Are You Guessing or Learning?   Project Management in Chaotic Times
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Are You Guessing or Learning? Project Management in Chaotic Times

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As your market changes or your company reorganizes, it is key to deliver what your customers want today, rather than what you guessed they wanted months ago. Managing your projects in Agile time-boxes ...

As your market changes or your company reorganizes, it is key to deliver what your customers want today, rather than what you guessed they wanted months ago. Managing your projects in Agile time-boxes with incremental delivery to your customers can give you the freedom and feedback loops to respond quickly to both internal and external changes. This presentation outlines how to adopt Agile development practices to: respond to rapid changes in your marketplace, out-learn the competition, and ensure you're building the right things.

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  • Gaussian Copula
  • Federal Reserve Act of December 23, 1913
  • Finally, the team does a retrospective and discusses three questions:
  • Finally, the team does a retrospective and discusses three questions:
  • Finally, the team does a retrospective and discusses three questions:
  • So we hold a daily scrum. It’s a simple meeting where we answer three basic questions:
  • Finally, the team does a retrospective and discusses three questions:
  • Finally, the team does a retrospective and discusses three questions:

Are You Guessing or Learning?   Project Management in Chaotic Times Are You Guessing or Learning? Project Management in Chaotic Times Presentation Transcript

  • Are You Guessing or Learning? Zach Nies, Rally Software
  • Chaotic Times
  • Win By Out Learning
  • Learning Environments
  • Create Success
  • Feedback Loops
  • Queuing Theory
  • Software Development Feedback Loops ROI & Adoption Requests Defects Business Prioritize & Define & Test & Harden & Deploy & Case Schedule Develop Accept Release Support Collaborative Development Agile Lifecycle Management
  • Don’t Make Me Guess
  • Group Learning Collaboration AND
  • Kids Are Built to Learn
  • Adults Require Reflection to Learn
  • Group Retrospectives
  • INDIVIDUALS INTERACTIONS AND ( PROCESSES OVER AND TOOLS
  • WORKING SOFTWARE ( ) COMPREHENSIVE OVER DOCUMENTATION
  • CUSTOMER COLLABORATION ( CONTRACT ) OVER NEGOTIATION
  • RESPONDING CHANGE TO ( ) FOLLOWING OVER A PLAN
  • Self-organizing TEAMS Determine Team Agreements Make Commitments Check-in Daily
  • INSPECT ADAPT AND
  • Respect For People
  • Lean Thinking and Tools
  • Five Whys?
  • Fishbone, Pareto A3 Process
  • PMO Shall: Create standards Enforce standards through audits Report on standards Manage risk with governance Reward conformance
  • Agile PMO Focus Create burning visibility Facilitate up across down Evangelize Enterprise Agile Guide Flow, Pull, and Innovate
  • MIT Beer Game
  • Players of the game each take on a different role in the supply chain: Factory, Distributor, Wholesaler and Retailer For each period of play, every participant follows the same cycle: 1. New orders and shipments are received, shipments enrouteare advanced, and inventory levels and backorder positions are calculated. 2. The player reviews current position. 3. A shipping decision is made according to new orders and backlog, subject to inventory availability. 4. An ordering decision is made for more beer. There are only two costs involved in this simplified version: Inventory holding cost ($1.00/case/period). Back order costs ($2.00/case/period). Goal is to minimizing the sum of these costs by balancing the cost of having inventory (inventory holding cost) with the cost of being out of inventory when a customer orders beer (back order cost).
  • The game begins with a fully-loaded quot;pipelinequot; of cases of beer: 16 cases of inventory in each position'scurrent inventory, 4 cases in each of theproduction delaypipeline, 4 cases in each of theshipping delaypipeline, each position has an initial order for 4 cases of beer. At the end of the game, the total game cost is the sum of the four individual participants' total costs (retailer cost + wholesaler cost + distributor cost + factory cost). The goal is to minimize team costs.
  • CALL TO ACTION Schedule a Retrospective Create a Continuous Improvement Backlog Put You and Your Team in a Position to Succeed