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Agile project management - Everything you wanted to know but were too afraid to ask

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Agile project management event by Adrian Pyne on 9th September 2014 held in Bristol for the SWWE branch

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Agile project management - Everything you wanted to know but were too afraid to ask

  1. 1. The road to Agile Project Management Adrian Pyne
  2. 2. Pyne Consulting l About Adrian...... • Organisation culture development • Coaching and mentoring • Collaboration • Professional Services build and management • Business Transformation programme delivery and rescue • Portfolio, programme and project management capability development • Enterprise PMO design/build/operate • Intelligent Client model development • Member of APM approx. 20 years • APM Audit Committee • Frequent speaker , conference chair and blogger • Cabinet Office White Paper • OGC: MSP, P3M3 & Portfolio Mngt review panels • APM – Intro to Programme Mngt & Portfolio Mngt • The Gower Handbook of Programme Management • APM Registered Project Professional and Assessor 2
  3. 3. Pyne Consulting l Applied Impact Technology 3
  4. 4. Pyne Consulting l The value of Agile and how to achieve it The principles of Agile and agile thinking The agile camel What an agile culture and environment looks like The wreckage of agile projects Avoiding the rocky road Content 4
  5. 5. Pyne Consulting l 5 The value of Agile(?)
  6. 6. Pyne Consulting l 6 The value of Agile "Vercingetorix Throws Down His Arms at the Feet of Julius Caesar", 1899, by Lionel Noel Royer
  7. 7. Pyne Consulting l 7 The value of Agile •PWC report – 3rd Global survey on the state of project management: Project success rates 59% with agile approaches. ~ 30-40% without •PMI Pulse of the Profession 2012: Organisations with the best initiative success rates were agile. •UK Government ICT Strategy 2011 and Digital Strategy 2012
  8. 8. Pyne Consulting l 8 The value of Agile: Myths of Agile number 1 Agile is a magic bullet
  9. 9. Pyne Consulting l 9 The Principles of Agile The Agile Manifesto - 2001 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
  10. 10. Pyne Consulting l 10 The Principles of Agile Satisfy the customer, produce outcomes that result in benefits Embrace changing requirements Provide an environment for success that is sustainable Collaborative behaviours based on Trust Keep it simple At regular intervals – reflect, learn and adjust Steve Messenger Chair: DSDM Consortium
  11. 11. Pyne Consulting l 11 The Agile camel: Myths of Agile number 2 Scrum is a project management method Galileo
  12. 12. Pyne Consulting l 12 The Agile camel: One hump or two? Bactrian camel Agile Development method Agile Project Management approach
  13. 13. Pyne Consulting l Prepare for operational readiness 13 The agile camel: Agile PM and Agile Development Start a project Manage stage boundaries Control a stage Initiate a project Direct a project Close a project Manage product delivery Sprint 3 Operate the capability Project planning Sprint 1 Sprint 2 Integration Establish Backlog
  14. 14. Pyne Consulting l 14 The Agile camel: Myths of Agile number 3 There is such a thing as Agile Project Management Why would a professional PM do more than they needed to? Good project management is agile? Discuss…………………..
  15. 15. Pyne Consulting l 15 What an agile culture and environment looks like: Myths of Agile number 4 Agile cannot work in my organisation
  16. 16. Pyne Consulting l 16 Agile is only for software engineering „Agile doesn’t scale to large systems „Agile doesn't use project management „Agile doesn't have any requirements „Agile requires a traditional system architecture „Agile doesn't have any documentation „Agile isn't disciplined or measurable „Agile has low quality, maintainability, and security Here be dragons! Agile cannot work in my organisation Well here is how it can………. What an agile culture and environment looks like:
  17. 17. Pyne Consulting l Organisation Culture Vision Strategy Technology Process Policies Values Organisation Rules Behaviours Symbols Relationships Perceptions Beliefs Assumptions Unwritten rules Common practice 17
  18. 18. Pyne Consulting l 18 What an agile culture and environment looks like What needs to be overcome? Non-agile organisation culture –Lack of flexibility –Non-release of operational resources –Lengthy decision making, e.g. change –Resistance to Matrix working –Top down governance –Lack of Trust and empowerment –Very risk averse – loathing of uncertainty Gathering organisational anti-bodies to anything new in the culture And some people simply get it wrong……
