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Project management in agile
organizations
Lars Irenius & Gabriella Tirsén, Knowit, Sept 19-20 & 26-27
The best project managers aren’t just organizers –
they combine business vision, communication
skills, soft management ski...
Agenda
Day 1 – How to manage
projects in an agile way.
9:00 – 9:30 Introduction
9:30 – 10:30 What is is agile?
10:30 – 12:...
PROPS, PPS etc.
4Project Management in Agile
organizations
BP-A BP-B BP-C
5Project Management in Agile
organizations
• Replace rule-of-thumb work methods with methods based on a
scientific study o...
Six Sigma, 1986
A clear commitment to
making decisions on the
basis of verifiable data
and statistical methods,
rather tha...
So what is different
today compared to
1914
(or even 1986) ?
+Complexity
Adaptive
Explorative
Learning
Agile Manifesto, 2001
9Project Management in Agile
organizations
10
Taiichi Ohno
1912 – 1990
Project Management in Agile
organizations
Toyota Production System 1948 - 1975
11Project Management in Agile
organizations
Michael Polanyi 1891 - 1976
12
1958
Project Management in Agile
organizations
Explicit, tacit (silent) and implecit)
knowledge
Project Management in Agile
organizations
13
Tacit
Tacit – Explicit - Tacit
14Project Management in Agile
organizations
Källa: http://ashklytoosi.edublogs.org/week-4/
David Snowden, 1999
15Project Management in Agile
organizations
Cynefin (“kuh-NEH-vin”)
16Project Management in Agile
organizations
unpredictible predictible
No
unknowns
Known
unknownsUn...
What (Cynefin) strategy(ies) shall you
use?
• A trunk cable is damaged during roadwork disabling all mobile traffic over a...
Agile Manifesto, 2001
18Project Management in Agile
organizations
19
Defining the
scope
Project Management in Agile
organizations
Traditional requirements
Project Management in Agile
organizations
Team
Requirement
20
SRS’s are “flat”,
requirements grouped in categories
21Project Management in Agile
organizations
Agil requirements
Project Management in Agile
organizations
Team
Features
Vision/Goal Constraints
22
23Project Management in Agile
organizations
24
Stage gate process
and agile
Project Management in Agile
organizations
Tele2 Gate Model
25Project Management in Agile
organizations
Stage (Phase) Gate model
26Project Management in Agile
organizations
NASA 1960
PROPS 1987
COOPER 1999
Gated model to steer project.
27Project Management in Agile
organizations
We have an
idea, lets
check if it
works –
ROI?
I...
Reduce uncertainty.
Project Management in Agile
organizations
Project
closure
Project analysis Project planning
Execution
...
How certain is ROI?
• Cost savings
– Reduced transaction fee?
– Reduced management
costs?
– Reduced licence fees?
– Reduce...
Agile Software Requirements
Dean Leffingwell
Project Management in Agile
organizations
30
31Project Management in Agile
organizations
So how do you
manage
uncertainty?
By multiple short deliveries
32Project Management in Agile
organizations
Agile ROI
33Project Management in Agile
organizations
34Project Management in Agile
organizations
Minimum viable product
The benefits of delivery value throughout the project
Project Management in Agile
organizations
35
36Project Management in Agile
organizations
37Project Management in Agile
organizations
38Project Management in Agile
organizations
MVP for ATM?
By starting earlier
39Project Management in Agile
organizations
Preparation Execution
Preparation
Execution
DeLaval
Software Program – Break down of a project
Idea Concept Development Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Project...
Maybe like this?
• Gate 0 – 1
– Define Product and Architectural Epics
– Risk focus
– Risk eliminating sprints
• Gate 1 – ...
By doing fewer projects concurrently
42Project Management in Agile
organizations
43Project Management in Agile
organizations
Project reporting
Gantt
44Project Management in Agile
organizations
Projekt Burn Down
45Project Management in Agile
organizations
Done customer or
stakeholder value
(Epics or
Functions)
46Project Management in Agile
organizations
47Project Management in Agile
organizations
48Project Management in Agile
organizations
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Agile project management day1

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Agile project management day1

