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The Agile PMP V3

by Mike Cottmeyer

2,089 views

This is the version of the talk that I did at Agilepalooza Charlotte and Agile 2009. I will be doing this talk at the PMI Global Congress and Agile Dev Practices in the next few months.

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YoungCheolKim useful white paper 3 years ago
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I am not here to really talk about any particular flavor of agile or to explain in any kind of detail the practices of agile project managers. I want you guys to leave understanding what agile project management is... why it is different... why it is sometimes necessary... and how you guys can embrace certain aspects of agile without throwing away everything that you know as a certified PMP.
Agile is an approach to software development that recommends many best practices (TDD, Continuous Integration, Pair Programming)...
Agile is an approach to software development that recommends many best practices (TDD, Continuous Integration, Pair Programming)...
Agile is a leadership philosophy very similar to what Covey talks about in his book the 8th habit.... valuing the whole person... respect for the individual... creating an empowered and engaged workforce that takes responsibility. One where people can engage their whole person on the job.
Lastly… Agile is a lightweight project management framework that values frequent planning and delivery... it values lightweight meaningful metrics... and customer collaboration.
Key Takeaway #1: If scope is not really your primary driver... it is a waste of time and money project planning as if it were. This is where agile comes in. Agile project management first and foremost elevates time and cost as the primary project constraints and builds a framework for varying scope in the lowest cost way possible.
We all know that there is a dynamic relationship between time, cost, and scope.
Our project schedule is really where the rubber meets the road. Our schedule defines when work is going to be done... who is going to do it... and when it needs to be done. Our schedule helps us keep track of and manage dependencies and keep up with physical percent complete.
Our schedule defines when work is going to be done... who is going to do it... and when it needs to be done. Our schedule helps us keep track of and manage dependencies and keep up with physical percent complete.
On most software projects building out the schedule is a pretty interesting exercise. There is a classic chicken and the egg problem. The customer generally has some idea of what they want and are trying to figure out how its gonna cost and how long it is going to take.
On the other hand, they usually have some idea of their cost constraints…
and when they need the product to be done.
So we play the game. We tighten up the estimates... that usually means making them smaller. Maybe we can find some extra folks to work on the project in their spare time. Maybe we make some simplifying assumpitions about the technical solution.
If we get really creative, maybe there are something that we can do in parallel. Maybe we create a series of overlapping waterfalls.
We keep our eyes peel for anything that might prevent is from meeting our project deliverables.
Scope is the starting place for this kind of project management. If scope is really our primary constraint... we have to let time and cost be calculated based on project size and resource availability.
What we are seeing in many of our software projects is that scope is not neccesarily the primary driver. What we learned through the Gaant charts on the earlier slides... more often than not... time and cost are actually our primary constraints.
Key Takeaway #1: If scope is not really your primary driver... it is a waste of time and money project planning as if it were. This is where agile comes in. Agile project management first and foremost elevates time and cost as the primary project constraints and builds a framework for varying scope in the lowest cost way possible.
What we are seeing in many of our software projects is that scope is not neccesarily the primary driver. What we learned through the Gaant charts on the earlier slides... more often than not... time and cost are actually our primary constraints.
Scope is the starting place for this kind of project management. If scope is really our primary constraint... we have to let time and cost be calculated based on project size and resource availability.
By delivering working product in short cycles... by keeping the evolviing product highly visible to our customers... and inspecting outcomes frequently... we are able to learn about our processes... about ourselves...and our customers and their requirements as we are building the product. We do less work up front that is subject to change. Could we do much of what we are talking about with traditional project management and really solid change management? Sure we could... but at what cost? How many of you guys build the cost of process... the cost of change management into your project budgets? Given the pressure to deliver more faster... that was probably the first to go. I would also suggest there is an opportunity cost for taking the traditional approach toward software development. We lose the ability to embrace change and learn from our experiences. If the market changes over the course of the project... we want to be able to adjust our plans to address that new information. Tradtional methods discourage change becuase we have invested so much in our plans... we are rewarded for staying on plan... and it takes so long to change course.
