1. 28 e 29 NOVEMBRO 2014
Hotel TIVOLI ORIENTE
LISBOA - PORTUGAL
Aplicar práticas ágeis em ambientes tradicionais de Gestão de Projeto
Applying agile practices in traditional project management environments
Luis Sequeira
ITIL, P2, PM2, DSDM Agile PM Certified, Professional Senior Consultant
Co-author of the Agile@EC Guide
h6ps://www.linkedin.com/in/lsequeira
@L_FS_S
luis.sequeira@so1bind.eu
2. Projects
and
the
organisa)onal
strategy
VISION
Project
PorEolio
Planning
&
Management
Management
of
Programs
&
Projects
Management
of
On-‐Going
OperaIons
(recurring
acIviIes)
Organiza)onal
Resources
Por2olios
Programs
Projects
Source:
PMI
Strategy
&
ObjecIves
High-‐Level
OperaIons
Planning
&
Management
3. A
transforma)on
process
Project
Environments
Inp
uts
PROJECT
Stakeholders
HR/€
Outputs
à
Outcomes
à
Benefits
4. Is
an
agile
approach
the
silver
bullet?
Value
Driven
vs Plan
Driven
Source:
DSDM
5. Source:
h.p://www.agilemanifesto.org
individuals
&
interac)ons
processes
&
tools
quality
solu)ons
comprehensive
documenta)on
customer
collabora)on
contract
nego)a)on
Agile
manifestos
responding
to
change
following
a
plan
While
there
is
value
in
the
items
on
the
right,
we
value
the
items
on
the
le1
more
The
DeclaraIon
of
Interdependence
(DOI)
presents
a
set
of
guiding
principles
to
employ
Agile
and
adapIve
approaches
for
linking
people,
projects
and
value.
The
DOI
focuses
on
the
project
management
side
of
agile
projects.
6. Agile
Manifesto:
Principles
1. The
highest
priority
is
to
sa)sfy
the
customer/user
needs.
2. Deliver
benefits
frequently.
3. Requirement
changes
are
welcome
!!
4. Business
people
and
project
team
must
work
together
throughout
the
project.
5. Build
projects
around
mo)vated
individuals.
Give
them
the
environment
and
support
they
need,
and
trust
them
to
get
the
job
done.
6. The
most
efficient
and
effec)ve
method
of
communica)on
is
face-‐to-‐face
conversa)on.
7. Benefits
delivered
is
the
primary
measure
of
progress.
8. Agile
processes
promote
sustainable
development
(be
able
to
maintain
a
constant
pace
indefinitely)
9. Con)nuous
aben)on
to
quality:
excellence,
good
infrastructure
&
design.
10.
Simplicity
is
essen)al
-‐
the
art
of
maximizing
the
amount
of
work
not
done!!
11.
The
best
solu)ons
emerge
from
self-‐organizing
teams.
12.
At
regular
intervals,
the
team
reflects
on
how
to
improve,
then
tunes
and
adjusts
its
behavior
accordingly.
7. ALN:
Declara)on
of
Interdependence
–
DOI
Agile
and
adap)ve
approaches
for
linking
people,
projects
and
value
We
are
a
community
of
project
leaders
that
are
highly
successful
at
delivering
results.
To
achieve
these
results:
• We
increase
return
on
investment
by
making
conInuous
flow
of
value
our
focus.
• We
deliver
reliable
results
by
engaging
customers
in
frequent
interac)ons
and
shared
ownership.
• We
expect
uncertainty
and
manage
for
it
through
iteraIons,
anIcipaIon,
and
adaptaIon.
• We
unleash
creaIvity
and
innova)on
by
recognizing
that
individuals
are
the
ul)mate
source
of
value,
and
crea)ng
an
environment
where
they
can
make
a
difference.
• We
boost
performance
through
group
accountability
for
results
and
shared
responsibility
for
team
effec)veness.
• We
improve
effecIveness
and
reliability
through
situaIonally
specific
strategies,
processes
and
prac)ces.
