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Agile Beyond Rituals | Presented at Agile Noida
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Agile Beyond Rituals | Presented at Agile Noida

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I presented this at Agile NOIDA event. My focus was on reiterating the value of agile Values and Principles. …

I presented this at Agile NOIDA event. My focus was on reiterating the value of agile Values and Principles.

It was great Interactive session.

Published in: Technology, Business

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  • 1. Beyond Rituals… By Saket Bansal iZenBridge Consultancy Private Limited (PMI – REP) 1
  • 2. Do IT Projects fail? • The majority of them fails to meet cost and schedule baselines 2
  • 3. Top Reasons • Unclear Business Objectives • Changing Requirements • The team is not aligned of Focused • Unrealistic schedule / Reactive Planning • Poor Risk management 3
  • 4. Tom Demarco and Tim Lister’s Five Core Risk Areas • Intrinsic Schedule Flaw • Specification Breakdown • Scope Creep • Personnel Loss • Productivity Variation 4
  • 5. Wonder !! • No one spoke about project failing because of any given methodology !!!! 5
  • 6. Agile Has a Solution 6
  • 7. Agile Has a Solution Issue Individual & Interaction Working Software Customer Collaboration Responding to Change Unclear Business Objectives Changing Requirements Team is not aligned or Focused Unrealistic schedule 7
  • 8. Tom DeMarco and Tim Lister’s Five Core Risk Areas Individual & Interaction Working Software Customer Collaboration Responding to Change Intrinsic Schedule Flaw Specification Breakdown Scope Creep Personnel Loss Productivity Variation 8
  • 9. But the problem is… many projects still fail… 9
  • 10. Companies moving from one methodology to another and not finding solution … 10
  • 11. Do You Agree With Ken Schwaber? “I estimate that 75% of those organizations using scrum will not succeed in getting the benefits that they hope for from it.” 11
  • 12. Major Reason of Agile Project Failure… • Company Philosophy – Culture mismatch 12
  • 13. Sprint Planning Expected • What can be done this Sprint? • Observed Team Identify how the chosen work gets done? • PO Already Committed the sprint goals • Scrum Master leads the sprint planning Sprint is understood as timeboxed and fixed-commitment iteration 13
  • 14. Daily Standup Expected • Observed • Implements not shared Goal • Inspect progress toward the Sprint • Status Report to Scrum master The team plan to accomplish the • Little done to bring things on track Sprint Goal • Followed by discussions to adapt or re-plan Daily standup is just looked at as a Status Meeting 14
  • 15. Sprint / Product Review Expected • The team demonstrates the Observed • PO / Stakeholders keeps asking working software to stakeholders • the project completion date The Product Owner discusses and forecast project likely completion dates • based on progress • Review of the timeline, budget, Scrum master projects when things are going to finish • Stakeholders disappear for long potential capabilities, and and when they come back they marketplace for the next are shocked anticipated release of the product. 15
  • 16. Retrospective Expected • Observed • Focus on who did what with regards to people, • Scrum master asking questions relationships, process, and tools • Inspect how the last Sprint went • Team Complaining to Scrum Create a plan for implementing improvements master • No or little action on actions identified in previous retrospective 16
  • 17. Coaching / Mentoring Expected Observed • Coaching • Directing • Theory Y • Theory X 17
  • 18. Missing …. 18
  • 19. Performance Monitoring Outcome Output Activities 19
  • 20. New Waste … Documents Meetings 20
  • 21. It's Difficult to Get • Value Without customer engagement • Self-organization and Ownership Without employee engagement 21
  • 22. • If members of a team don't care about a project, nothing can save it. - Kent Beck , Extreme Programming Explained 22
  • 23. Fertilizer Project 23
  • 24. Strategy Portfolio Product Roadmap Release Iteration Day 24
  • 25. Customer / Vendor Strategy Strategy Portfolio Portfolio Project / Account Road Map Release Iteration Day 25
  • 26. The Value Stream 26
  • 27. OVERVIEW OF PMI-ACP® 27
  • 28. The Value of PMI-ACP • • ® For practitioners, PMI-ACP® helps:  Demonstrate a level of professionalism in Agile principles, practices, tools and techniques  Increase professional versatility in project management For organizations, PMI-ACP® demonstrates a practitioner’s:  Knowledge of Agile practices, which shows the practitioner has greater breadth and depth as a PM 28
  • 29. PMI-ACP – Eligibility Requirements Requirement Description Educational Level Secondary degree or higher General Project Experience 2,000 hours working on project teams. Agile Experience 1,500 hours working on Agile project teams. Agile Training 21 contact hours Examination Tests knowledge of Agile fundamentals and ability to apply to basic projects Maintenance 30 PDUs/3 CEUs every 3 years in Agile project management Cost $435 member; $495 non-member 29
  • 30. Stay Connected Email : Saket.Bansal@iZenBridge.com YouTube : www.youtube.com/izenbridge Twitter : @Saket_tg Website : www.pmi.org ; www.iZenBridge.com 30
  • 31. Questions? 31