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Agile 103 for Project Managers
The BIG THREE Questions about Agile
A presentation for
A presentation for
1
Copyright 2012 ...
2
Copyright 2011 Square Peg Consultiing, All Rights Reserved
The BIG THREE Questions
What is this thing called Agile?
How ...
It’s more than old wine in new bottles!
3
Copyright 2011 Square Peg Consultiing, All Rights Reserved
It’s more than old wine in new bottles!
4
Copyright 2011 Square Peg Consultiing, All Rights Reserved
YES NO
What is this thing called Agile (project
management)?
1. We manage for quicker results – delivery every few weeks
2. We di...
What is this thing called Agile (project
management)?
4. We address quality differently – fidelity to customer expectation...
What is this thing called Agile (project
management)?
7. We go for best value scope – the highest
quality and most importa...
What is this thing called Agile (technical
practices)?
1. Some new practices – to get the speed with quality
– Test Driven...
What is this thing called Agile (technical
practices)?
3. Document only that which we are going to faithfully maintain –
m...
Manifesto and Principles
Agile Manifesto and Agile Principles are the operating framework
10
Copyright 2011 Square Peg Con...
Principles
11
Copyright 2011 Square Peg Consultiing, All Rights Reserved
agilemanifesto.org/principles.html
Best value
The highest quality and most important scope
possible – within the investment provided
Quality representing hig...
Grand Bargain – Project & Sponsor
13
Copyright 2011 Square Peg Consultiing, All Rights Reserved
Best Value
Agile PM
Manife...
Grand Bargain
14
Copyright 2011 Square Peg Consultiing, All Rights Reserved
The grand bargain – with the
project sponsor –...
15
Copyright 2011 Square Peg Consultiing, All Rights Reserved
The BIG THREE Questions
What is this thing called Agile?
How...
The fundamental tension
1. Traditional is “strategically” planned – predictable scope
2. Agile is tactically planned – acc...
Agile generic plan
17
Copyright 2011 Square Peg Consultiing, All Rights Reserved
Release
Charter
Vision-narrative
Business...
Traditional generic waterfall
18
Copyright 2011 Square Peg Consultiing, All Rights Reserved
Predicting and planning – from...
Wrap the plan in a traditional framework
19
Copyright 2011 Square Peg Consultiing, All Rights Reserved
Traditional wrapper...
To make it work
20
Copyright 2011 Square Peg Consultiing, All Rights Reserved
• Architecture
• Interface discipline
• Blac...
Wave commitments
1. Architecture in waves
2. Tweak interface needs/requirements/demands at each wave
3. Trusted Black Boxe...
Redistribution of power
1. Federalism allows for ebb and flow of power
2. Some autonomy is surrendered
3. Complexity beget...
23
Copyright 2011 Square Peg Consultiing, All Rights Reserved
The BIG THREE Questions
What is this thing called Agile?
How...
Start initiatives
1. Conceptual arguments – sell success according to customer
acceptance
2. Management arguments – proffe...
Success mapped to business scorecard
1. Project success maps to business success – customer is the root
of business succes...
Strategy for the Grand Bargain
1. Re-up quarterly (at least)
2. Be prepared to stop! – don’t assume you can run
through th...
Pick a workable pilot
1. Follow Mike Cohn’s advice
2. Recruit early adopters and experimenters
3. Think about scale – prac...
28
Copyright 2011 Square Peg Consultiing, All Rights Reserved
Tell’em what you told them
What is this thing called Agile?
...
The author of this seminar
John C Goodpasture, PMP
Program manager, author, coach,
and instructor
• PMI eSeminarsWorldsm i...
Read more …..
30
Copyright 2012 Square Peg Consultiing, All Rights Reserved
• Jim Highsmith: “Agile Project Management: Cr...
31
Copyright 2012 Square Peg Consultiing, All Rights Reserved
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Agile 103 - the three big questions

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The THREE BIG QUESTIONS asked most often by new agilists

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  1. 1. Agile 103 for Project Managers The BIG THREE Questions about Agile A presentation for A presentation for 1 Copyright 2012 Square Peg Consultiing, All Rights Reserved Produced by Square Peg Consulting, LLC Orlando, Florida www.sqpegconsulting.com
  2. 2. 2 Copyright 2011 Square Peg Consultiing, All Rights Reserved The BIG THREE Questions What is this thing called Agile? How do I do “agile in the waterfall”? How do I get started?