We are still addressing the primary concerns of project managers: time, cost, scope, and risk... but doing it with a different emphasis. So agile project managers focus less on predictive up front planning and more on delivering value. We focus more on collaboration with the business and tapping into engaging the team. We encourage predictable outcomes by keeping teams together... establishing stable througput... and constantly measuring where we are against our high level and detailed planning. Remember... time and cost are our primary drivers... scope has to be flexible.
I like to think of agile project management as a risk mitigation technique for when our traditonal assumptions about predictability no longer hold. It is a risk mitigation technique for when scope is not our primary driver... when time and cost are critical... when flexibility and adaptation are essential.
I like to think of agile project management as a risk mitigation technique for when our traditonal assumptions about predictability no longer hold. It is a risk mitigation technique for when scope is not our primary driver... when time and cost are critical... when flexibility and adaptation are essential.
As an agile project manager, you are working with the team to make sure that everyone has a sphere of influence. Rather than tell people what to do, or what to work on, let them to self select tasks. Let them choose who they want to work with and what they want to work on. Let them decide on the approach. Let them decide how to tackle the problem. You are setting the context... you are managing the environment... you are managing the process. You are also measuring the process and making sure that the outputs of the project team are what you would expect. We are basically empowering people and expecting them to act and behave like adults.
The tradeoff for all this empowerment, self-organization, and trust... is extremely high visibility. We are constantly monitoring what is being build. We are constantly inspecting outcomes. We are constantly making small commitments to each other and to our project and to our organization. We are accountable to our project and to each other. Because we are committing and delivering very frequently... because we are delivering and inspecting outcomes often... we never get too far off before we have a chance to correct.
•Define deliverables not activities •Strive to reduce dependencies between deliverables•Prioritize don’t sequence. Work from the top of the list.•Estimate based on relative size•Releases and iterations always end on time.
•Define deliverables not activities •Strive to reduce dependencies between deliverables•Prioritize don’t sequence. Work from the top of the list.•Estimate based on relative size•Releases and iterations always end on time.
•Define deliverables not activities •Strive to reduce dependencies between deliverables•Prioritize don’t sequence. Work from the top of the list.•Estimate based on relative size•Releases and iterations always end on time.
•Define deliverables not activities •Strive to reduce dependencies between deliverables•Prioritize don’t sequence. Work from the top of the list.•Estimate based on relative size•Releases and iterations always end on time.
•Cost is defined by your willingness to invest •Cost estimates are the product of the team size and project duration
•Scope is defined at progressive levels of detail. •Plan scope, deal with project realities, and make tradeoffs.•Allow room for scope negotiation when planning project scope•Collaboration and frequent interaction
•Communication planning can be thought of in the traditional sense when looking outside the project team •Collocation•Information radiators•Osmotic communication
•Quality is not an afterthought •Test first design•Test driven development•Continuous integration•Continuous testing
•Agile has room for a Charter or a Vision statement •Project management plans and approach statements•More empowering style of management based on individual accountability•Change control is built into the process. Tradeoffs managed in real time.
•Agile does not deal much with procurement •Approach contracts with adaptability in mind•Build relationships based on trust•Create win-win agreements
•Staffing based on available people and willingness to invest •Build your team around motivated people•Give them what they need to be successful and remove impediments•Allow teams to self-organize
One of the easy... most straightforward things you can do is to start building your project plans around product deliverables. Documents are great... but they are not what you sell to your customer... you sell working product. Activities are great... but no one really cares how hard you are working or how many hours along you are. Break your deliverables into smaller pieces... build those deliverables into your project plan... and when you track earned value... you will really be measuring the value delivered rather than the hours burned on the project.
Another easy thing to do is start doing daily standup meetings. These daily touch base meetings keep everyone on the team focused and aware of what is going on and if the team has any blocking issues. Agile recommends keeping these to 15 minutes and focused solely on keeping everyone in the know. Any detailed discussion take place after the meeting only between those people directly impacted by the conversation.
