Being agile                 while standing in a Waterfall                            Mike Edwards                         ...
Agenda                     • Stories                     • The solution                     • Practical views             ...
Introductions                            Mike Edwards PMP, PgMP, PMI-ACP                            • Project, Lean Indepe...
The story of a project!                            Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
The situation                     • Final component of a larger program                     • Estimated at 1200 days      ...
Go!                     • 15 contractors in the door within 2 weeks                     • Secured a war room              ...
The Result!                     • Delivered on the date we said we would                     • Actuals came in $8000 under...
Another story!                                Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
The situation                     • Towards end of a larger troubled project                            (we kept dropping ...
Go!                     • Secured a war ‘area’                     • Given free reign to ‘try something different’        ...
The Result!                     • Finished early                     • Finished slightly under budget                     ...
What made these                            projects successful?                                   Copyright 2013 - Lean PM...
Saying you do one of                                   these ...                             XP                           ...
... is like carrying one of                               these                            Copyright 2013 - Lean PM Soluti...
“Agile” is used as an                                   excuse                                   Copyright 2013 - Lean PM ...
Start with the                               Agile Manifesto                                  We are uncovering better way...
First thing to focus                                    on ...                                  Copyright 2013 - Lean PM S...
People                 • Focus on those who deliver value                 • Become a servant leader                 • Crea...
Foster collaboration                 • Examine the value of weekly status meetings                 • Don’t exclude team me...
Why do we need                        Change Management?                                Decisions are made prematurely!   ...
What can you do about                        change?                                                   Embrace it!        ...
Embracing Change:                                 Scope                                       O                           ...
Embracing Change:                                 Scope                              Scope Statement                      ...
Embracing Change:                                    Scope                             Scope Management                   ...
What to do with                            Change Requests?                                 Copyright 2013 - Lean PM Solut...
Why do we schedule?                              Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
An ineffective schedule                  An effective schedule?                            Copyright 2013 - Lean PM Soluti...
Schedule                             Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
Tracking Progress                                 Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
Tracking Progress         aka:                                                                When      Navigating        ...
Tracking Progress                                                    Critical Path Actual vs Target Hours                 ...
Measurements              Time             sheets                            Be careful what you measure ...              ...
Why do we document                      “Lessons Learned”?                            Hermann Ebbinghaus                  ...
Learn to Improve                     • Conduct regular retrospectives throughout                            the project   ...
Some words of wisdom                            a.k.a. Things I’ve learned the hard way                                   ...
Things I’ve learned                     • Culture cannot be changed - change how                            the work is do...
Thanks!                                         For more Information:                            http://leanpmsolutions.ca...
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Being agile while standing in a waterfall pm connect

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Being agile while standing in a waterfall pm connect

