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Deliver Projects On Time, Every Time

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Ken Whitaker shares pragmatic techniques to help project managers and software development leaders put into practice innovative scheduling techniques, make consistent customer-centric decisions, reduce project risk, quickly negotiate with product owners the most important project scope, and transition teams to become more agile. Ken shares revealing statistical data on how waterfall is simply not suited for modern-day adaptive software development projects. With fellow participants, you’ll spend time performing a “Scrum walkabout” to get the idea of just how an agile project really works. These best practices are presented to motivate your team to deliver projects on time, every time. Although this tutorial doesn’t incorporate intensive role-play, we’ll have lively interaction that will incorporate lessons learned from actual case studies and attendees’ project experiences. Take away powerful, yet simple, ways to bridge the gap between PMI’s PMBOK® Guide and agile.

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Deliver Projects On Time, Every Time

  1. 1. Deliver Projects On Time, Every Time! (Applying PMBOK Guide to Agile Software Development) ® Ken Whitakerı Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Are You in the Right Class? §  There appears to be a gap … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 1
  2. 2. Are You in the Right Class? §  This seminar is designed to bridge that gap Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time! (Applying PMBOK Guide to Agile Software Development) ® Ken Whitakerı Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 2
  3. 3. Background Ken Whitaker, PMP, CSM §  Over 25 years of software leadership experience §  Speaker at dozens of software industry events §  Creator of Software Success “Delivery of On-time, Bug-Free Software” US/ Canadian tour §  Project Management Professional (PMP)® §  Certified ScrumMaster Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Background Ken Whitaker, PMP, CSM §  Author of Managing Software Maniacs (J Wiley & Sons) §  Author of Principles of Software Development Leadership (Course Technology PTR) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 3
  4. 4. Drawing For a Free Book! Leave your business card on the back table. One free copy of Managing Software Maniacs will be given away at the end of the class! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Drawing For a Free Book! Leave your business card on the back table. One free copy of Managing Software Maniacs will be given away at the end of the class! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 4
  5. 5. Legal Stuff … Leading Software Maniac Marks Applying Project Management Principles to Software Development Leadership, Principles of Software Development Leadership, 4Ps, Leading Software Maniacs, Soft-Audit, jus’ e’nuff, Nerd Herd Game, the 4Ps logo, the Leading Software Maniacs logo, and the Nerd Herd Game logo are marks of Leading Software Maniacs, LLC. Project Management Institute Marks PMI, PMP, PMBOK, the PMI logo, and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. One simple question… What do you want to learn today? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 16 Deliver Projects On Time, Every Time- AM 5
  6. 6. Agenda Morning §  Is a New Process Methodology Needed? §  Align to Your Company Vision §  Introduction to Agile Thinking §  Overview of the Agile Workflow §  What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Agenda Afternoon §  How the Scrum Workflow Really Works §  Define Project Scope the First Time §  Successfully Transition to an Agile Organization §  What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 6
  7. 7. Agenda Morning §  Is a New Process Methodology Needed? §  Align to Your Company Vision §  Introduction to Agile Thinking §  Overview of the Agile Workflow §  What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Topics: §  Statistics You May Not Want to Know About §  The Importance of Process §  Is Waterfall All That Bad? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 7
  8. 8. Is a New Process Methodology Needed? Disclaimer This class is not a ScrumMaster Certification class! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Disclaimer This class is Sooo, if that’s what not a ScrumMaster you thought—pack Certification class! your bags and GIT OUT! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 8
  9. 9. Is a New Process Methodology Needed? Statistics You May Not Want to Know About §  Was your project successful? Succeeded 29% Failed 18% Challenged 53% CHAOS 2004 Resolution of Projects survey results (The Standish Group) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Statistics You May Not Want to Know About §  Key impacts from project failure 1.  Restarts 2.  Cost overruns 3.  Time overruns CHAOS 2000 survey results (The Standish Group) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 9