  1. 1. Project management in agile organizations Lars Irenius & Gabriella Tirsén, Knowit, Sept 19-20 & 26-27
  2. 2. The best project managers aren’t just organizers – they combine business vision, communication skills, soft management skills and technical savvy with the ability to plan, coordinate, and execute. In essence, they are not just managers – they are leaders. While this has always been the case, agile project management places a higher premium on the leadership skills than ever before. Task Manager or Visionary Leader? Project Management in Agile organizations
  3. 3. Agenda Day 1 – How to manage projects in an agile way. 9:00 – 9:30 Introduction 9:30 – 10:30 What is is agile? 10:30 – 12:30 Defining the scope 12:30 – 14:00 Lunch & meeting 14:00 – 15:30 Stage Gate & Agile 15:30 – 16:30 Visualization Day 2 – How to manage agile teams in a project 9:30 – 10:30 The agile team 10:30 – 11:00 The project managers role 11:00 – 11:30 Scaling Agile 11:30 – 12:30 Lunch 12:30 – 13:30 System Anatomy and multiple teams 13:30 – 14:30 Agile requirements 15:00 – 16:30 Managing delegation 3Project Management in Agile organizations
  4. 4. PROPS, PPS etc. 4Project Management in Agile organizations BP-A BP-B BP-C
  5. 5. 5Project Management in Agile organizations • Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. • Scientifically select, train, and develop each employee rather than passively leaving them to train themselves. • Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks. Frederick Winslow Taylor (1856 – 1915) Henry Laurence Gantt (1861 - 1919) • He linked the bonus paid to managers to how well they taught their employees to improve performance. • He believed that businesses have obligations to the welfare of the society in which they operate Scientific Management
  6. 6. Six Sigma, 1986 A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than assumptions and guesswork. 6Project Management in Agile organizations Källa Wikipedia John F. Mitchell (1928 – 2009)
  7. 7. So what is different today compared to 1914 (or even 1986) ?
  8. 8. +Complexity Adaptive Explorative Learning
  9. 9. Agile Manifesto, 2001 9Project Management in Agile organizations
  10. 10. 10 Taiichi Ohno 1912 – 1990 Project Management in Agile organizations
  11. 11. Toyota Production System 1948 - 1975 11Project Management in Agile organizations
  12. 12. Michael Polanyi 1891 - 1976 12 1958 Project Management in Agile organizations
  13. 13. Explicit, tacit (silent) and implecit) knowledge Project Management in Agile organizations 13 Tacit
  14. 14. Tacit – Explicit - Tacit 14Project Management in Agile organizations Källa: http://ashklytoosi.edublogs.org/week-4/
  15. 15. David Snowden, 1999 15Project Management in Agile organizations
  16. 16. Cynefin (“kuh-NEH-vin”) 16Project Management in Agile organizations unpredictible predictible No unknowns Known unknownsUnknown unknowns Unknowable
  17. 17. What (Cynefin) strategy(ies) shall you use? • A trunk cable is damaged during roadwork disabling all mobile traffic over an arena where a football final is on-going. • Just before finalization of a project a key project member has a tragedy in his family and cannot work, disabling release as planned. • Your main competitor has just launched a new service that gains huge attention and attracts your customers. You must find a countermeasure to stop loosing customers. • A member in one of the teams have a crazy but appealing idea about a new product. Project Management in Agile organizations 17
  18. 18. Agile Manifesto, 2001 18Project Management in Agile organizations
  19. 19. 19 Defining the scope Project Management in Agile organizations
  20. 20. Traditional requirements Project Management in Agile organizations Team Requirement 20
  21. 21. SRS’s are “flat”, requirements grouped in categories 21Project Management in Agile organizations
  22. 22. Agil requirements Project Management in Agile organizations Team Features Vision/Goal Constraints 22
  23. 23. 23Project Management in Agile organizations
  24. 24. 24 Stage gate process and agile Project Management in Agile organizations
  25. 25. Tele2 Gate Model 25Project Management in Agile organizations
  26. 26. Stage (Phase) Gate model 26Project Management in Agile organizations NASA 1960 PROPS 1987 COOPER 1999
  27. 27. Gated model to steer project. 27Project Management in Agile organizations We have an idea, lets check if it works – ROI? It seams to work Detailled plan and ROI, lets go! Check if we’re on track Develop- ment done! Handover done, project close. Business Development/production
  28. 28. Reduce uncertainty. Project Management in Agile organizations Project closure Project analysis Project planning Execution Establishment Execution Realization Execution Hand-over TG1 TG5 Time Go/ No-go Project Delivery Precision TG2TG0 TG3 TG4 Uncertainty Time, Cost and Scope TG2 – A key investment decision Business Value 28
  29. 29. How certain is ROI? • Cost savings – Reduced transaction fee? – Reduced management costs? – Reduced licence fees? – Reduced HW costs? • Increased revenue – More volume? – Better margin? – More customers? – Strengthened brand • System costs – Development costs? – Integration costs? – Deployment costs? – Operation costs? 29Project Management in Agile organizations
  30. 30. Agile Software Requirements Dean Leffingwell Project Management in Agile organizations 30
  31. 31. 31Project Management in Agile organizations So how do you manage uncertainty?
  32. 32. By multiple short deliveries 32Project Management in Agile organizations
  33. 33. Agile ROI 33Project Management in Agile organizations
  34. 34. 34Project Management in Agile organizations
  35. 35. Minimum viable product The benefits of delivery value throughout the project Project Management in Agile organizations 35
  36. 36. 36Project Management in Agile organizations
  37. 37. 37Project Management in Agile organizations
  38. 38. 38Project Management in Agile organizations MVP for ATM?
  39. 39. By starting earlier 39Project Management in Agile organizations Preparation Execution Preparation Execution
  40. 40. DeLaval Software Program – Break down of a project Idea Concept Development Launch BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8 Project Epics (Architectural & Prioritized Business) Releases (Integration order) Cost per Epic (yearly budget) BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8 Idea Concept Development Launch Architectural Epics Business Epics Quality Improvements Epics Shorten lead times for first time delivery of customer value, PSI multiple times during project life-time Shorten lead times for first feedback, opportunity to adapt to changing demands and possibility to close a project without sunk-cost, etcProject Management in Agile organizations 40
  41. 41. Maybe like this? • Gate 0 – 1 – Define Product and Architectural Epics – Risk focus – Risk eliminating sprints • Gate 1 – 2 – Break down Epics to Features – Prioritize focus – Release planning – Prioritized sprints • Gate 2 – 4 – Break down of Features to Stories per sprint – Continuous sprint releases – Sprint retrospectives • Gate 4 – 5 – Project finalization – Project retrospective 41Project Management in Agile organizations
  42. 42. By doing fewer projects concurrently 42Project Management in Agile organizations
  43. 43. 43Project Management in Agile organizations Project reporting
  44. 44. Gantt 44Project Management in Agile organizations
  45. 45. Projekt Burn Down 45Project Management in Agile organizations Done customer or stakeholder value (Epics or Functions)
  46. 46. 46Project Management in Agile organizations
  47. 47. 47Project Management in Agile organizations
  48. 48. 48Project Management in Agile organizations

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