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  • Facilitator Notes: Time 8 min Speaker: Tania Note Taker: Kelly Introduce ourselves Ask each individual to introduce themselves Name PM Experience Agile Experience
  • Facilitator Notes: Time 5 min Speaker: Kelly Note Taker: Tania
  • Facilitator Notes: Time 5 min Speaker: Tania Note Taker: Kelly Talk about what this session isn’t not a mapping exercise
  • Facilitator Notes: Time 10 min Speaker: Kelly Note Taker: Tania
  • Facilitator Notes: Time 6 min Speaker: Kelly Note Taker: Tania
  • Facilitator Notes: Time 5 min Speaker: Kelly Note Taker: Tania
  • Facilitator Notes: Time 10 min Speaker: Tania Note Taker: Kelly
  • Facilitator Notes: Time 5 min Speaker: Kelly Note Taker: Snavely
  • PowerPoint Presentation

    1. 2. Welcome! An Overview of Agile…
    2. 3. <ul><li>Almost all work is done as a “project” </li></ul><ul><li>All projects have a plan, execute, inspect, accept model </li></ul><ul><li>In Business projects are “managed” to ensure accountability and control. </li></ul><ul><li>Project Management has become a practice and career unto itself. </li></ul><ul><li>There are myriad methods and tools for project management. </li></ul><ul><li>All are about “delivered on time and on budget”. </li></ul>Let’s talk projects:
    3. 4. PDLC – What is it? Project Development Life Cycle: The most commonly used, and generally accepted, project management approach.. (aka SDLC) Feasibility Study
    4. 5. Classic PDLC Characteristics <ul><li>Requirements & Tasks are well defined at outset. </li></ul><ul><li>Methodology is highly document driven. </li></ul><ul><li>Project roles are highly structured and well defined. </li></ul><ul><li>Communication is through PM and Sponsor. </li></ul><ul><li>Typically long cycle </li></ul>
    5. 6. Let’s try something <ul><li>Must have at least two entrances. </li></ul><ul><li>Must have a roof of uniform color. </li></ul><ul><li>Must support a quarter </li></ul><ul><li>10 minutes </li></ul>
    6. 7. So, what happened? <ul><li>Did the customer get what was wanted? Were the actual needs met? </li></ul><ul><li>Why? </li></ul>
    7. 8. After 30 years of PDLC… The 10th edition of the annual CHAOS report from The Standish Group, which researches the reasons for IT project failure in the United States, indicates that project success rates have increased to 34 percent of all projects. That’s more than a 100-percent improvement from the success rate found in the first study in 1994. Software Magazine, January 2005
    8. 9. It’s All About… Change!
    9. 10. The Agile Manifesto–a statement of values Agile Practice favors: Process and tools Individuals and interactions over Following a plan Responding to change over Comprehensive documentation Working Product over Contract negotiation Customer collaboration over
    10. 11. The Big Paradigm Shift Customer is part of team. Customer is removed Action Certain Knowledge Information Radiators. Communication by Document Co-location – one team. Multiple matrixed units in multiple locations make up team Incremental deliverables driven by value and constant learning. Predictable, all at once deliverables Assumed change means no fixed cost. Fixed Budgets Disciplined self managing teams. Project Managers We’re done when it’s done. Time Lines Agile Wants We’re used to
    11. 12. Agile roles <ul><li>Guides the Agile Execution </li></ul><ul><li>Responsible for the process </li></ul><ul><li>Responsible for maximizing team productivity </li></ul><ul><li>Sets up and conducts meetings </li></ul><ul><li>Representative to management and team </li></ul><ul><li>Characteristics of a border collie or sheepdog </li></ul>ScrumMaster <ul><li>Performs the work directed by the Customer </li></ul><ul><li>Self-organizing </li></ul><ul><li>Seven plus or minus two performers </li></ul><ul><li>Business and technical skills to build an increment of functionality </li></ul><ul><li>Responsible for estimating and committing to work </li></ul><ul><li>Full autonomy and authority during a Sprint </li></ul>Scrum Team <ul><li>Is (or is the representative of) the Customer </li></ul><ul><li>Develops and maintains the Product Backlog </li></ul><ul><li>Prioritizes the Product Backlog </li></ul><ul><li>Empowered to make decisions for all customers and users </li></ul><ul><li>Presents and explains Product Backlog to team </li></ul>Product Owner