  19. 19. Pyne Consulting l 19 What an agile culture and environment looks like Organisational agility normally stated in terms of changing markets But what IS organisation agility? –Trusted organisation –Adaptive operating model – i.e. not too centralised –Devolved governance –P3 embedded in business operations –Continuous learning is embedded –Self-organising teams and people –Collaborative culture –Leadership tolerant of ambiguity
  20. 20. Pyne Consulting l The wreckage of agile projects But we’re agile……. Silver bullet or poisoned apple? Agile as the wrong tool Agile head, but not heart – no agile mindset Self-organisation leads to constant escalation Fear / lack of confidence / lack of delegation Taking the eye of the ball Are you providing a clear picture or a Rorschach picture 20
  21. 21. Pyne Consulting l The wreckage of agile projects © www.wallpoper.com 21
  22. 22. Avoiding the rocky road: What an agile project looks like © Aunty Beeb E.g. •Iterative working •Clear purpose •Good and clear leadership •Focus on delivery
  23. 23. Pyne Consulting l 23 What an agile project looks like An agile friendly landscape An adaptive and flexible project manager Collaboration High level requirements – you have to be able to start somewhere Prioritised requirements Lean decision making, e.g. for Changes Document…..just enough Constantly watches the bow wave Constantly planning Constantly learning Constantly watching the sky ahead
  24. 24. Pyne Consulting l 24 Avoiding the rocky road: Implementing Agile successfully I want to run an Agile project See links on final slide
  25. 25. Pyne Consulting l 25 I want to run an Agile project •And that is just one agile project Avoiding the rocky road: Implementing Agile successfully
  26. 26. Pyne Consulting l 26 1. Leadership (“C” level) must GET the value of agile 2. Leadership driving sustained change 3. Run it as a Change Programme 4. Its is culture change so remember the Iceberg 5. Think People, Process and Tools People Process Tools Building an organisation fit for agile thinking projects Avoiding the rocky road: Implementing Agile successfully
  27. 27. Pyne Consulting l 1.Lead through inspiration, care and Trust 2.Open Minds, Make the Change, Embed the Change 3.Work with your environment 4.Understand what can stop you being successful 5.Know and communicate the purpose of the Change 6.Recombine and re-use 7.Prepare for delivery AND for operations. 8.Be flexible and adapt, e.g. plan, measure and adjust 9.Ensure people know what they are to do, where they fit and how they can work 10.Build a confident and professional team Avoiding the rocky road: Adrian’s Tactics for Change 27
  28. 28. Pyne Consulting l Don’t throw the baby out with the bathwater Re-combine and re-use Avoiding the rocky road: Overcoming the Barriers to Change Eric Abrahamson - Creative Recombination people networks (social not IT) culture processes structure Eric Abrahamson: Change Without Pain 28
  29. 29. Pyne Consulting l 1. Increase urgency Kotter’s 8 Step change model 2. Build guiding teams 3. Get the vision right 4. Communication for buy-in 5. Enable action 6. Create short-term wins 7. Don’t let up 8.Make it stick Create a Climate for change Engaging and enabling the organisation Implementing and sustaining change Open Minds, Make the Change, Embed the Change Avoiding the rocky road: Sustaining Change 29
  30. 30. Pyne Consulting l 30 Avoiding the rocky road: Implementing Agile successfully  Leadership must GET agile  Leadership to establish an agile friendly organisation  Persuade stakeholders so that they GET agile working  Define your goals for agile working  Determine how far agile needs to penetrate  Define who needs to be agile, and help them be so  Define how business processes need to change  Define what technology can help, and/or needs to change  Be an agile leader People Process Tools Building an organisation fit for agile projects
  31. 31. Pyne Consulting l The value of Agile and how to achieve it The principles of Agile and agile thinking The agile camel What an agile culture and environment looks like The wreckage of agile projects Avoiding the rocky road Content 31
  32. 32. Pyne Consulting l Thank you 32 Pyne Consulting l a.pyne@btconnect.com
  33. 33. Links http://www.apm.org.uk/blog/agile-thinking-projects-thinking-out-process-box http://www.apm.org.uk/news/transformational-change-what-do-and-yellow-brick-road I want to run an agile project parts 1 and 2: http://www.youtube.com/watch?v=4u5N00ApR_k http://www.youtube.com/watch?v=lAf3q13uUpE Brian Wernham http://www.amazon.com/Agile-Project-Management-Government-Wernham/dp/0957223404

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