A lot of how agile will impact you will come down to how you see yourself as a project manager. Do you allow yourself to be the hub of activity? Do you get off on having everyone come to you when a big decision needs to be made? An agile project manager sees themselves less as the hub of all project activity. An agile project manager serves more as the wheel. They protect the team, remove obstacles, keep the project moving, and make sure the team members are connected to each other

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Israel Santiago, Software Engineer / Project Manager at Araujo Drugstore S/A 1 year ago
Lak Lam, Senior Technical Program Manager at EMC Corporation Tags pmp agile 3 years ago

The Agile PMP V3 Presentation Transcript

The Agile PMP
Mike Cottmeyermike.cottmeyer@versionone.com www.linkedin.com/in/cottmeyer www.versionone.comblog.versionone.netwww.leadingagile.com
The essence of ProjectManagement?
CostTimeScope
The essence of ProjectManagement?
Cost Time Scope
The essence of ProjectManagement?
Cost TimeScope
The essence of ProjectManagement?
CostTime Scope
The essence of ProjectManagement?
Risk
Manage outUncertainty
So… what is Agile?
Engineering
Project Management
Leadership
So… what is Agile?
Engineering
Project Management
Leadership
So… what is Agile?
Engineering
Project Management
Leadership
So… what is Agile?
Engineering
ject Managem
Leadership
Manage forUncertainty
2001
The Agile Manifesto
17
The Agile Manifesto
Utah
The Agile Manifesto
Individuals &Interactions
Processes
&Tools
WorkingSoftware
Comprehensive
Documentation
The Agile Manifesto
Customer Collaboration
Contract
Negotiation
Responding to Change
Following
a Plan
Individuals &Interactions
Processes
&Tools
WorkingSoftware
Comprehensive
Documentation
The Agile Manifesto
Customer Collaboration
Contract
Negotiation
Responding to Change
Following
a Plan
Individuals &Interactions
Processes
&Tools
WorkingSoftware
Comprehensive
Documentation
The Agile Manifesto
Customer Collaboration
Contract
Negotiation
Responding to Change
Following
a Plan
Individuals &Interactions
Processes
&Tools
WorkingSoftware
Comprehensive
Documentation
The Agile Manifesto
Customer Collaboration
Contract
Negotiation
Responding to Change
Following
a Plan
Individuals &Interactions
Processes
&Tools
WorkingSoftware
Comprehensive
Documentation
The Agile Manifesto
Customer Collaboration
Contract
Negotiation
Responding to Change
Following
a Plan
Individuals &Interactions
Processes
&Tools
WorkingSoftware
Comprehensive
Documentation
The Agile Manifesto
Customer Collaboration
Contract
Negotiation
Responding to Change
Following
a Plan
Traditional
Managing the triple constraints…
Scope
Cost
Time
Scope
Cost
Time
Scope
Cost
Time
Scope
Cost
Time
Scope
Let’s figure out what to build…
Cost
…how much are we going to spend,
Time
and when we are going to be done.
Who?
What Order?
When?
Who?
What Order?
When?
Who?
What Order?
When?
Scope
Chicken or the egg?
Cost
Time
Scope
Cost
Time
Scope
Cost
Time
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
18 months to release!
Analysis
Design
Build
Test
Deploy
20,000 hours = $1,500,000
Cost
Time
Scope
Cost
Time
Scope
Cost
Time
Scope
Analysis
Design
Build
Test
Deploy
Can we add more people?
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
Analysis
Design
Build
Test
Deploy
15 months to release!
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
Can we deliver in phases?
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
Two 9 month deliveries!
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
Can we do it in parallel?
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
First in 9 months…
Phase One
Analysis
Design
Build
Test
Deploy
Phase Two
Analysis
Design
Build
Test
Deploy
Second a month or so later…
Scope
Cost
Time
Scope
Cost
Time
Risk
Risk
Risk
Scope
Risk
Risk
Cost
Time
Risk
Risk
Risk
Risk
Scope
is our starting place
Cost
Time
Scope
Cost
Time
Agile
Scope
Cost
is our starting place
Time
is our starting place
Scope
Cost
Time
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Timeboxes...