  10. 10. Is a New Process Methodology Needed? Statistics You May Not Want to Know About §  Do large projects and large software companies (with lots of resources) predict success? Project Size People Time (in Months) Success Rate < $750K 6 6 55% $750K to $1.5M 12 9 33% $1.5M 25 12 25% > $10M 500 36 0% CHAOS 2000 survey results (The Standish Group) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Statistics You May Not Want to Know About §  And, there’s more … §  Requirements change about 25% of the time … talk about being set up for failure! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 10
  11. 11. Is a New Process Methodology Needed? Statistics You May Not Want to Know About §  Over 50% of requested features aren’t even used Could this be an example of the 80/20 rule? Always 7% Often 13% Never 45% Sometimes 16% Rarely 19% Jim Johnson, XP 2002 requested feature survey results (The Standish Group) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? The Importance of Process §  PMI® provides guidance for process management §  About 300,000 project managers belong to PMI §  Many are in the technology (software) world … … and struggling with embracing agile concepts Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 11
  12. 12. Is a New Process Methodology Needed? The Importance of Process §  How many of you belong to PMI®? §  PMI has worldwide recognition §  How many of you that belong to PMI are Project Management Professional (PMP)® certified? §  The PMBOK ® Guide is the key reference of PMI and for PMP® certification §  PMBOK ® Guide updated every four years Copyright © Leading Software Maniacs, LLC . All Rights Reserved. Is a New Process Methodology Needed? The Importance of Process §  Project Management The application of knowledge, skills, tools, and techniques to project activities to meet project requirements §  Project Management System The set of tools, techniques, methodologies, resources, and procedures used to manage a project Copyright © Leading Software Maniacs, LLC . All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 12
  13. 13. Is a New Process Methodology Needed? Two class types of projects §  Predictive §  Adaptive Copyright © Leading Software Maniacs, LLC . All Rights Reserved. Is a New Process Methodology Needed? The Importance of Process §  Definitive guide for project best practices §  Divided into nine knowledge areas Integration Scope Time Cost Quality Human Resources Communications Risk Procurement Copyright © Leading Software Maniacs, LLC . All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 13
  14. 14. Is a New Process Methodology Needed? The Importance of Process §  Five distinct, sequenced process groups Process Groups Initiating Planning Executing Monitoring & Controlling Closing Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? The Importance of Process §  Each knowledge area defines processes Process Groups Implementation Initiating Planning Executing Monitoring & Controlling Closing Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 14
  15. 15. Is a New Process Methodology Needed? Best Practice §  Every project manager and every software manager should: §  Join PMI® §  Become Project Management Professional (PMP)® certified Copyright © Leading Software Maniacs, LLC . All Rights Reserved. Is a New Process Methodology Needed? The Importance of Process §  A process should provide predictability §  Repeatable set of steps §  Guidance for the team (rules of engagement) §  Clear roles and responsibilities §  Produces results that deliver quality projects on time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 15
  16. 16. Is a New Process Methodology Needed? Famous Last Words §  A not-so-famous marketing consultant said “Any software development team can get by without a process once … … but they’ll always get beaten by a competitor with a process in the long run.” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Is Waterfall All That Bad? §  A logical, ordered set of steps Requirements Design Detailed Design Coding & Debugging Testing & Documentation Release Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 16
  17. 17. Is a New Process Methodology Needed? Is Waterfall All That Bad? §  Highlights Feature Description Specifications Well-defined requirements and specifications Schedules Laid out usually to a specific date (desired) Sequence of Events One process after another (mostly) Adaptable to Change Not at all, any change usually slips the schedule Easy to Understand Yes, especially to non-technical stakeholders Involve Customers Near the end of a project (or with a beta program) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Waterfall projects encounter risks late in a project’s life cycle Risk Impact Is Waterfall All That Bad? §  There’s the impact of risk… Waterfall Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 17