  1. 1. Being agile while standing in a Waterfall Mike Edwards PMConnect February 15, 2013 mikeeedwards0@gmail.com Twitter: @mikeeedwards LinkedIn: http://ca.linkedin.com/in/mikeeedwards/ Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  2. 2. Agenda • Stories • The solution • Practical views • What now Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  3. 3. Introductions Mike Edwards PMP, PgMP, PMI-ACP • Project, Lean Independent Coach and Consultant Program, Portfolio Manager • Agile & & Teacher • Speaker • 25 Years in IT Project-Portfolio Management & Business roles • 15 Yearswith Agile & Lean with • 5 Years Who are you? Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  4. 4. The story of a project! Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  5. 5. The situation • Final component of a larger program • Estimated at 1200 days • Drop dead date of 3.5 months • Highly visible if we failed • Core team assigned of 5 IT people • Waterfall was all we knew Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  6. 6. Go! • 15 contractors in the door within 2 weeks • Secured a war room • Broke the work out into projects • Developed a vision • “Failure is not an option” • Strong executive sponsorship Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  7. 7. The Result! • Delivered on the date we said we would • Actuals came in $8000 under budget • Delivered all key scope items • No significant quality issues after go-live • Happy customer! Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  8. 8. Another story! Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  9. 9. The situation • Towards end of a larger troubled project (we kept dropping scope) • Team only available for 3 more months • Budget set by available people and time • Low key enhancement project • Waterfall was best described as a religion Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  10. 10. Go! • Secured a war ‘area’ • Given free reign to ‘try something different’ • Simple one sentence scope statement • No authority to not do something in the department’s process • Executive sponsorship watched closely Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  11. 11. The Result! • Finished early • Finished slightly under budget • Features delivered exceeded customer expectation • No quality issues after go-live • Happy customer! Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  12. 12. What made these projects successful? Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  13. 13. Saying you do one of these ... XP Scrum AUP Agile DSDM Lean DAD FDD Kanban RUP Crystal Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  14. 14. ... is like carrying one of these Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  15. 15. “Agile” is used as an excuse Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  16. 16. Start with the Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation 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 left more. Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  17. 17. First thing to focus on ... Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  18. 18. People • Focus on those who deliver value • Become a servant leader • Create environments for people to succeed • Reduce the work in progress Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  19. 19. Foster collaboration • Examine the value of weekly status meetings • Don’t exclude team members from discussions • Tear down the walls! • Eliminate the hierarchy Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  20. 20. Why do we need Change Management? Decisions are made prematurely! Our customers cannot possibly know what they want in detail at the start of a project Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  21. 21. What can you do about change? Embrace it! Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage. (Agile Manifesto - Principle #2) Caution! Manage the change! Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  22. 22. Embracing Change: Scope O  In Scope  Blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah Blah blah blah blah blah blah blah  Blah blah blah blah  Blah blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah  Out of Scope  Blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah Blah blah blah blah blah blah blah  Blah blah blah blah  Blah blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah blah blah blah blah blah blah  Blah blah blah blah blah blah blah Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  23. 23. Embracing Change: Scope Scope Statement  In Scope  Create a tracking indicator and supporting functionality  Out of Scope Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  24. 24. Embracing Change: Scope Scope Management Front Back Fridge Freezer Burner Burner User Stories Scope Statement: Create a tracking indicator and supporting functionality Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  25. 25. What to do with Change Requests? Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  26. 26. Why do we schedule? Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  27. 27. An ineffective schedule An effective schedule? Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  28. 28. Schedule Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  29. 29. Tracking Progress Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  30. 30. Tracking Progress aka: When Navigating reporting through the on rear window progress focus on what is valuable to the audience Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  31. 31. Tracking Progress Critical Path Actual vs Target Hours 15 11 Hours 8 Burn up Actual vs projected total 4 600 450 0 8-Mar 15-Mar 22-Mar 29-Mar 5-Apr 12-Apr 19-Apr Daily burn 300 150 0 8-Mar11-Mar 15-Mar 19-Mar 23-Mar 27-Mar 31-Mar 3-Apr 6-Apr 9-Apr 12-Apr15-Apr18-Apr21-Apr 9-Mar12-Mar 16-Mar 20-Mar 24-Mar 28-Mar 1-Apr 4-Apr 7-Apr 10-Apr13-Apr16-Apr19-Apr22-Apr 10-Mar 14-Mar 18-Mar 22-Mar 26-Mar 30-Mar 2-Apr 5-Apr 8-Apr 11-Apr14-Apr17-Apr20-Apr23-Apr 13-Mar 17-Mar 21-Mar 25-Mar 29-Mar Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  32. 32. Measurements Time sheets Be careful what you measure ... You might just get it! COBIT OPM3 CMMI ITIL Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  33. 33. Why do we document “Lessons Learned”? Hermann Ebbinghaus Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  34. 34. Learn to Improve • Conduct regular retrospectives throughout the project • Empower teams to improve within constraints • Make room for ongoing improvements • Make it an objective for teams Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  35. 35. Some words of wisdom a.k.a. Things I’ve learned the hard way Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  36. 36. Things I’ve learned • Culture cannot be changed - change how the work is done and culture will follow • Start from where you are today • Improve the whole • Improve one step at a time • Iterate (Build Measure Learn) • Have fun! Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13
  37. 37. Thanks! For more Information: http://leanpmsolutions.ca/being-agile-while-standing-in-a-waterfall/ http://bit.ly/VKyFD5 Stay in Touch! mikeeedwards0@gmail.com Twitter: @mikeeedwards LinkedIn: http://ca.likedin.com/in/mikeeedwards/ Copyright 2013 - Lean PM Solutions IncSaturday, 16 February, 13

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