Agile projects.programs.portfolio

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Have you ever seen people use air quotes around the words “agile project” as if they don’t believe those words go together? Or, do you wonder what the five horizons of planning are? Do you ever wonder if agile or lean approaches to project management can be scaled or if you are doomed to waterfall approaches to large efforts?

You can use agile and lean approaches to your projects, program, and the project portfolio. Agile and lean projects are still projects. In this session, Johanna Rothman will discuss why you would want to use short cycles, how iterative and incremental development works, and how you pick an iteration length.

We’ll discuss the five different planning horizons, and briefly discuss the basics of user stories and estimation. Yes, we’ll have a brief and lively discussion prediction and estimation and when to use each. You’ll have a chance to see what team boards might look like in Scrum or Kanban, and what information radiators might show you in a healthy or a not-so-healthy project.

We’ll also talk about how you can expand from one team to a program and where the different schools of thought lie, and how to avoid multi-tasking with agile project portfolio management.

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Agile projects.programs.portfolio

  1. 1. Agile Projects, Program & Portfolio Management: No Air Quotes Required Johanna Rothman www.jrothman.com @johannarothman jr@jrothman.com 781-641-4046
  2. 2. © 2014 Johanna Rothman Project Management is About Risk We have risks everywhere: Schedule Technology People Murphy’s Law More How do we manage the risks? 2
  3. 3. © 2014 Johanna Rothman Waterfall -> Command & Control But when could you tell when anything was ready? 3
  4. 4. © 2013 Johanna Rothman Johanna’s General Agile Picture 4
  5. 5. © 2014 Johanna Rothman The Principles Behind the Agile Manifesto 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. 5
  6. 6. © 2014 Johanna Rothman Why Do Agile? What’s the Point? 6
  7. 7. © 2014 Johanna Rothman7
  8. 8. © 2013 Johanna Rothman Johanna’s General Agile Picture 8
  9. 9. © 2013 Johanna Rothman AgileTeams 9 Contain all the roles required 5-7 people is the sweet spot Deliver value every iteration or every feature
  10. 10. © 2014 Johanna Rothman EverWondered About Agile “Projects?” Agile projects are real projects They have beginnings, middles and ends Iterations help you manage technical risk Increments help you manage schedule risk 10
  11. 11. © 2014 Johanna Rothman Prototypes Are an Old Design “Trick” Think back to a time when you could not know if a technical approach was right.What did you do? You can iterate on more than the architecture… 11
  12. 12. © 2014 Johanna Rothman Timeboxes Are an Old PM “Trick” Think back to a time when you had the risk of not finishing the work. Or, when you didn’t want to start the work. What did you do? 12
  13. 13. © 2014 Johanna Rothman Agile ProvidesYou Iterative and Incremental You get both kinds of risk management with agile: iteration and incremental risk management 13
  14. 14. © 2014 Johanna Rothman Benefit of Short Cycles “You gave me what I asked for, but not what I wanted!” Feedback is key The shorter the cycle, the smaller the story/task/item, the more frequent the feedback 14
  15. 15. © 2014 Johanna Rothman How Long Should an Iteration Be? How much can you afford to throw away? 15
  16. 16. © 2014 Johanna Rothman Let’s Discuss “Flow” or Lean Kanban means “signboard” It can help you see your bottlenecks 16
  17. 17. © 2014 Johanna Rothman Different Planning Horizons Project portfolio is which projects the organization commits to. The roadmap explains the rough order of the features.This changes. The release plan takes your Minimum Viable Product and says this is when you can release something If you use iterations (1-4 weeks), this is your iteration goal Teams commit daily to one another at the standup 17
  18. 18. © 2013 Johanna Rothman Who DoesWhat? 18
  19. 19. © 2014 Johanna Rothman What’s on the Board? Not honking big requirements documents 19 But, user stories A promise for a conversation
  20. 20. © 2014 Johanna Rothman How Big Is a Story? Estimation is a tricky thing Relative sizing helps Separating sizing from duration helps Planning poker helps you do both 20
  21. 21. © 2014 Johanna Rothman At LeastTwo Approaches for Relative Sizing When you separate sizing from duration, you avoid estimation commitments to a date If you use stories, you tend to make stories smaller We are better at estimating smaller things If we estimate as a team, we tend to not forget things 21
  22. 22. © 2014 Johanna Rothman What About #Noestimation? Some teams have stopped estimating entirely They swarm/mob over their stories They find this quite effective I do this too 22
  23. 23. © 2014 Johanna Rothman What’s So Good About Agile? How many times have people asked you,“Where are you?” Empirical feedback Transparency Let’s look at some boards 23
  24. 24. © 2014 Johanna Rothman Typical Scrum Board Ready column contents do not change during the iteration. The team commits to the Ready column at the beginning of the iteration, for each iteration. 24
  25. 25. © 2014 Johanna Rothman There is NoTypical Kanban Board Every team’s board is unique because it describes the team’s flow There is a limit on each column (Work in Progress) The team always takes the first card on the Ready column Kanban shows the flow of work and the bottlenecks 25
  26. 26. © 2014 Johanna Rothman Standup! How you move items across a board How you make micro- commitments inside the team Track where you are: create your velocity chart at the board 26
  27. 27. © 2014 Johanna Rothman TheThree Questions My questions: What did you complete since the last standup? What are you working on now? What are your impediments? 27
  28. 28. © 2014 Johanna Rothman BurnupVelocity Charts Provide a Team Feedback Velocity is personal to a team 28
  29. 29. © 2014 Johanna Rothman Velocity Charts Velocity is personal to a team and can change depending on many factors: vacation, story breakdown, how consistently the team estimates, if anyone pressures the team to estimate differently, etc. I have yet to see a project that did not add features You might want to add that to your burnup charts 29
  30. 30. © 2014 Johanna Rothman Information Radiators Project dashboards are information radiators You can see everything at one glance Public Big Transparent 30
  31. 31. © 2014 Johanna Rothman OneTeam Sounds Possible—A Program? Can we scale agile to a program? Is it possible? 31
  32. 32. © 2014 Johanna Rothman Agile Can Scale to Programs Several competing ideas: Scrum of Scrums Disciplined Agile Delivery SAFe Small world networks 32
  33. 33. © 2014 Johanna Rothman Agile Programs: Scale Out, Not Up Allows for geographically distributed teams Assumes people are responsible and will help each other This image is the software program team in a small world network 33
  34. 34. © 2014 Johanna Rothman You May NeedTwo ProgramTeams Core Team manages the cross-functional business risks That Core Team may/may not manage the project portfolio The Core Team delivers the product 34
  35. 35. © 2014 Johanna Rothman Manage Project Portfolio The product development team works on tactical work: the project Managing the project portfolio is strategic management work Agile allows you to iterate on these decisions 35
  36. 36. © 2014 Johanna Rothman Reading Recommendations http://www.jrothman.com/services/minimum-reading-list- for-an-agile-transition/ My other writing: http://www.jrothman.com/tag/transition-to-agile/ http://www.jrothman.com/blog/mpd/tag/transition-to-agile 36
  37. 37. © 2014 Johanna Rothman Stay inTouch? Pragmatic Manager: www.jrothman.com/ pragmaticmanager Please link with me on LinkedIn: www.linkedin.com/in/ johannarothman/ 37

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