  18. 18. Is a New Process Methodology Needed? Is Waterfall All That Bad? §  According to Steve McConnell’s Rapid Development, there are waterfall variations §  Sashimi waterfall §  Waterfall with subprojects §  Also, jot down how much time you and your team dedicate to meetings per week on a typical project? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Is Waterfall All That Bad? §  According to Agile & Iterative Development, the waterfall method has some real deficiencies 1.  Users aren’t always sure what they want … … and once they see the work, they’ll want it changed 2.  Details usually come out during the work 3.  Forcing up-front specs are rarely accurate Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 18
  19. 19. Is a New Process Methodology Needed? Is Waterfall All That Bad? §  Final thoughts §  Waterfall is a long series of consecutive steps … that appear disconnected §  Handoffs are typically sloppy §  Success seems far, far away §  Integration and late testing introduce risk §  In practice, schedules are rarely predictable Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Agenda Morning §  Is a New Process Methodology Needed? §  Align to Your Company Vision §  Introduction to Agile Thinking §  Overview of the Agile Workflow §  What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 19
  20. 20. Align to Your Company Vision Topics: §  Partner with Product Management §  Introducing the Decision Pyramid §  Clearly Define the Project Charter Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Project Integration Management Knowledge Area §  How important is setting the vision at project initiation? Process Groups Implementation Initiating Planning Execution Monitoring & Controlling Closing Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Close Project or Phase … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 20
  21. 21. Align to Your Company Vision Partner with Product Management §  Close collaboration required Project Management Product Management Development Management The “Boss” (Customer) The Project Team Clear ownership of the Specification (the WHAT) Clear ownership in building of the product (the HOW) Collaboration is required! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Partner with Product Management §  Frequent interactions assume: §  Many decisions throughout life cycle §  Unified overall roadmap §  Success requires collaborating §  Roles will blend and sometimes cross over Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 21
  22. 22. Align to Your Company Vision Partner with Product Management §  Deciding which features are in scope Out of Scope Possibly In Scope E In Scope A C B D J G F H I L M K Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Introducing the Decision Pyramid §  Let’s group Stakeholders into decision makers (“decisionakers”) Decisionaker Description Company Most concerned about the business Employee The team producing the product or service Customer Users and resellers Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 22
  23. 23. Align to Your Company Vision Introducing the Decision Pyramid §  Story Time… §  Probability of failure §  Decision to attempt all features §  It didn’t go quite as expected §  What was the decision criteria? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Movie Time Excerpt copyright © 1990, 20th Century Fox, Miller’s Crossing. Joel and Ethan Coen. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 23
  24. 24. Align to Your Company Vision Introducing the Decision Pyramid §  Define how decisions are to be prioritized #1 Decisionaker – the King of the Mountain, who generally makes the decision? 1 Company ? #2 -- Who is next most important if the #1 group can’t decide? 2 Employee Customer 3 #3 – Last but definitely not least, Who provides the foundation that everyone relies on (when #1 and #2 can’t decide)? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Introducing the Decision Pyramid §  So what does your Decision Pyramid look like? 1 Company ? 2 Employee Customer 3 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 24
  25. 25. Align to Your Company Vision Introducing the Decision Pyramid §  Here’s a sample Decision Pyramid that works Customer 1 2 Company 3 Employee Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Best Practice §  Keep decision criteria simple and intuitive §  Consistently apply Decision Pyramid methodology §  Remind the staff by reinforcing how decisions are made §  Take a lesson from Guy Kawasaki: “Make meaning, not money.” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 25
  26. 26. Deliver Projects On Time, Every Time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Clearly Define the Project Charter §  How many of you start a project with a Project Charter document? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 26
  27. 27. Align to Your Company Vision Clearly Define the Project Charter §  What it is Provides the initial requirements to formally authorize a project §  Who benefits Every Stakeholder knows what the project is all about Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Clearly Define the Project Charter §  What is the output? §  Designate a project manager §  Provide information §  Objectives are set §  Results in the sponsor funding the project Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 27