Merge com o slide anterior
8. Tradi)onal
vs
Agile
Project
Management
TradiIonal
Project
Management
Agile
Project
Management
Focus
on
plans
and
arIfacts
Focus
on
customer
sa)sfac)on
(value)
and
interacIon
Change
is
controlled
via
correcIve
acIon
Change
is
managed
through
adapIve
acIon
Scope-‐based
delivery
Customer
prioriIzaIon,
Ime-‐boxed
delivery
Heavy
up-‐front
planning
Progressive
elaboraIon,
rolling-‐wave
planning
Work
breakdown
structures
Requirements
(features)
breakdown
structures
Top-‐down
control
Self-‐organized
disciplined
teams
9. Business
Implementa)on
Solu)on
Delivery
It’s
omen
a
maber
of
perspec)ves…
Applying
agile
prac)ces
in
tradi)onal
PM
environments
concerns
two
complementary
project
perspecIves.
10. The
project
lifecycle
Time
Effort
Ini)a)ng
Planning
Execu)ng
Closing
Monitor
and
Control
11. Project
phases
to
daily
cycles
"serial
in
the
large
and
itera(ve
and
incremental
in
the
small"
Daily
Cycles
Ini)a)ng
Planning
Execu)ng
Closing
Agile
PracIces
12. The
effect
of
the
clycles
Time
Effort
Ini)aa)nngg
PPllaannnniinngg
EExxeeccuu)nngg
CClloossiinngg
Monitor
and
Control
13. • Project
Key
agile
prac)ce
areas
OrganisaIon
and
Agile
Teams
• Planning
• PrioriIsaIon
• Es)ma)on
• Requirements
• Backlogs
• Communica)on
• Progress
Visualisa)on
• CoordinaIon
&
Control
14. Boss
ProjecYt
OMUa
nager
Team
FROM
TO
Client
Side
Provider
Side
Client
Boss
Boss
Collabora)on
&
Communica)on
Channel
Agile
Team
Delegates
Client
Representa)ve
Delegates
ProjecYt
OMUa
nager
Project
organisa)on
15. Agile
teams
Agile Project Team
Agile Project Team
Team
Lead
Product
Owner Architecture
Owner
Agile
Team
Member
Domain
Expert
Technical
Expert
Core
agile
roles
Tester
Integrator
Other
roles
16. Example:
Agile
teams
in
DSDM
Source:
h.p://www.dsdm.org/content/7-‐roles-‐and-‐responsibiliAes
and
DAD
Source:
h.p://disciplinedagiledelivery.wordpress.com/2012/12/18/roles-‐in-‐disciplined-‐agile-‐delivery/
17. Planning
“An
ongoing
dynamic
ac)vity
that
peers
into
the
future
for
indica)ons
as
to
where
the
solu)on
might
emerge
and
treats
the
plan
as
a
complex
situa)on,
adap)ng
to
an
emerging
solu)on.”
• Business
Case
founda)on,
high-‐level
user-‐
stories
(epics)
• Rolling
wave
planning
of
Imeboxed
deployments
(releases)
• Itera)on
planning
(detailed
and
“tasked”)
by
Agile
Team
18. Priori)sa)on
The
MoSCoW
ini)als
mean:
M
–
Must
have
S
–
Should
have
C
–
Could
have
W
–
Won't
have
Define
what
the
meaning
of
MoSCoW
in
your
environment
20. Coordina)on
and
Control
Ensure
that
the
project
management
level
has
visibility
into
the
soluIon
development
work:
• Demonstrate
value
amer
small
cycles
of
work,
incrementally.
• Use
“informaAon
radiators”:
burndown
charts,
visual
models,
kanban
boards,
etc.
• Manage
and
align
strategies
in
respect
to
management
of
Risks,
Issues,
Decisions,
and
Changes.
21. Challenges
in
respect
to
agility
Cultural
Behavioural
Governance
Outsourcing
DevOps
Service
Management
Source:
Serena-‐Agile-‐2012-‐Survey
23. 28 e 29 NOVEMBRO 2014
Hotel TIVOLI ORIENTE
LISBOA - PORTUGAL
Luis Sequeira
ITIL, P2, PM2, DSDM Agile PM Certified, Professional Senior Consultant
Co-author of the Agile@EC Guide
h6ps://www.linkedin.com/in/lsequeira
@L_FS_S
luis.sequeira@so1bind.eu