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Fixed duration
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Fixed duration
No overlap
Team A
Team B
Team C
Team D
Team E
Team F
Teams…
Team A
Team B
Team C
Team D
Team E
Team F
Team A
Team B
Team C
Team D
Team E
Team F
Team A
Team B
Team C
Team D
Team E
Team F
Teams deliver
Team A
Team B
Team C
Team D
Team E
Team F
Teams deliver
Working software
Epic
Epic
Epic
Epic
Project
Planning
Feature
Epic
Feature
Feature
Feature
Epic
Feature
Epic
Feature
Epic
Release
Planning
Project
Planning
Feature
Epic
User Story
User Story
Feature
User Story
User Story
Feature
User Story
User Story
Feature
Epic
User Story
Feature
Epic
Feature
Epic
Release
Planning
Project
Planning
Iteration
Planning
Feature
Epic
User Story
User Story
Feature
User Story
User Story
Feature
User Story
User Story
Feature
Epic
User Story
Feature
Epic
Feature
Epic
3-6
Months
18-24
Months
2-4
Weeks
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
End on time
Project (years)
Release (months)
Release (months)
Release (months)
I1
I2
I3
I4
I5
I6
I7
I8
I9
End on time
Inspect and Adapt
Release One
Iteration 1
Iteration 2
Iteration 3
Analysis
Analysis
Analysis
Design
Design
Design
Build
Build
Build
Test
Test
Test
Deploy
Deploy
Deploy
Release One
Iteration 1
Iteration 2
Iteration 3
Analysis
Analysis
Analysis
Design
Design
Design
Build
Build
Build
Test
Test
Test
Deploy
Deploy
Deploy
Release One
Iteration 1
Iteration 2
Iteration 3
Analysis
Analysis
Analysis
Design
Design
Design
Build
Build
Build
Test
Test
Test
Deploy
Deploy
Deploy
Release One
Iteration 1
Iteration 2
Iteration 3
Analysis
Analysis
Analysis
Design
Design
Design
Build
Build
Build
Test
Test
Test
Deploy
Deploy
Deploy
Release One
Iteration 1
Iteration 2
Iteration 3
Analysis
Analysis
Analysis
Design
Design
Design
Build
Build
Build
Test
Test
Test
Deploy
Deploy
Deploy
Everyone on deck
Release One
Iteration 1
Iteration 2
Iteration 3
Analysis
Analysis
Analysis
Design
Design
Design
Build
Build
Build
Test
Test
Test
Deploy
Deploy
Deploy
Everyone on deck
Everyone accountable
Release One
Iteration 1
Iteration 2
Iteration 3
Team
Team
Team
Release One
Iteration 1
Iteration 2
Iteration 3
Team
Team
Team
Release One
Iteration 1
Iteration 2
Iteration 3
Team
Team
Team
Release One
Iteration 1
Iteration 2
Iteration 3
Team
Team
Team
Release One
Iteration 1
Iteration 2
Iteration 3
Team
Team
Team
Cross-Functional
Release One
Iteration 1
Iteration 2
Iteration 3
Team
Team
Team
Cross-Functional
Specializing Generalists
Team A
Team B
Team C
Team D
Team E
Team F
Teams…
Team A
Team B
Team C
Team D
Team E
Team F
Team A
Team B
Team C
Team D
Team E
Team F
Team A
Team B
Team C
Team D
Team E
Team F
Teams deliver
Team A
Team B
Team C
Team D
Team E
Team F
Teams deliver
Working software
Fully functional
Not fully capable
Always working
Fully functional
Not fully capable
Always working
Fully functional
Not fully capable
Always working
Images courtesy of Jeff Patton
Images courtesy of Jeff Patton
Images courtesy of Jeff Patton
Burndown
Graphs
Project Burndown
Burndown
Graphs
Release Burndown
Burndown
Graphs
Iteration Burndown
Earn value
for Real
Inspect andAdapt
Minimize theCostof Change
The essence of ProjectManagement?
CostTimeScope
The essence of ProjectManagement?
Cost Time Scope
The essence of ProjectManagement?
