Agile Project Management Why do we need it ?
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Agile Project Management Why do we need it ?

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  • Research has shown that approximately 70 percent of IT projects fail. The British Computer Society (BCS) in its April 2004 e-Bulletin has reported that, at best, only 16% of IT projects can be considered truly successful. These failures do not only cost money spent for these projects, but may, as well, cost the business opportunity of an organization. These surveys goes on to reveal that majority of these failures are somehow, not due to lack of technical knowledge of those managing projects or project team members in their field of expertise, but rather due to lack of business skills and effective project management techniques.   The BCS e-Bulletin says “The study report points to ‘the general absence of collective professionalism in the IT industry’, ‘inadequacies in the education and training of customer and supplier staff at all levels’, and ‘a broad reluctance to accept that complex IT projects have many similarities with major engineering projects and would benefit from greater application of well established engineering and project management procedures’.”   Information Technology is here to stay and has greatly affected and will continue to affect almost all business activities in an organization of various types and sizes. Most IT developments activities in an organization can actually be categorized as project. It may be an installation of IT infrastructures such as LAN/WAN, wireless networks; in-house software development; or an implementation of an Enterprise Resource Planning (ERP) solution, to name just a few. All these activities can be characterized by its project-like nature, and may effectively be managed with project management methodologies.   Mostly IT projects fails because of: • Inefficient implementation of IT Projects • Lack of care on timeframe, tight budget, quality and scope. • If the project is inactive. • Lack of understanding the projects • Incomplete, out dated, and poorly constructed. the success of IT projects depends upon 1. Top management support 2. A sound methodology 3. Solid technical leadership by someone who has successfully completed a similar project Without each of these solidly in place, the tripod will topple and the project will fail.
  • http://www.agileacademy.com.au/agile/syllabus/agile-project-management Target Audience Anyone considering a leadership role on an Agile project, particularly project managers and iteration managers. The iteration manager role could be a senior developer, senior BA or even the solution architect. Outline Agile Leadership characteristics What Agile leadership is all about.. Wisdom of crowds Servant leadership Self organising teams Lean/Agile principles of flow, pull and cadence delivering effective throughput Leadership activities Establishing and maintaining a guiding vision and principles Facilitating collaboration and teamwork Keeping it simple Holding teams accountable Providing open access to information Monitoring and adjusting Using a light touch Maintaining the pulse Kick-offs, stand-ups and retrospectives (advance approaches) Estimation and planning Guiding daily activities Big visible charts Monitoring Communicating through story-walls Tracking story progress Showing progress on burn charts (within an iteration) Monitoring and responding to risks Project smells Reporting External and internal reporting Showing Progress on burn charts (across iterations) Dealing with varying resources Project Management Tools

Agile Project Management Why do we need it ? Agile Project Management Why do we need it ? Presentation Transcript

  • Agile Project Management Why do we need it ?
  • Agile Project Management (APM)
    • What is APM ?
    • Why do we need it ?
    • Who will benefit from this ?
    • What are the challenges ?
    • How can we start APM ?
    • When should we start APM ?
    • How can we learn APM?
    • Where do we learn APM ?
  • What is APM ?
    • APM is Lean Project Management!
    • APM is Clear Project Management!
    • APM is Bold Project Management!
    • APM is Change Management!
    • APM is Built around CUSTOMERS!
    • PM is NOT the most significant role in APM!
    • APM is CSFC !
      • Communication, Simplicity, Feedback, Courage !
  • The Agile Manifesto
    • People and Interactions OVER Process and Tools
    • Working Software OVER Comprehensive Documentation
    • Responding to Change OVER Following a Plan
    • Customer Collaboration OVER Contract Negotiation
    • Craftsmanship OVER Executable Code
    • http://agilemanifesto.org/
  • Initial Agile Manifesto Signatories
    • Kent Beck, Mike Beedle, Arie van Bennekum
    • Alistair Cockburn, Ward Cunningham, Martin Fowler
    • James Grenning, Jim Highsmith, Andrew Hunt
    • Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin
    • Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
    • http://agilemanifesto.org/history.html
  • The Twelve Agile Principles – 1
    • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
    • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
    • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
    • Business people and developers must work together daily throughout the project.
    • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
    • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  • The Twelve Agile Principles
    • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
    • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
    • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
    • Business people and developers must work together daily throughout the project.
    • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
    • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
    • Working software is the primary measure of progress.
    • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
    • Continuous attention to technical excellence and good design enhances agility.
    • Simplicity--the art of maximizing the amount of work not done--is essential.
    • The best architectures, requirements, and designs emerge from self-organizing teams.
    • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • Why do we need it ?
    • Bcz speakers like us need to talk ;-)!
    • Bcz “C/TPM”s failed to deliver results !
      • Approx 70% of IT projects failed!
      • Conventional/Traditional Project Managements are too heavy to lift ;-)!
    • Bcz we need CUSTOMERS to stay HAPPY always!
      • Both Internal & external customers !
    • Bcz Software / IT Systems are THOUGHT Products!
      • Thought of both the Developers & Customers !
      • Thought evolves over TIME!
  • Who will benefit from this ?
    • CUSTOMERS !
    • Domain Specialists !
    • System / Business Analysts !
    • Software Programmers !
    • Software Testers !
    • Technical Writers !
    • Middle Managers !
    • Senior Managers !
    • Public ! And who is LEFT, then ;-) ??
  • What are the challenges ?
    • Conventions ! Traditions !
    • Conventional / Traditional Mindsets !
    • The “Almighty” Project Managers !
    • The “Almighty” Middle Managers !
    • The “Almighty” Top Managers !
    • The “Almighty” Customers !
    • The “Almighty” Developers Too !
    • Absence of TEAM-ing in “true sense” !
  • How can we start APM ?
    • Let us start in a “Lean” way!
    • Let us start immediately, but incrementally!
    • Let not wait for the “Guru” to come!
    • The “Gurus” are in US (not USA;-)…
    • Let us CHANGE our Org Culture
      • Blow the CSFC winds heavily!
    • Start with “INTROSPECTION”!
    • Start with “REVIEW”! (Let Google SE HELP us!)
  • When should we start APM ?
    • Almost anytime ;-)…
    • Better is to start from the beginning of a small / prototypical project to learn solidly!
    • Pls do NOT CHANGE everything at once!
    • Process EVOLUTION is the KEY!
    • REVOLUTIONARIES is the World are RARE!
    • Pls do NOT wait for that MAGIC Moment!
    • Start Immediately ! At least with the XP Planning game or the Poker Game !
  • How can we learn APM?
    • Attending seminars / workshops like this !  ..
    • Sharing experience with practitioners!
    • Staring SMALL, Starting SIMPLE!
    • Fixing the Person In The Mirror (PITM)!
    • Adopting Open Org Culture in True Sense!
      • Adopting Agile Core Values: CSFC
    • Starting with CRYSTAL, only Retrospectives!
    • Starting with SCRUM ?
    • Let may flowers bloom in Agile 
  • Where do we learn APM ?
    • Attending seminars / workshops like this !  ..
    • Agile BD ( http://www.agilebd.org ) http://groups.google.com/group/agilebd (you need to register here)
    • http://agilefaqs.com/
    • http://www.agileacademy.com.au/agile/syllabus/agile-project-management
    • … And many more .. Do some more Google Search .. You alone will find many …  …