Project Management – Is it an Oxymoron? Jagadeesh Balakrishnan Institute of Systems Science National University of Singapore
  2. 2. Slide 2 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Outline of the session  Why Transition to Agile?  Is there a Agile Silver Bullet Methodology?  Binary Thinking : Traditional or Agile Planning?  Is Agile PM an Oxymoron?
  3. 3. Slide 3 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 AGILE – To be or Not to be? Why Transition to Agile?
  4. 4. Slide 4 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 1. Build ability to “Change” Agile is a way of developing  software that’s all about planning  for  and expecting change! “ It is not the strongest or the most intelligent who will survive but those who can best manage change” - Charles Darwin
  5. 5. Slide 5 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 2. Agile Projects – Promotes Chaos or Order?
  6. 6. Slide 6 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Copyright © 2010 AgileInnovation 2. “Chaordic” Agile Projects
  7. 7. Slide 7 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 3. Handle Requirements “Uncertainty” You have to meet your friend who lives in KL. You start on a Saturday afternoon in your car to KL from Singapore; On the way to KL, you find that there is a bridge you need to cross . You start climbing the bridge. It would normally take 5 minutes to reach the crest of the bridge from the entry at the speed of 65km/h. Please find out how much time it would take to cross the bridge in total.
  8. 8. Slide 8 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 4. Deliver “ Value” early Copyright © 2010 AgileInnovation Agile approach delivers value early compared to a waterfall approach!
  9. 9. Slide 9 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 5. Release Software “frequently” How frequently do you release software? • Once a day • Once a week • Once a month • Once a year • Once in several years? Jez Humble Quote: ‐ “In the mid 2000s, a number of very fast‐moving companies were able to change the way  software development happened.  ‐ Flickr ‐ being able to do multiple deployments per day. ‐ This ability to move very quickly threatens existing organizations who are unable to adapt”
  10. 10. Slide 10 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Source : John Allspaw: “Ops Metametrics” http://slidesha.re/dsSZIr Benefits of frequent release are constant customer feedback & reduced risk of release! 5. Release Software “frequently”
  11. 11. Slide 11 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 6. The Agile “belief system” • You have to be an Agile believer! • Agile doubters knead out “Agile can’t work stories” • Our business users will never get involved in project actively • We have a fixed contract • We can’t allow teams to self organize as it will result in chaos • We are already successful using traditional waterfall • There is no way to understand requirements upfront • There is nothing scientific about agile – its against process culture
  12. 12. Slide 12 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Reasons for Transition to Agile: 1. To Build ability to Change 2. To Manage Chaordic projects 3. To Handle Requirements uncertainty 4. To Deliver Value early 5. To Release Software frequently 6. Agile Belief System Summary ‐ Reasons for Transition to Agile
  13. 13. Slide 13 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Where is my PRINCE 2 / PMP Equivalent? Which Agile Methodology is Best?
  14. 14. Slide 14 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 SCRUM – Management Driven Source: Scrum Primer Requirements Management Release Management Monitoring
  15. 15. Slide 15 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Feature Driven Development – derived from traditional methods Source: http://www.skillresource.com Management and Development focused Object oriented, unit testing, design sessions, code reviews Design first, upfront plan
  16. 16. Slide 16 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 DSDM Process Overview Design & Build Iteration Agree Schedule Create Design Prototype Identify Design Prototype Review Design Prototype Implementation Implement Review Business Train Users User Approval & User Guidelines Review Prototype Functional Model Iteration Agree Schedule Create Functional Prototype Identify Functional Prototype Feasibility Business Study Management and Delivery Functional Model Iteration Design and Build iteration
  17. 17. Slide 17 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Few Agile Frameworks – Brief Comparison Model Selection Criteria SCRUM  Team Size : 6‐8  Scalability : Use Scrum of Scrums approach  Team Dynamics : Colocation preferred  User Involvement : High  Iteration length : 2‐ 4 weeks  Nature of Requirements : Complex FDD  Team Size : Can be of any order  Scalability : Scalable for large, distributed agile teams /projects  Nature of requirements : Should be breakable in to features  Approach : Favors object oriented approach to development DSDM  Team Size : 2 ‐6  Scalability : Multiple team groups of 2‐6 members within the same project  Nature of requirements : Should be able to create prototypes for the system during early stages of the project  Approach : Use whenever feasibility and business study are necessary
  18. 18. Slide 18 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Which Agile model(s) for our Organization? Jim High Smith's Advice : Hang out with a few agile models. Your organization will know what you like soon. Agile is a culture NOT a process!