    12. 13. <ul><li>User Stories – Simple statements of requirements written from the “customer's” point of view. “As an AP processor, I need to be able to retrieve and update vendor address information.” </li></ul><ul><li>Product Backlog – Collection of user stories that need to be addressed to consider the effort (Product) complete. </li></ul><ul><li>Sprint (aka Iteration) – A fixed length work period in which items taken from the backlog are satisfied. An Agile project is a sequence of sprints. </li></ul><ul><li>Sprint Planning Session – A team meeting in which the product owner reviews and explains each backlog items and it’s priority, the other team members task out the items and commit (or not) to performing each item, and the agile coach sets up the sprint management tools. </li></ul><ul><li>Sprint Review Session – At the closure of each sprint, work completed is presented and reviewed, lessons learned discussed, the overall sprint is evaluated and reviewed. </li></ul>The Key Components of Agile
    13. 14. The Agile Model
    14. 15. Faster – better - cheaper Hospital – New Applicant Tracking System Design Spec Code UAT Launch Change Management & Approval Waterfall Approach Sprint Users stories Sprint Sprint Agile Approach
    15. 16. Agile Methods – Putting the Manifesto to work <ul><li>‘ Adaptable’ development methodologies </li></ul><ul><li>‘ Human-centric’ thinking for creating business value </li></ul>Agile Manifesto. (2001). Manifesto for agile software development . Retrieved September 3, 2008, from http://www.agilemanifesto.org
    16. 17. What makes Agile work? <ul><li>Better collaboration with business </li></ul><ul><li>More adapted to change/learning </li></ul><ul><li>Communication </li></ul><ul><li>Motivation </li></ul><ul><li>Doing Less </li></ul><ul><li>Dispersed ownership </li></ul><ul><li>Time boxes </li></ul><ul><li>Inspect & adapt </li></ul><ul><li>Focus on the real thing </li></ul><ul><li>Three heads are better than one </li></ul><ul><li>Collocation </li></ul><ul><li>Information radiators </li></ul><ul><li>Short feedback loops </li></ul><ul><li>Team autonomy </li></ul><ul><li>Accepted Responsibility </li></ul>
    17. 18. The Big Paradigm Shift – some reality Customer is in room as part of team. Information Radiators & Conversations Co-location. Incremental deliverables driven by value and constant learning. Assumed change means no fixed cost. Disciplined self managing teams. We’re done when it’s done. Agile Wants Core time in room Information Radiators captured electronically and posted. Daily Meetings Core time in room or on phone Pre-project user story sessions Cost Boxes – not more than x to spend. Collaboration between Coach and P.O. Time Boxes – not more than x time What Works Communication by Document Team spread out Customer is removed Predictable, all at once deliverables Fixed Budgets Project Managers Time Lines We’re used to
    18. 19. When is Agile best? <ul><li>Creative Projects </li></ul><ul><li>New Technology Introductions </li></ul><ul><li>New Process Designs </li></ul><ul><li>Projects driven by critical business timing. </li></ul><ul><li>Project with poorly defined needs </li></ul>
    19. 20. A word about ROI <ul><li>Agile (138 pt.) and Traditional Methods (99 pt.) </li></ul><ul><li>Agile Methods fare better in all benefits categories </li></ul><ul><li>Agile Methods 459% better than Traditional Methods </li></ul>Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International , 10 (4), 9-18.
    20. 21. <ul><li>? </li></ul>
    21. 22. Take 5
    22. 23. 59 Minute Scrum
    23. 24. Goal: Develop a brochure in a 2-day sprint <ul><li>Sprint Planning Meeting 10min </li></ul><ul><ul><li>At least 5 Product Backlog Items (do any) </li></ul></ul><ul><ul><li>2-3 Tasks per Item </li></ul></ul><ul><li>Conduct the Sprint: Day 1 10 min </li></ul><ul><li>Conduct a Daily Standup 5 min </li></ul><ul><li>Conduct the Sprint: Day 2 10 min </li></ul><ul><li>Conduct a Sprint Review and Demo 5 min </li></ul><ul><li>Debrief the exercise as a Group 10 min </li></ul>Source: ADM, 2004
    24. 25. Lets Eat
    25. 26. PMI and Agile Oil and Water or Can They Co-exist? Kelly Snavely Tania Broome
    26. 27. Who are you? <ul><li>Who is a practicing PM? </li></ul><ul><li>Who is not a PMP? </li></ul><ul><li>Who manages teams? </li></ul><ul><li>Who else? </li></ul>
    27. 28. What’s the Mood of the Room?
