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AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
AGILE PM A trade-off between proactivity and reactivity
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AGILE PM A trade-off between proactivity and reactivity

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An exponential increase in complexity, a strong reduction of a product's lifecycle and market time frames are drastically challenging projects and their success. …

An exponential increase in complexity, a strong reduction of a product's lifecycle and market time frames are drastically challenging projects and their success.
In a context like this, what tools and techniques can be used by project management?
A proactive approach would seem to be highly effective.
But, is trying to anticipate any decision of an unpredictable future the best solution?
Alternatively, a reactive approach puts less effort on planning and greater attention in tackling any change.
But, are we sure that we can be completely reliant on this way?

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  • 1. AGILE PROJECT MANAGEMENT A trade-off between pro-activity and re-activity Emiliano Soldi PMP, PMI-ACP, CSM Sr Project Manager, Agile Coach HTTP://WWW.EMILIANOSOLDIPMP.INFO1 Agile Project Management: A trade-off between pro-activity and re-activity
  • 2. Abstract An exponential increase in complexity, a strong reduction of a products lifecycle and market time frames are drastically challenging projects and their success. In a context like this, what tools and techniques can be used by project management? A proactive approach would seem to be highly effective. But, is trying to anticipate any decision of an unpredictable future the best solution? Alternatively, a reactive approach puts less effort on planning and greater attention in tackling any change. But, are we sure that we can be completely reliant on this way?2 Agile Project Management: A trade-off between pro-activity and re-activity
  • 3. IIBA® ITALY CHAPTER To be the leading Italian professional association for Business Analysis, IIBA® Italy Chapter with local representatives in the whole Italian regions. Vision (www.italy.iiba.org) To promote and develop the profession of business analysis, IIBA® Italy Chapter adapting IIBA® standards and best practices to the Italian Mission Professionals and Industries• Create and develop awareness & recognition of the value & contribution of the role of the Business Analysis Professionals in all the Italian Industry Sectors.• Promote and Support the development of the BA best practices at Country level to help the organizations to improve their business results through the application of BA competences, methods, techniques and tools.• Support Italian Business Analysts in the Certification Process.• Create and develop a Community of Business Analysis Professionals that encourages networking and generate opportunities to meet organizations, associations and industries interested in the BA. 3 Agile Project Management: A trade-off between pro-activity and re-activity © International Institute of Business Analysis © International Institute of Business Analysis
  • 4. IIBA® ITALY CHAPTER Successes Challenges • High chapter members growth rate in • Continue to mantain the high member’s 2011 and 2012 (+200%) growth rate in our Chapter • In 2012 second Country in EMEA Region • We are opening a new Branch in Rome for the number of CBAP ® Certificates – Lazio • Michele Maritato, Vice President • Goal: At least one Branch per year Education, has been qualified as • Become the first Country in the EMEA candidate for the election in the IIBA ® Region for the number of CBAP ® Certificate Board of directors • Organize an important Event every year • Organization and active support to 3 • First BA WORKSHOP ITALY – CBAP® Study Groups 15/10/2012 • Organization of several events, and • Launch projects with the objective to apply participation as speakers to relevant the tasks of the BABOK Guide through Hard events in Italy and Soft tools • Cooperation with other Associations • Create Networking events and Job Career (PMI-NIC) Opportunities for Business Analysts4 Agile Project Management: A trade-off between pro-activity and re-activity © International Institute of Business Analysis © International Institute of Business Analysis