  19. 19. Slide 19 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Model Dilemma : What’s popular vs. What’s the future? 19 Take the Quiz : “ Who amongst the below were NOT used for promoting Cigarette advertisements in USA?”  A - Small Baby  B – Pregnant Woman  C – Doctors  D – Supreme Court Judge  Most popular models may not be the perfect solution for your organization.  Testing out multiple models and adapting it to the work environment is the fundamental essence of Agile.  Case : Scrum – FDD – DSDM – My own model?
  20. 20. Slide 20 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Agile Ecosystem or Methodology? Ecosystems are about its inhabitants. Methodologies are about the processes. Methodology driven culture is the opposite of Agile culture! Remember: 1. Articulate agile values & principles for your organization first. 2. Remember that popular agile methodologies are just barely good enough. Use it as it is at your own risk. 3. Don’t search for solutions in methodologies. There is no silver bullet there! 4. Remember Cockburn : Larger teams need heavier methodologies!
  21. 21. Slide 21 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Binary Thinking – Traditional or Agile Planning?
  22. 22. Slide 22 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Planning at Organization Level : Stages of Agile adoption Copyright © 2010 AgileInnovation
  23. 23. Slide 23 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Planning at Project Level : Plans as Hypothesis or a Fixed Goal? “Plan the work & work the plan” approach fails when we are not even sure where we are headed! Don’t try to find processes that eliminate change. Build processes that respond to change. A plan isn't a prediction. It is there for collaboration. It’s there to help make go /no go decisions. Its not there to dictate.
  24. 24. Slide 24 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Find your Balance Points… Try this Agile Value interpretation exercise:  Could we have a successful project by delivering documentation without working software?  Could we have a successful project by delivering working software without documentation? Note : Delineate the extremes, the end points so that organizations, teams & individuals can find their own balance points – Jim High Smith Companies must determine what level of agility they require to remain competitive…
  25. 25. Slide 25 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 The Good, Evil, Great in Agile Projects…  Agility is not a fancy name for lack of planning & ad hoc-ism.  Agile projects still plan. They just understand the limits of planning.  Programmers become skilled & agile from long hours of training and mentoring. Agility in fact requires discipline and skill.  One has to be skilled before becoming agile ( Picasso)  If you want to explore & innovate, give room for some inefficiencies
  26. 26. Slide 26 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Is the role of Project Manager non existent in Agile?
  27. 27. Slide 27 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Complications in Agile Project Management? User involvement Fixed end date New /old staff Multi location project Many Component projects
  28. 28. Slide 28 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Traditional PM or Agile PM ‐ Clash of Titans… PMPs versus APMs??  “Ramrod Project Managers” are extremes and never promoted either by traditional or agile project management.  Agile Projects need to be budgeted for and controlled and hence need supervision.  Not minding anything but the team and Agile principles can create a bubble that could burst at any moment. ITS ABOUT HOW AGILE YOU WANT TO BE NOT ABOUT WHICH APPROACH IS BETTER!
  29. 29. Slide 29 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Agile Project Management is definitely NOT an Oxymoron! There is no Agile Silver bullet out there… Organizations need to carefully build their own Agile bridges by asking “How Agile should we be?”.
  30. 30. Slide 30 © 2014 NUS. All rights reserved Agile Seminar/V 1.0 Be Agile…
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