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Is there a role for Project Managers and Business Analysts in Agile?
Is there a role for Project Managers and Business Analysts in Agile?
1.
allan kelly
Twitter: @allankellynet
http://www.allankelly.net
Is there a role for
Business Analysts &
Project Managers in Agile?
PAM Summit
Cracow Poland
June 2013
2.
Allan Kelly
• Business Analysis and Leadership, Pullan &
Archer 2013
• 97 Things Every Programmer Should Know,
Henney, 2010
• Context Encapsulation in Pattern Languages
of Program Design, Vol 5, 2006
Consulting software
development & strategy
Training for Agile
Author
– Changing Software Development: Learning
to be Agile (2008, Wiley)
– Business Patterns for Software Developers
(2012, Wiley - ISBN: 978-1119999249)
3.
How many BAs in the room?
How many Project
Managers in the room?
How many think you are
doing Agile?
6.
How do you manage work?
People (think devs)…
• Inherently dislike work
• Must be controlled and
directed
• Shun responsibility
• Have little ambition
• Want security
People…
• Work leads to
satisfaction
• Can exercise self-
direction
• Will be committed to
objectives if the
rewards are valued
• Seek responsibility
From McGregor, D. 1960. The human side of enterprise
Theory X Theory Y
7.
The great divide…
• Agile predicated on
Theory Y
You will find it hard to work
with Agile practices &
techniques if you believe
Theory X
• Agile evangelists believe
Waterfall is predicated
in Theory X
Indeed, this might be the
case
9.
Constraints
9
Features
Resources
(People)
Time
Lots of work
to do
Cost =
Resources x Time
Quality = free
Time boxed
Scope Creep –
run backwards
Fixed over
short run
(Brooks Law)
10.
Traditional Development
• Negotiate Features at start
• Cut Test
• Demand more time
• Demand more people
• Demand more money
• Argue
• Renegotiate features when
you can no longer get more
time, money, people
Agile Development
• Negotiate features on Day 1
• Negotiate features on Day 15
• Negotiate features on Day 29
• Negotiate features … (every 2
weeks)
• (Fix time, Fix money
• Accept the people you have
• Pursue quality)
The Difference
12.
Business Analyst as a….
12
Investigator –
gathering the details
Strategist – looking long
range, the big picture
Evaluator
– Does it make sense?
Customer proxy
– Did it make sense?
13.
Business Analysts – Yes!
• Lots of useful skills & experience
• They can be…
– Professional Customer Proxy
– Product Owner
– Tactical Product Owner
– Requirements expert (between sprints)
– Specification expert (inside sprint)
14.
Project Managers,
What you gonna do now?
• Traditional parameters fixed
• Gantt charts done
• Quality is always high
– Cutting quality slows work
– Cutting quality increase cost
– Cutting quality upsets
customers
Time fixed
15.
Successful products live
• Successful software is not Temporary
– Requires ongoing changes & support
• Outcome is not defined
• Resources change
A project is: “A temporary organization that is
needed to produce a unique and predefined
outcome or result at a pre-specified time
using predetermined resources.”
PRINCE2 definition
of project
16.
The End of Projects
• Projects are accounting codes
• Finished Software is Dead Software
– Living software changes
– Living software doesn’t end
• Project thinking kills software
17.
The End of Project Management?
• Projects are for accountants
• Organize work by
– Work streams and/or
– Products
• Aim for stable teams
– Occasional personnel changes
– Continuity
– Living, changing code bases
18.
Management work to do
• Large teams -> More admin
• Large organizations -> Lots of reporting
• Line Management
• “Manager” -> More authority to fix
• Supplier / Client relationships
– Contracts to discuss, police
– Role shoot out: “they have an X manager so we
need an X manager”
19.
John Smith
Project Manager (Aries Project)
Big Corporation
John.smith@bigcorp.com
Tel: +123 456 7890
Payments Manager
• “Project Manager” becomes:
– First Line Manager, Junior Manager, Development
Manager, Team Manager, Team Leader, or or or
• You have continuity
– Projects end; Products don’t
20.
Management needed
• Manage the system
– Watch the numbers
– Manage with metrics
– (Learn your statistics)
• Manage the flow
• Trust the people
• Kill non-beneficial work
– Fail fast, fail cheap
Only Y type
managers need apply
21.
Take-away
1. Lots of BA work to do
– Skills & Experience to work
with customers & proxy
2. Projects are meaningless
Successful software lives
3. “Project Management”
will be replaced by
something new
Type Y management
allan kelly
Software Strategy Ltd.
www.allankelly.net
allan@allankelly.net
Twitter: @allankellynet