Cost TimeScope
The essence of ProjectManagement?
CostTime Scope
The essence of ProjectManagement?
Risk
EmbraceUncertainty
Agileis risk mitigation
Agileis a value system…
Empowerment
Self-Organization
Trust Individuals
Accountability
Empowerment
Self-Organization
Trust Individuals
Accountability
Empowerment
Self-Organization
Trust Individuals
Accountability
Empowerment
Self-Organization
Trust Individuals
Accountability
PM
PM
A
PMBOK
Time
Deliverables not activitiesReduce DependenciesPrioritize don’t sequenceAlways finish on-time
Time
Deliverables not activitiesReduce DependenciesPrioritize don’t sequenceAlways finish on-time
Time
Deliverables not activitiesReduce DependenciesPrioritize don’t sequenceAlways finish on-time
Time
Deliverables not activitiesReduce DependenciesPrioritize don’t sequenceAlways finish on-time
Cost
Cost = team size X duration Invest don’t spend
Cost
Cost = team size X duration
Invest don’t spend
Scope
Plan scope in rolling waves
Make trade-offs
Allow room for negotiation
Frequent customer interaction
Scope
Plan scope in rolling waves
Make trade-offs
Allow room for negotiation
Frequent customer interaction
Scope
Plan scope in rolling waves
Make trade-offs
Allow room for negotiation
Frequent customer interaction
Scope
Plan scope in rolling waves
Make trade-offs
Allow room for negotiation
Frequent customer interaction
Risk
Business and Technical
Risk management built in
Continuous visibility
Risk
Business and Technical
Risk management built in
Continuous visibility
Risk
Business and Technical
Risk management built in
Continuous visibility
Quality
Quality not an afterthought
Test driven development
Continuous integration
Continuous testing
Quality
Quality not an afterthought
Test driven development
Continuous integration
Continuous testing
Quality
Quality not an afterthought
Test driven development
Continuous integration
Continuous testing
Quality
Quality not an afterthought
Test driven development
Continuous integration
Continuous testing
Comm.
Outside the team… the same
Co-location
Osmotic communication
Information radiators
Comm.
Outside the team… the same
Co-location
Osmotic communication
Information radiators
Comm.
Outside the team… the same
Co-location
Osmotic communication
Information radiators
Comm.
Outside the team… the same
Co-location
Osmotic communication
Information radiators
Int.
Charter or vision is okay
Agile PM plan and approach
Individual accountability
Change control built in
Int.
Charter or vision is okay
Agile PM plan and approach
Individual accountability
Change control built in
Int.
Charter or vision is okay
Agile PM plan and approach
Individual accountability
Change control built in
Int.
Charter or vision is okay
Agile PM plan and approach
Individual accountability
Change control built in
Proc.
Build contracts for change
Build relationships on trust
Create win-win agreements
Proc.
Build contracts for change
Build relationships on trust
Create win-win agreements
Proc.
Build contracts for change
Build relationships on trust
Create win-win agreements
HR
Motivated individuals
Give them tools
Remove impediments
Self-organization
HR
Motivated individuals
Give them tools
Remove impediments
Self-organization
HR
Motivated individuals
Give them tools
Remove impediments
Self-organization
HR
Motivated individuals
Give them tools
Remove impediments
Self-organization
What can…
I do…
Now?
Agile PM Plans
Plan Features
Iterative Planning
Daily Stand-Up
Agile PM Plans
Plan Features
Iterative Planning
Daily Stand-Up
Agile PM Plans
Plan Features
Iterative Planning
Daily Stand-Up
Agile PM Plans
Plan Features
Iterative Planning
Daily Stand-Up
Team
PM
PM
Team
Team
Team
Team
APM
Team
Team
Team
APM
Know where you are… know what’s left to go
Take input from reality and deal with it
AgilePMIfinance.groups.yahoo.com/group/pmiagile/
The Agile PMP
Mike Cottmeyermike.cottmeyer@versionone.com www.linkedin.com/in/cottmeyer www.versionone.comblog.versionone.netwww.leadingagile.com