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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



                              ...
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
           ...
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...
Agile PMO
                            Focus


Create burning visibility
Facilitate up      across down
Evangelize Enterpri...
MIT Beer
     Game
Players of the game each take on a different role in the supply chain:
Factory, Distributor, Wholesaler and Retailer

For ...
The game begins with a fully-loaded quot;pipelinequot; of cases of beer:
16 cases of inventory in each position'scurrent i...
CALL

                    TO
ACTION

Schedule a Retrospective
Create a Continuous Improvement
Backlog

Put You and Your Te...
Are You Guessing or Learning?   Project Management in Chaotic Times
Are You Guessing or Learning?   Project Management in Chaotic Times
Are You Guessing or Learning?   Project Management in Chaotic Times
Are You Guessing or Learning?   Project Management in Chaotic Times
Are You Guessing or Learning?   Project Management in Chaotic Times
Are You Guessing or Learning?   Project Management in Chaotic Times
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 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:
  • Transcript of "Are You Guessing or Learning? Project Management in Chaotic Times"

    1. 1. Are You Guessing or Learning? Zach Nies, Rally Software
    2. 2. Chaotic Times
    3. 3. Win By Out Learning
    4. 4. Learning Environments
    5. 5. Create Success
    6. 6. Feedback Loops
    7. 7. Queuing Theory
    8. 8. 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
    9. 9. Don’t Make Me Guess
    10. 10. Group Learning Collaboration AND
    11. 11. Kids Are Built to Learn
    12. 12. Adults Require Reflection to Learn
    13. 13. Group Retrospectives
    14. 14. INDIVIDUALS INTERACTIONS AND ( PROCESSES OVER AND TOOLS
    15. 15. WORKING SOFTWARE ( ) COMPREHENSIVE OVER DOCUMENTATION
    16. 16. CUSTOMER COLLABORATION ( CONTRACT ) OVER NEGOTIATION
    17. 17. RESPONDING CHANGE TO ( ) FOLLOWING OVER A PLAN
    18. 18. Self-organizing TEAMS Determine Team Agreements Make Commitments Check-in Daily
    19. 19. INSPECT ADAPT AND
    20. 20. Respect For People
    21. 21. Lean Thinking and Tools
    22. 22. Five Whys?
    23. 23. Fishbone, Pareto A3 Process
    24. 24. PMO Shall: Create standards Enforce standards through audits Report on standards Manage risk with governance Reward conformance
    25. 25. Agile PMO Focus Create burning visibility Facilitate up across down Evangelize Enterprise Agile Guide Flow, Pull, and Innovate
    26. 26. MIT Beer Game
    27. 27. 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).
    28. 28. 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.
    29. 29. CALL TO ACTION Schedule a Retrospective Create a Continuous Improvement Backlog Put You and Your Team in a Position to Succeed
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