  3. 3. It’s more than old wine in new bottles! 3 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  4. 4. It’s more than old wine in new bottles! 4 Copyright 2011 Square Peg Consultiing, All Rights Reserved YES NO
  5. 5. What is this thing called Agile (project management)? 1. We manage for quicker results – delivery every few weeks 2. We distribute authority and responsibility differently – more federalized team ‘rights’; less centralized 3. We prioritize differently – focus on output more so than input 5 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  6. 6. What is this thing called Agile (project management)? 4. We address quality differently – fidelity to customer expectation dominates fidelity to specification 5. We involve the customer/user more intimately – during the whole project lifecycle 6. We accept that the customer drives the value proposition – even though the project sponsor provides the resources 6 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  7. 7. What is this thing called Agile (project management)? 7. We go for best value scope – the highest quality and most important possible within the investment provided. 7 Copyright 2011 Square Peg Consultiing, All Rights Reserved 8. We honor “other people’s money” – OPM
  8. 8. What is this thing called Agile (technical practices)? 1. Some new practices – to get the speed with quality – Test Driven Development – Pair Programming – xUnit Continuous Integration 2. Some familiar practices renovated – different sequence and staffing, and distributed differently in the project – Architecture – Refactoring – Unit & Integration Tests 8 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  9. 9. What is this thing called Agile (technical practices)? 3. Document only that which we are going to faithfully maintain – more lean on the documentation – Architecture – Story cards, Use cases – Test scripts 4. Emphasize developer discipline – personal commitment and accountability to get it done. – Burn down charts; Kanban boards 9 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  10. 10. Manifesto and Principles Agile Manifesto and Agile Principles are the operating framework 10 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  11. 11. Principles 11 Copyright 2011 Square Peg Consultiing, All Rights Reserved agilemanifesto.org/principles.html
  12. 12. Best value The highest quality and most important scope possible – within the investment provided Quality representing highest fidelity to customer expectation: • Functionality, performance • Importance, urgency, functional sequencing 12 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  13. 13. Grand Bargain – Project & Sponsor 13 Copyright 2011 Square Peg Consultiing, All Rights Reserved Best Value Agile PM Manifesto & Principles Customer drivers GRAND BARGAIN
  14. 14. Grand Bargain 14 Copyright 2011 Square Peg Consultiing, All Rights Reserved The grand bargain – with the project sponsor – is to deliver "best value" in trade for latitude to evolve the scope details • Not to exceed maximum investment • Not to overrun ‘critical milestones’
  15. 15. 15 Copyright 2011 Square Peg Consultiing, All Rights Reserved The BIG THREE Questions What is this thing called Agile? How do I do “agile in the waterfall”? How do I get started?
  16. 16. The fundamental tension 1. Traditional is “strategically” planned – predictable scope 2. Agile is tactically planned – accommodating scope 3. Management challenge: strategic – tactical scope tension 16 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  17. 17. Agile generic plan 17 Copyright 2011 Square Peg Consultiing, All Rights Reserved Release Charter Vision-narrative Businesscase Architecture Agile sprints embedded in white space (for maneuver)
  18. 18. Traditional generic waterfall 18 Copyright 2011 Square Peg Consultiing, All Rights Reserved Predicting and planning – from the top – your way down this swim lane is problematic Say the agilists: “It can’t be done, except incrementally”
  19. 19. Wrap the plan in a traditional framework 19 Copyright 2011 Square Peg Consultiing, All Rights Reserved Traditional wrapper With swim lanes Agile sprints embedded in white space (for maneuver) Interface (with buffers built in) Release with Buffers Charter Vision-narrative Businesscase Architecture
  20. 20. To make it work 20 Copyright 2011 Square Peg Consultiing, All Rights Reserved • Architecture • Interface discipline • Black-box commitments • Intra-wrapper coordination
  21. 21. Wave commitments 1. Architecture in waves 2. Tweak interface needs/requirements/demands at each wave 3. Trusted Black Boxes– it all happens at the terminals 21 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  22. 22. Redistribution of power 1. Federalism allows for ebb and flow of power 2. Some autonomy is surrendered 3. Complexity begets more power in the executive 4. Team to team coordination 22 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  23. 23. 23 Copyright 2011 Square Peg Consultiing, All Rights Reserved The BIG THREE Questions What is this thing called Agile? How do I do “agile in the waterfall”? How do I get started?
  24. 24. Start initiatives 1. Conceptual arguments – sell success according to customer acceptance 2. Management arguments – proffer the grand bargain 3. Project practicalities – begin with a pilot project and a team disposed to ‘early adoption’ 24 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  25. 25. Success mapped to business scorecard 1. Project success maps to business success – customer is the root of business success 2. Stay close to business metrics that govern input (cost and resources) – there’s usually no business metric on scope 25 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  26. 26. Strategy for the Grand Bargain 1. Re-up quarterly (at least) 2. Be prepared to stop! – don’t assume you can run through the limits 3. Keep the customer on your side – no side channel complaints 26 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  27. 27. Pick a workable pilot 1. Follow Mike Cohn’s advice 2. Recruit early adopters and experimenters 3. Think about scale – practice where possible 27 Copyright 2011 Square Peg Consultiing, All Rights Reserved
  28. 28. 28 Copyright 2011 Square Peg Consultiing, All Rights Reserved Tell’em what you told them What is this thing called Agile? Fidelity to customer need replaces fidelity to specification How do I do “agile in the waterfall”? Wrap agile with a framework and adhere to interface discipline How do I get started? Pick the right pilot
  29. 29. The author of this seminar John C Goodpasture, PMP Program manager, author, coach, and instructor • PMI eSeminarsWorldsm instructor for Agile Project Management, and • Advanced Risk Management, and • Understanding Organizational Change 29 Copyright 2012 Square Peg Consultiing, All Rights Reserved info@sqpegconsulting.com johngoodpasture.com
  30. 30. Read more ….. 30 Copyright 2012 Square Peg Consultiing, All Rights Reserved • Jim Highsmith: “Agile Project Management: Creating innovative products” • Dean Leffingwell: “Agile Software Requirements: Lean requirements practices for Teams, Programs, and the Enterprise” • Mike Cohn: “Agile Estimating and Planning” • Lisa Crispin and Janet Gregory: “Agile Testing: A practical guide for Testers and Agile Teams” • John Goodpasture: “Project Management the Agile Way: Making it work in the Enterprise”
  31. 31. 31 Copyright 2012 Square Peg Consultiing, All Rights Reserved All done and ready for questions!
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