  • 5. Proactivity vs Reactivity Proactive? To think ahead, in anticipation of future problems. Solve matters before they become an issue. Influencing or conditioning the future. … or reactive?! React to a stimulus. Solve matters as they arise.5 Agile Project Management: A trade-off between pro-activity and re-activity
  • 6. Perché?6 … COMPLEXITY IS INCREASED EXPONENTIALLY! 6 Agile Project Management: A trade-off between pro-activity and re-activity 6 6
  • 7. Stable requirements, changes under control, known technology, few risks. Sistemi Semplici o Complicati READY, AIM, FIRE7 Agile Project Management: A trade-off between pro-activity and re-activity
  • 8. Sistemi Complessi…otherwise: ALMOST-READY, AIM, FIRE, AIM, ADJUST, AIM, ADJUST Continuously read the feedback and adjust your plans 8 Agile Project Management: A trade-off between pro-activity and re-activity 8 8
  • 9. COMPLEXITY9 Agile Project Management: A trade-off between pro-activity and re-activity
  • 10. [Complex system] A system composed of interconnected parts that behave and communicate autonomously.10 Agile Project Management: A trade-off between pro-activity and re-activity
  • 11. Complexity - Stacey Matrix No clear relationships between cause and effect even if inspected. The approach is to Act, Sense, Respond and we can discover novel practice. The relationship between cause and effect can only be perceived in retrospect, but not in advance. Inspect and Adapt. Cause and effect can be understood only analyzing or investingating the system and its mechanisms. Apply good practices. Ralph Stacey Relationships between cause and effect are evident. Apply best practices.11 Agile Project Management: A trade-off between pro-activity and re-activity
  • 12. Empiricalsense and respond. Probe, ApproachA never-ending process of learning, adjusting and producing. TRANSPARENCY INSPECTION ADAPTATION12 Agile Project Management: A trade-off between pro-activity and re-activity 12
  • 13. Transparency Acting as agreed, following clear rules, knowing each one’s responsibilities, aiming to clear objectives, communicating effectively, having free access to information and project progress. Transparency13 Agile Project Management: A trade-off between pro-activity and re-activity
  • 14. Inspection InspectionDeeply (and wisely) analyzing the results of previous actions, to see if they were successfull in achieving the planned goals14 Agile Project Management: A trade-off between pro-activity and re-activity
  • 15. Adaptation Decide what actions should be executed in the next iteration, according to the feedback. Always pursuing excellence Adaptation15 Agile Project Management: A trade-off between pro-activity and re-activity
  • 16. Complexity can bemanaged only breaking itup in small chunks, whichare easier to analyze andunderstand16 Agile Project Management: A trade-off between pro-activity and re-activity
  • 17. RESPONSIVENESS17 Agile Project Management: A trade-off between pro-activity and re-activity
  • 18. It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. Charles Darwin18 Agile Project Management: A trade-off between pro-activity and re-activity
  • 19. Resilienza e Perturbazioni[Self-organization] The ability of a system to resolve autonomously an issue, relying on its own capacity of adapting its behavior. 19 Agile Project Management: A trade-off between pro-activity and re-activity
  • 20. Resilienza e Perturbazioni [Redundancy] Having onboard different parts with similarattributes, which are able to substitute quickly any "broken" peers. 20 Agile Project Management: A trade-off between pro-activity and re-activity
  • 21. [Resilience] A systems ability to withstand perturbations, without losing its equilibrium state.[Adaptability] If the perturbation is greater than resilience, the system goes in search for a new equilibrium condition. 21 Agile Project Management: A trade-off between pro-activity and re-activity
  • 22. ITERATIVE APPROACH22 Agile Project Management: A trade-off between pro-activity and re-activity
  • 23. Short and repetitive feedback cycles (iterations) reduce the duration of the period necessary to learn. The shorter the time between planning, acting and checking results, the faster we learn.23 Where the proactivy ends and reactivity begins? Agile Project Management: A trade-off between pro-activity and re-activity
  • 24. Deming – PMBOK® - Iterations Deming Cycle PMBOK ® 4th Ed.24 Agile Project Management: A trade-off between pro-activity and re-activity
