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Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation
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Project Management Adaptability : Challenges in Agile implementation in a weak matrix organisation

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The talk encompasses an introductory overview of Agile project management methodologies and their relationship to the PMBOK and traditional project management approaches, and elaborates to recount …

The talk encompasses an introductory overview of Agile project management methodologies and their relationship to the PMBOK and traditional project management approaches, and elaborates to recount practical experiences and lessons learned from the challenges in implementing Agile project management methods in a weak matrix organisation

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  • 1. Project Management InstituteSouth Africa Chapter 2013Kwa-Zulu Natal BranchProject ManagementAdaptability:Challenges inAgile implementation in aweak matrix organisation.18th April 2013Queen Elizabeth Boardroom , Transnet, 237Mahatma Ghandi Road ,Point.By: Richard Smith, PMP®
  • 2. Speaker IntroductionShort CV – Richard Smith, PMP – Systems Software Development Project Manager, Conlog (Pty) Ltd• Diverse range of industries and operational environments including: retail, supply chain management,logistics and distribution, media (print and online), manufacturing, management consulting and softwaredevelopment.• Primarily within SMME’s - link between operational processes and business development and growth.• BA – Information Science, Sociology – 2002• Honours BA – Information Science - 2011• PMP ® in 2012The following are some of the more notable projects he has successfully delivered:- Data centre and consolidated networked IT infrastructure for a large corporate’s regional operations inSouthern Africa.- IT infrastructure projects for the Reserve Bank of Mozambique.- First database driven online Yellow Pages business directory in Botswana (including development,commercial launch and product management).- SADC Summit (heads of state) official brochure publication – 4 successive years.- International Committee on Composite Materials ICCM-15 global conference, interactive multi-mediaCD (official conference documentation).- Internet website portal for national hardware distributor and retailer in Australia.- Establishing export channels for a clothing manufacturer, utilising the AGOA and EU Free Tradeframeworks.According to Richard the “coolest” job he has ever had was working as a Cinema Projectionist, and fondlyremembers programming his first computer in 1984 (a rubber keyed ZX Spectrum 48k).Richard is currently serving as a volunteer with PMI South Africa Chapter. Kwazulu Natal Branch, in theMembership and Social Media portfolio.
  • 3. And...
  • 4. On schedule in a project, witha CPI > 1...
  • 5. • Agile Concepts• Matrix Business Organisations• Weak Matrix Business Organisations• Case Study• Methodology: Agile vs Waterfall• Agile – The Next Steps• Conclusions• Q & AOverview
  • 6. Some History• Toyota• Just In Time• Kanban• Kaizen• Software• Extreme Programming, Scrum, R.U.P., etc• Agile ManifestoAgile Concepts
  • 7. Agile Manifesto for Software DevelopmentWe are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right,we value the items on the left moreAgile Concepts
  • 8. "...Agile is a "bit-oriented" project managementmethodology and not appropriate for "atom-oriented"projects. What I mean is that when the deliverables are inthe form of bits (no weight, no physicality, no inventory, nomass, etc) Agile can be used to allow the customer to besomewhat unprepared in their definition of requirements,schedules, needs, desires, and "fit-for-use" determinations...It is very tough to tell a machinist that the customer nowwants the "inverted collapsed flywheel spindle diameter" tobe 4.5mm when yesterday he wanted 4.4mm since the0.1mm of metal in already on the floor......The dirty little secret about Agile/Scrum is all the reworkthat goes on, but which is never reported or is hidden in thenature of the bit-oriented deliverable..."Paul (Nanouk), Lohnes, PMP - 25 Feb 2011 04:40 AMhttp://agile.vc.pmi.org/public/community/discussions/tabid/170/aft/3942/default.aspxAgile Concepts
  • 9. The Promise• Responsive to Business and Environmentalchanges• Productivity• Quality• Rapid Proto-Typing, product development• Time to market• Lean – reduces unnecessary admin overheadAgile Concepts
  • 10. The Critique• Chaos• Another fad (steeped in myth and legend)• Exploiting commercial opportunity(consulting fees)• Standards – e.g scrum politics• Governance weakness in implementation• Rework (time and costs)• Aligning PMBOK with Agile MethodologiesAgile Concepts
  • 11. Agile Concepts
  • 12. Source: http://www.versionone.com/
  • 13. Agile Concepts
  • 14. Agile Concepts
  • 15. Agile Concepts
  • 16. Agile Concepts
  • 17. Agile Concepts
  • 18. Agile Concepts
  • 19. Agile Concepts
  • 20. Agile Concepts
  • 21. Agile Manifesto for Software DevelopmentWe are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right,we value the items on the left moreAgile Concepts
  • 22. Why Software ?• Resources create Raw MaterialsANDdesign and create the product deliverableAll in a virtual world that interfaces with thereal world through technologies that mediatethe use value with the user.Agile Concepts
  • 23. • Structure• Authority• Project Management• Risk Management• Business StrategyMatrix Business Organisations
  • 24. Matrix Business OrganisationsSource: PMBOK® Guide – Fourth Edition, PMI
  • 25. • Structure• Authority• Project Management• Risk Management• Business StrategyWeak Matrix Business Organisations
  • 26. Weak Matrix Business OrganisationsSource: PMBOK® Guide – Fourth Edition, PMI
  • 27. Challenges• Weak Matrix• Production environment• Resource and time constraints• Under performance• Under delivery• Low levels of confidence• Rapid changes:priorities, SOW,resource allocation, issues and risks.• Change control management...how?Case Study
  • 28. Solutions• Bringing decision makers and businessstakeholders closer with operational andproduction (project) stakeholders/resources.• Daily morning “stand up” meeting• Visual planning board – colours, shapes, highlevel timeline, To Do Lists• Priorities and action plansCase Study
  • 29. Conclusions• “Language”• Gatekeepers• PMO (or lack thereof)• Delivery• Meet business needs• Positive impactCase Study
  • 30. THE pmbokis strongWith this pm
  • 31. • Tools & Techniques:Gantt Chart vs Burndown Chart vs Kanban Board• Iterations/Sprints versus Scheduled Phases• Deliverables:Definition of Done vs Phase Sign Off• Stakeholder participation vsStakeholder Management• Delivery: Meet Business and Project ObjectivesMethodology: Agile vs Waterfall
  • 32. Agile vs WaterfallMethodology: Agile vs Waterfall
  • 33. • Software (Product evolves organically over time):- Continuous Delivery- Continuous Integration- Test Driven Development• Use of ICT to automate processesAgile – The Next Steps
  • 34. Agile – The Next Steps
  • 35. Agile – Projects or OperationsDo we come full circle – is Agile merely Operations ?
  • 36. Conclusions• “Agile Project Manager” - an incongruous concept• Adaptable and Flexible Project Management• Methodologies vs Framework (PMBOK)• The essence of Project Management• Service to Business• PMI Takeaway – PM-ACP®
  • 37. Thank YouQ&A
  • 38. ReferencesSource material and images:• http://agilescout.com/wp-content/uploads/2011/08/comparison-between-lean-construction-and-agile-project-management.png• http://agilescout.com/lean-agile-in-construction-projects-91111-10-years-later/• www.pmi.org• http://agilemanifesto.org/•http://www.agilealliance.org/•http://guide.agilealliance.org/guide/sashimi.html•http://www.scrumalliance.org/•http://growingagile.co.za/•PMI - Agile COP - http://agile.vc.pmi.org/Public/Home.aspx•http://alistair.cockburn.us/Earned-value+and+burn+charts•http://www.versionone.com/

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