  28. 28. Align to Your Company Vision Clearly Define the Project Charter §  What does it include? §  Clarification of the business need §  Justification for the project §  Defines market requirements §  Briefly describes the product or service Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Best Practice §  According to the PMBOK ® Guide: There is no project if there is no Project Charter. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 28
  29. 29. Agenda Morning §  Is a New Process Methodology Needed? §  Align to Your Company Vision §  Introduction to Agile Thinking §  Overview of the Agile Workflow §  What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Topics: §  Quick Agile History Lesson §  Developing Quality Products the Agile Way §  Case Studies §  Why Focus is So Critical Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 29
  30. 30. Introduction to Agile Thinking §  Quick Agile History Lesson §  Started in 1986 with Fuji, Honda, Canon, … … decided to build products differently 1.  Small, cross-functional teams 2.  Work is timeboxed (fail early, fail quick) 3.  Adapt to change along the way Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking §  Quick Agile History Lesson §  Result: got to market faster, Japan shook its “Made in Japan” stigma §  Where did this concept came from anyway? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 30
  31. 31. Introduction to Agile Thinking Quick Agile History Lesson §  Inspired by W. Edwards Deming (an American!) §  Belief that designed-in quality development requires frequent P-D-S-A cycles Plan Do Act Study Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Quick Agile History Lesson §  In 2001, a software development workshop coined the term “agile” §  A number of competing agile software methodologies were developed Agile Less structured, more adaptable Ad hoc Scrum XP Waterfall More structured, less adaptable Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 31
  32. 32. Introduction to Agile Thinking Quick Agile History Lesson §  Agile Alliance’s “The Agile Manifesto” emphasizes time and team efficiency Key Agile Principles Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Quick Agile History Lesson §  Scrum is not an acronym, but a Rugby term §  Ken Schwaber and Jeff Sutherland created it through evolution on aScrum isn’t just real project for §  Formed the Scrum Alliancesoftware and … development, neither! … formalized Certified ScrumMaster training §  Over 40,000 trained to date §  Scrum is a key part of the “agile family” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 32
  33. 33. Introduction to Agile Thinking Developing Quality Products the Agile Way §  Certified ScrumMasters act as project managers, but they report to the team §  Customer (user) provides the guidance §  Fixed timeboxed delivery (no exceptions) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Developing Quality Products the Agile Way §  Self-managed teams, minimal bureaucracy §  Quality tests validate product along the way §  Co-located and focused, focused, focused, … §  Frequent communication and transparency Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 33
  34. 34. Introduction to Agile Thinking Developing Quality Products the Agile Way §  The Triple Constraint is a popular PMBOK ® Scope Guide concept ... ... with dependent relationships between Quality scope, cost, and time Cost Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Developing Quality Products the Agile Way §  When the feature set (scope) expands Expand feature set Scope or the effort takes longer than expected ... Quality ... cost and time expand Cost Cost ... not good! Time Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 34
  35. 35. Introduction to Agile Thinking Developing Quality Products the Agile Way §  But with agile, the Triple Constraint Cost Scope is turned upside down §  Scope (feature set) is Quality driven by predefined Quality budget (cost) and schedule (time) Cost Time Scope Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Developing Quality Products the Agile Way §  Using the Scope Management knowledge area Process Groups Implementation Initiating Planning Executing Monitoring & Controlling Collect Requirements Verify Scope Define Scope Closing Control Scope Create WBS Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 35
  36. 36. Introduction to Agile Thinking Developing Quality Products the Agile Way Risk  Impact Agile projects attack risks early Waterfall Agile Time … and risks steadily decrease near release Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Risk  Impact Developing Quality Products the Agile Way Waterfall Agile Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 36
  37. 37. Introduction to Agile Thinking Developing Quality Products the Agile Way §  Risk Management knowledge area Process Groups Implementation Initiating Planning Executing Plan Risk Management Monitoring & Controlling Closing Monitor and Control Risks Identify Risks ... Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Case Studies §  Nokia §  Patient Keeper §  Symantec §  Salesforce.com §  Real Software Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 37
