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

1. The road to Agile Project Management Adrian Pyne

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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

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Applied Impact Technology
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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
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The value of Agile(?)

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The value of Agile
"Vercingetorix Throws Down His Arms at the Feet of Julius Caesar", 1899, by Lionel Noel Royer

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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

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The value of Agile:
Myths of Agile number 1
Agile is a magic bullet

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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.

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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

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The Agile camel:
Myths of Agile number 2
Scrum is a project management method
Galileo

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The Agile camel:
One hump or two?
Bactrian camel
Agile
Development
method
Agile
Project
Management
approach

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Prepare for operational readiness
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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

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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…………………..

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What an agile culture and
environment looks like:
Myths of Agile number 4
Agile cannot work in my organisation

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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:

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Organisation Culture
Vision
Strategy
Technology
Process
Policies
Values
Organisation
Rules
Behaviours
Symbols
Relationships
Perceptions
Beliefs
Assumptions
Unwritten
rules
Common practice
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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……

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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

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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
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The wreckage of agile projects
© www.wallpoper.com
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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

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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

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Avoiding the rocky road:
Implementing Agile successfully
I want to run an Agile project See links on final slide

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I want to run an Agile project
•And that is just one agile project
Avoiding the rocky road:
Implementing Agile successfully

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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

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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
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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
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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
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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

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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
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Thank you
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Pyne Consulting l
a.pyne@btconnect.com

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