  • 25. AN (AGILE) FRAMEWORK TO HARNESS COMPLEXITY25 Agile Project Management: A trade-off between pro-activity and re-activity
  • 26. SCRUM Cockpit26 Agile Project Management: A trade-off between pro-activity and re-activity
  • 27. SCRUM Lifecycle Sprint / Iteration27 Agile Project Management: A trade-off between pro-activity and re-activity
  • 28. SCRUM’s PillarsSM E PO ARE DIFFERENT PEOPLE RolesTEAM DOESN’T CHANGE WITHIN SPRINTNO CHANGES DURING CURRENT SPRINTTIME BOXED MEETINGSWELL-DEFINED RESPONSIBILITIESENFORCE QUALITYDEFINITION OF DONE Rules SCRUM Meetings RELEASE PLANNING SPRINT PLANNING SCRUM DAILY DEMO RETROSPECTIVE Artifacts28 Agile Project Management: A trade-off between pro-activity and re-activity
  • 29. PRODUCTOWNER’S PROFILE29 Agile Project Management: A trade-off between pro-activity and re-activity
  • 30. Engaged leadership Available within reasonInformed about the product Prepared and responsible Communicative in nature Collaborative by choice Agile in all things Fun and reasonable30 Agile Project Management: A trade-off between pro-activity and re-activity
  • 31. Creates the product vision Gathers the requirements Grooms the product backlog Plans the release Works with the team Manages the product roadmap Attends the sprint meetings31 Agile Project Management: A trade-off between pro-activity and re-activity Collaborates with stakeholders
  • 32. Be able to keep continuously connected different worlds that orbit around projects. Tackle and respond to changes and unexpected events.32 Agile Project Management: A trade-off between pro-activity and re-activity
  • 33. MANAGING THE PRODUCT BACKLOG33 Agile Project Management: A trade-off between pro-activity and re-activity
  • 34. 34 Agile Project Management: A trade-off between pro-activity and re-activity Agilitrix.com
  • 35. Product Backlog http://matthieusuner.ch35 Agile Project Management: A trade-off between pro-activity and re-activity
  • 36. User Stories Requirements Gathering User Stories Creation Profile User EPICS breakdown Development Specs Use Cases UINVEST UI Prototypes Business Process Diagrams Further Decomposition Business rules Themes/Epics List Dependencies Identification Activity diagrams Prioritization Prioritization Acceptance tests As a registered user, I want the system to warn me if my password is easy to guess, so that my account is harder to break into U I N http://agiletransformation.com/ V E S T36 Agile Project Management: A trade-off between pro-activity and re-activity
  • 37. Balancing stability with flexibility, Agilità planning with execution,standardization with exploration, speed with control. FINDING THE RIGHT COMPROMISE BETWEEN ORDER AND CHAOS, THE TRADEOFF BETWEEN PROACTIVITY AND REACTIVITY.37 Agile Project Management: A trade-off between pro-activity and re-activity
  • 38. Bibliografy Managing Agile Projects Agile Project Management with Scrum Sanjiv Augustine Ken Schwaber Prentice Hall PTR Microsoft Press Agile for Dummies Scrum And XP from the trenche Mario E. Moreira, Michael Lester, Steve Holzner Henrik Kniberg CA Technologies Edition InfoQ Do Better Scrum Agile Estimating and Planning Peter Hundermark Mike Cohn ScrumSense Prentice Hall Official Scrum Guide Agile retrospective - making good teams great Ken Schwaber, Jeff Sutherland Esther Derby, Diana Larsen Scrum.org Leading Lean Software Development: results are not the Scrum Primer point Pete Deemer, Gabrielle Benefield, Craig Larman, Bas Vodde Mary Poppendieck and Tom Poppendieck Addison-Wesley The Scrum Papers: Nuts, Bolts, and Origins of an Agile Process The Software Project Managers Bridge to Agility Jeff Sutherland, Ken Schwaber Michele Sliger and Stacia Broderick Addison-Wesley Kanban and Scrum (making the most of both) Henrik Kniberg, Mattias Skarin The Art of Agile Software Development InfoQ James Shore OReilly …MORE AT HTTP://WWW.EMILIANOSOLDIPMP.INFO/LIBRI/38 Agile Project Management: A trade-off between pro-activity and re-activity
  • 39. Thank you! Emiliano Soldi emiliano.soldi@diesys.it http://it.linkedin.com/in/emilianosoldi http://www.emilianosoldipmp.info/ http://twitter.com/EmilianoSoldi http://apps.facebook.com/blognetworks/blog/ THINK BIG emiliano_soldi_pmp_project_management_agile_blog ACT SMALL MOVE FAST39 Agile Project Management: A trade-off between pro-activity and re-activity

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