Agile Project Management: "How I Learned to Stop Worrying and Love Agile”


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Given by Steve Ropa: “How I Learned to Stop Worrying and Love Agile”

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  • Agile Project Management: "How I Learned to Stop Worrying and Love Agile”

    1. 1. The information contained herein is the proprietary and confidential information of VersionOne, Inc.©VersionOne, Inc. 2010; All Rights ReservedThe Agile PMOr How I learned to Stop Worryingand Love Agile
    2. 2. ©VersionOne, Inc. 2010; All Rights ReservedWelcome & Introductions• Steve Ropa– Agile Coach– Product Consultant– Certified Scrum Master– Certified Scrum Product Owner– 17 years software development• 11 years programming• 8 years director of development– 10 years Agile experience• XP• Scrum– Blog:– Email:
    3. 3. ©VersionOne, Inc. 2010; All Rights ReservedInitial Poll – What do I think aboutagile and Project Management• It will make my job harder• It will make my job easier• Its really the same thing, different packaging• I’m going to lose my job
    4. 4. ©VersionOne, Inc. 2010; All Rights ReservedSome Myths About Agile PM• “We’re Agile, we don’t need a ProjectManager.”• Agile projects are small, so there just isn’tthat much for a PM to do.• My job is in jeopardy unless I become aScrum Master• These agile projects all eventually fail, thenI’m going to have to clean up the mess.
    5. 5. The Agile ManifestoIndividuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items onthe right, we value the items on the left more.”“We are uncovering better ways of developing software bydoing it and helping others do it. Through this work we havecome to value:--
    6. 6. ©VersionOne, Inc. 2010; All Rights ReservedPoll• What are the top five duties a projectmanager performs?
    7. 7. ©VersionOne, Inc. 2010; All Rights ReservedAgile embraces change• And requires even more change• We change how we write code• We change how we test code• We change how we release products• We change how we organize our teams
    8. 8. Project Manager Stereotypes• Slaves to the schedule• Don’t really understandhow hard software is.• Want me to spend allmy time “updatingstatus”• Man, and I thought thetesters were anal!
    9. 9. Project Manager Changes• Where is the new jobthat fits our role?!• We may be asked tobecome Scrum Masters– An *extremely* differentview of a project• I’m still being asked toensure a project will beon time• Focus on scope insteadof time…feels weird
    10. 10. Where’s the new job?• ProductOwner/Customer– Might be a shared role– Represent theproject/product to thebusiness– About more than theschedule, but schedulesstill matter
    11. 11. ©VersionOne, Inc. 2010; All Rights ReservedI may be asked to be a scrum master• There are worse fates• A scrum master is a servant leader• This is a very different view of the project• There are some overlaps, such as removingobstacles for a project and to some extentreporting on progress
    12. 12. ©VersionOne, Inc. 2010; All Rights ReservedOne more poll• Which job feels like a better fit– Scrum Master– Product Owner– A little of each
    13. 13. ©VersionOne, Inc. 2010; All Rights ReservedHow to ensure timeliness of a project• Dates are fixed in agile.• Scope changes• Important items are prioritized first, so by the timethe release rolls around, we are just “tucking in thecorners”• Test is constant and continuous, less ugly surprises
    14. 14. ©VersionOne, Inc. 2010; All Rights ReservedFocus on Scope, not Time• We are continuously defining what the order ofcompletion will be for features• Having the most valuable features done firstenables a less stress inducing release cycle.• It is much easier to say “this feature will be in thenext release” when releases are frequent• No more having to announce a date will slip
    15. 15. ©VersionOne, Inc. 2010; All Rights ReservedSo Why Should I love this?• Programmers are going to give you the best possibleestimates as to the size of stories, so your identification ofdeliverable scope will become easier• Testers will ensure that the features that are released are“done” and therefore there will be less rework.• Business Analysts will be managing and clarifying stories sothat you will be able to have the predictability that everyPM really wants
    16. 16. ©VersionOne, Inc. 2010; All Rights ReservedWhat else will we be doingdifferently?• As the Manifesto implies, if we weredocument centric, we won’t be anymore• No more Gantt charts!• Since we will learn all we need to know fromthe team room and Big Visible Charts, wewon’t need to be “pestering for updates”.• Focus is on visibility, no surprises
    17. 17. ©VersionOne, Inc. 2010; All Rights ReservedA few other details – where wemight struggle a little• Letting go. The team will learn toself correct, so we won’t need todo as much• Estimate accuracy is notnecessarily something we shouldstrive for• Velocity is a value neutralmeasurement.
    18. 18. ©VersionOne, Inc. 2010; All Rights ReservedTalk to each other• Talk to each other a lot• Remember to listen more than you talk• Avoid arguments like– “But that’s not Agile”– “You aren’t doing that the way I read its supposed to be done”
    19. 19. ©VersionOne, Inc. 2010; All Rights ReservedIn the end, its all about the team