  38. 38. Introduction to Agile Thinking Why Focus is So Critical §  Habit is to multitask your senior staff §  According to Peopleware, you are at your best when you reach “flow” §  According to Slack, immersion (or “emotional inertia”) is what your want Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Exercise §  Open your workbook and make 3 columns like Integers Letters (A, z) Roman this: 1 A I … … … 26 Z XXVI §  You have 30 seconds to fill across the table §  Ready? §  Go! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 38
  39. 39. Introduction to Agile Thinking Exercise §  Open your workbook and make 3 columns like Integers Letters (A, z) Roman this: 1 A I … … … 26 Z XXVI §  You have 30 seconds to fill down the table §  Ready? §  Go! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Just the Facts §  You can measure this with this simple formula: E-factor % = Uninterrupted hours Body-present hours §  For example if you have 6 uninterrupted hours out of 8, your E-factor is 75% §  If one person’s E-factor is 25% and another is 50% ... … the first worker has to work twice as hard Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 39
  40. 40. Introduction to Agile Thinking Why Focus is So Critical §  According to Tom DeMarco’s Slack, balancing too many tasks carries a price! Hours of Producrtivity Software Developer Productivity 7 6 5 4 3 2 1 0 A steady decline in available time (not to mention lack of focus) 1 2 3 4 5 Projects Task Switching Per Day Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Why Focus is So Critical §  Focus with the Human Resource knowledge area Process Groups Implementation Initiating Planning Execution Develop Human Resource Plan Monitoring & Controlling Closing Acquire Project Team Develop Project Team Manage Project Team Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 40
  41. 41. Introduction to Agile Thinking Why Focus is So Critical §  Impact of excessive multitasking §  Unhappy workers §  Not living up to full potential §  Costs more §  Impacts the team §  Let’s take just 1 minute and brainstorm … … What can you do to improve a team’s focus? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 41
  42. 42. Agenda §  §  §  §  §  Is a New Process Methodology Needed? Align to Your Company Vision Introduction to Agile Thinking Overview of the Agile Workflow What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Topics: §  Key Agile Roles §  The Agile Project Manager §  Introduction to XP §  Basic Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 42
  43. 43. Overview of the Agile Workflow Key Agile Roles §  Product Owner: Ultimately responsible for the project’s success §  ScrumMaster: Agile, the In Coordinator, facilitator, and Project Manager obstacle-remover reports to the §  Development Team: Works to deliver the team! project to market §  Customer: The ultimate authority, the Boss! (Somebody must be the customer advocate) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow The Agile Project Manager §  It is all about being flexible … … while adhering to a plan and a process Less structured, more adaptable Ad hoc Scrum XP Waterfall More structured, less adaptable Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 43
  44. 44. Overview of the Agile Workflow Movie Time Excerpt copyright © 1993, New Line Cinema, Gettysburg. Ron Maxwell. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow The Agile Project Manager Process Group Common Definitions Initiating Starts these process cycles Planning Establishes objectives and processes Executing Implement processes (“do the work”) Monitoring & Controlling Track and apply improvements prior to beginning of the next implementation Closing Ends the process cycles (Release!) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 44
  45. 45. Overview of the Agile Workflow The Agile Project Manager PDSA Process Group Common Definitions Initiating Sets the vision, starts these process cycles Plan Planning Establishes objectives and processes Do Executing Implement processes (“do the work”) Study Monitoring & Controlling Track and apply improvements prior to beginning of the next implementation Closing Ends the process cycles (Release!) Act Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow The Agile Project Manager §  How PMBOK ® Guide process groups relate §  PDSA: Progressive elaboration is both a project management Planning Executing concept and Plan Do Initiating Closing an agile concept Act Study Monitoring and Controlling Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 45
  46. 46. Overview of the Agile Workflow The Agile Project Manager §  PDSA: Agile can map onto PMBOK® Guide process groups §  “Discover Planning Executing and deliver” Plan Do Initiating Closing cycles iterate until the project Study Act is done Monitoring and Controlling Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow The Agile Project Manager PDSA Process Group Common Definitions Initiating Sets the vision, starts these process cycles Plan Planning Establishes objectives and processes Do Executing Implement processes (“do the work”) Study Monitoring & Controlling Track and apply improvements prior to beginning of the next implementation Closing Ends the process cycles (Release!) Act Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 46