    28. 29. Why are we here? <ul><li>Session objective: To investigate the alignment of PMI and Agile </li></ul><ul><li>Can the PMBoK help Agile teams to identify needed project management tasks? </li></ul><ul><li>How can traditional project management activities be leveraged in Agile? </li></ul>
    29. 30. PMI Process Groups References: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Third Edition
    30. 31. Sprint Retrospective Evaluate the sprint and identify improvements Product Backlog Customer’s list of prioritized features Product Increment New functionality is demonstrated at end of every sprint Sprint Backlog Features assigned to the current sprint Sprint Daily Standup Meeting Scrum Process 1 - 4 Weeks 24 Hours
    31. 32. Fact or Fiction <ul><li>PMBOK guide tells the audience what methodology to use </li></ul><ul><ul><ul><li>“ A project Management methodology can be either a formal mature process or an informal technique….” ( References: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Third Edition, Ch 4) </li></ul></ul></ul><ul><ul><ul><li>“ Methodology. A system of practices, techniques, procedures and rules used by those who work in a discipline ” ( References: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Third Edition, Glossery) </li></ul></ul></ul><ul><ul><ul><li>The third edition of PMBOK states it is up to the reader to determine what processes/methodology are most appropriate for their situation </li></ul></ul></ul>PMI and Scrum: Oil and Water or Can they Co-exist? FICTION
    32. 33. PMI and Scrum: Oil and Water or Can they Co-exist? Fact or Fiction <ul><li>PMI has an Agile SIG (Special Interest Group) </li></ul><ul><ul><li>PMI has placed a moratorium on the creation of any new SIGs, until a new community governance model has been developed ( References: Agile Alliance http://www.agilealliance.com/show/1982) </li></ul></ul><ul><ul><li>There is a grass roots effort underway headed by Jesse Fewell to launch an Agile Virtual Community by Q2 2009. You can receive updates by subscribing to Yahoo Group pmiagile http://finance.groups.yahoo.com/group/pmiagile/ </li></ul></ul>NOT YET...
    33. 34. PMI and Scrum: Oil and Water or Can they Co-exist? Fact or Fiction <ul><li>Scrum is CMMI level 2 certified </li></ul><ul><ul><li>Scum itself is not ‘certified’ </li></ul></ul><ul><ul><li>However, “there [is] no fundamental contradiction between agility and CMMI for the maturity/capability levels 2 and 3” (SEPG 2008 presentatioin by Sabine Canditt and Dr. Winfried Russwurm) </li></ul></ul><ul><ul><li>In 2006 Boltech Systems achieved CMMI level 4 while utilizing XP and Agile practices (www.agileadvocate.blogspot.com) </li></ul></ul>FICTION
    34. 35. Things to Ponder <ul><li>According to PMBOK: “the project manager, in collaboration with the project team, is always responsible for determining what processes are appropriate and the appropriate degree of rigor for each process” </li></ul><ul><li>PMI was founded with the purpose for members to share experiences in project management and discuss issues </li></ul><ul><li>APLN (Agile Project Leadership Network) mission: “Connecting, developing, and supporting great project leaders” </li></ul>PMI and Scrum: Oil and Water or Can they Co-exist?
    35. 36. PMBOK Key Process Areas <ul><li>Workshop: For each of the key PMBOK process areas consider the following: </li></ul><ul><ul><li>How do these activities align with Agile? </li></ul></ul><ul><ul><li>Where and why should they take place relative to Scrum? </li></ul></ul><ul><ul><li>Do they conflict with Agile and if so, why? </li></ul></ul>
    36. 37. Wrap up <ul><li>The results of this workshop will be posted to the Agile Richmond Website http:// www.agilerichmond.org / </li></ul><ul><li>Other resources to consider: </li></ul><ul><ul><li>Agile2008 Wiki (previous sessions results) http://agile2008toronto.pbwiki.com/PMI+and+Agile </li></ul></ul><ul><ul><li>The Software Project Manager's Bridge to Agility (The Agile Software Development Series) (Paperback) by Michele Sliger (Author), Stacia Broderick (Author) </li></ul></ul><ul><ul><li>PMI.ORG – search on Agile </li></ul></ul><ul><ul><li>Agile Alliance http://www.agilealliance.com/show/2074 </li></ul></ul><ul><ul><li>Yahoo APM http://finance.groups.yahoo.com/group/agileprojectmanagement/ </li></ul></ul>PMI and Scrum: Oil and Water or Can they Co-exist?
    37. 38. Project Communications Management The creation of a compelling marketing message for the project, the preparation of the user community to accept and embrace the new technology, and the keeping of stakeholders and sponsors informed and involved throughout the life of the project are key project success factors but are often compressed or neglected aspects of project management. References: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Third Edition, ©2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA; and http://articles.techrepublic.com.com/5100-10878_11-1051548.html by Rick Freedman, August 07, 2002 Process Description Project Phase Key Deliverables Communication Planning Determining the information and communications needs of the project stakeholders Planning Communication Management Plan Information Distribution Making needed information available to project stakeholders in a timely manner Execution Organization process assets (updates) Performance Reporting Collecting and distributing performance information. This includes status reporting, progress measurement, and forecasting Control Performance Reports Manage Stakeholders Managing communications to satisfy the requirements of and resolve issues with project stakeholders Control Resolved issues