  47. 47. Overview of the Agile Workflow Introduction to XP Work performed: Pairs pick Story Cards, Create tests first, integrate, and validate often with the customer Explore and create initial Stories 1 2 Release Planning 3 4 Iteration Planning Continue if Story Cards aren’t completed Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Introduction to XP Feature Description Specifications Described as “stories” Schedules Project will have a certain number of cycles Sequence of Events Short cycle development, iterations follow another Adaptable to Change Thrives on change Easy to Understand Concept of pair programming can be confusing Involve Customers Cohabitation with the team may not be possible Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 47
  48. 48. Overview of the Agile Workflow Show of Hands §  How many of you already build products nightly? ____ §  How many of you have dedicated testers? ____ §  How many of you have invested in automated testing tools and technology? ____ §  How many of you are lying? ____ Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Timeboxed mini-development cycles §  Each Timebox Timebox Timebox timebox Plan Do is a fixed Iteration 3 Iteration Iteration 1 cycle 2 Ok? Ok? Ok? §  Each, a Study Act series of PDSAs Are you kidding? “Let’s ship this pig!” Not bad, just not yet Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 48
  49. 49. Overview of the Agile Workflow Best Practice Agile Methodology is geared towards reducing complexity into small chunks (“Sushi Delivery”) … The goal is for your team to operate in a quality “delivery” rhythm … The mechanics are tough, but the benefits can be great! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Scrum flow is intuitive, customer-driven, and emphasizes team collaboration The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 5 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Ship! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 49
  50. 50. Overview of the Agile Workflow Basic Scrum §  Step 1: Create the Product Backlog The Sprint 1 Product Backlog Meeting: Create Product Backlog Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Step 2: Sprint planning The Sprint 1 2 Product Backlog Sprint Backlog Meeting: Sprint Meeting: Create Planning Product Backlog Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 50
  51. 51. Overview of the Agile Workflow Basic Scrum §  Step 3: The Sprint The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Step 4: Sprint Review The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 51
  52. 52. Overview of the Agile Workflow Basic Scrum §  Step 4: Sprint Review – Return for another Sprint … The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Step 5: Sprint Review – or release the product! The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 5 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum ü Ship! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 52
  53. 53. Agile Software Project Best Practices Basic Scrum §  Scrum Characteristics Feature Description Specifications Chisel away at feature backlog Schedules Fixed iterations Sequence of Events One iteration follows another in 30 day “sprints” Adaptable to Change Thrives on change Easy to Understand Yes, few rules and very little documentation Involve Customers At sprint reviews at the end of each cycle Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Best Practice A Scrum-built product is release-capable at the end of each Sprint … … but may not be release-ready We have rushed through a lot, we’ll cover this entire process in more detail later … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 53
  54. 54. What Have We Learned? The title of this training says it all: Deliver Software Projects On Time, Every Time §  The software industry as a whole is generally not very productive §  Waterfall technique isn’t adaptable to the work that needs to “be discovered” §  Customer-centric project decisions succeed §  Embracing change (agile) transforms teams §  Project management best practices can be agile Copyright © Leading Software Maniacs, LLC. All Rights Reserved. What Have We Learned? The title of this training says it all: Deliver Software Projects On Time, Every Time §  Having a company vision and reinforcing that decision “tree” makes tough decisions easier §  Embracing change (agile) transforms teams §  Project management best practices can be agile §  It is your job to keep staff focused §  Scrum discovers and is adaptable to change Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 54
  55. 55. Deliver Projects On Time, Every Time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 55

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