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AGILE PROJECT
LEADERSHIP
AN INTRODUCTION
JOY OF WORK (ARBEJDSGLÆDE)
Relationships
+
Results
Source: Happy hour fra 8 til 16, Alexander Kjerulf
EXPECTATIONS?
Welcome
and
expectations
Why Agile
Introduction
to Agile
Introduction
to Scrum
Leadership Next Step Closure
Content
WANT A HIGHER
RETURN ON INVESTMENT?
THE BUSINESS CASE
§ Estimated project window: 3 years
§ Expected monthly revenue: 300.000
§ Monthly development cost: 250....
ROI
-4.000
-3.000
-2.000
-1.000
0
1.000
2.000
3.000
4.000
5.000
6.000
7.000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1...
WHAT IF WE SPLIT INTO MORE RELEASES?
§ Estimated project window: 3 years
§ Expected monthly revenue: 300.000
§ Monthly dev...
ROI – TWO RELEASES
130.000 90.000 60.000 20.000
80.000220.000
-4.000
-3.000
-2.000
-1.000
0
1.000
2.000
3.000
4.000
5.000
...
ROI – FOUR RELEASES
130.000 90.000 60.000 20.000
-4.000
-3.000
-2.000
-1.000
0
1.000
2.000
3.000
4.000
5.000
6.000
7.000
1...
ROI – DROP FINAL RELEASE
130.000 90.000 60.000 20.000
-4.000
-3.000
-2.000
-1.000
0
1.000
2.000
3.000
4.000
5.000
6.000
7....
DON’T FALL IN LOVE WITH YOU PRODUCT
Google Buzz
Launched: 2010
Discontinued: 2011
Google Wave
Launched: 2010
Discontinued:...
15
GET EARLY AND FREQUENT
FEEDBACK FROM
REAL USERS!
Welcome
and
expectations
Why Agile
Introduction
to Agile
Introduction
to Scrum
Leadership Next Step Closure
Content
AGILE IS TO SCRUM
AS BEER IS TO CARLSBERG
THE SPECTRUM OF PROCES COMPLEXITY
Agile
projects
Structured
projects
Chaotic
projects
INIVIDUALS &
INTERACTIONS
WORKING SOFTWARE
CUSTOMER
COLLABORATION
RESPONDING TO
CHANGE
PROCESS & TOOLS
COMPREHENSIVE
DOCUM...
AGILE PRINCIPLES
1. Satisfy the customer through early, continuous delivery
2. Welcome changing requirements, even late
3....
ACTUAL IMPROVEMENTS FROM IMPLEMENTING AGILE
Welcome
and
expectations
Why Agile
Introduction
to Agile
Introduction
to Scrum
Leadership Next Step Closure
Content
DEVIDE & CONQUER
INSPECT & ADAPT
CREATE
TRANSPARENCY
& VISIBILITY
BUILD INCREMENTALLY: ACCELERATE VALUE DELIVERY
4 444 :
Documents Documents Unverified System System
THE SCRUM PROCESS
Sprint Retrospective
Sprint Review
Sprint
Planning
Product
Backlog
Customer-Ready
Product Increment
Coll...
PRODUCT BACKLOG – A PRIORITIZED WISH LIST
§ Transparent
§ Specifications are basically just a wish
list… (inventory of “de...
SCRUM ROLES
Line Manager supports, team
and removes obstacles for the
WHOLE TEAM.
Objective:
EXCELLENT PLACE TO WORK
Scrum...
TEAM DISCUSSING REQUIREMENT
THE SCRUM EXECUTIVE LEADERSHIP’S “BILL OF RIGHTS”
A leadership team can reasonably request and expect to receive:
§ The te...
It's not enough that
management commit
themselves to quality &
productivity, they must
know what it is they
must do.
Such ...
People are already
doing their best;
the problems are with
the system.
Only management can
change the system.
- W. Edwards...
BARRIERS TO FURTHER AGILE ADOPTION
COLLABORATIVE LEADERSHIP BY RICHARD BRANSON
VS.
Believe Power comes from their
Position of Authority
Believe Power is grea...
TODAY TOMORROW
(Just about…) (More of this…)
Project members are
allocated to projects Projects are given
to stable teams
THE 2014 WHITE PAPER “THE IMPACT OF AGILE
QUANTIFIED,” BASED ON THE ANALYSIS OF THE
PROCESS AND PERFORMANCE DATA OF NEARLY...
- One plan
- One who plans
We plan
together!
Self-
organization
“Home”
is in your
department
“Home”
is in the team
COMMUNICATION, DIALOGUE, VISIBILITY, PRESENCE
§ You cannot not communicate
§ Silence is also communication
§ Not being pre...
THE FIVE DYSFUNCTIONS OF A TEAM
Absence of
TRUST
Fear of
CONFLICT
Lack of
COMMITMENT
Avoidance of
ACCOUNTABILITY
Inattenti...
GUIDING AGILE PRINCIPLES
§ Understand together
§ Plan together
§ Execute together
§ Demo together
§ Reflect together
NEXT STEP?
MARTIN ELLEMANN OLESEN
AGILE LEADERSHIP COACH
MARTIN@UGILIC.DK
(+45) 31 32 40 22
@MEOLESEN
21LEADERSHIP.COM
MAKE THE WORLD...
AGILE PLANNING
How to get an idea into a prioritized
list of estimated User Stories?
FIND THE RIGHT
BALANCE…
LONG-TERM
VS
SHORT-TERM
REASONS FOR RELEASE: SOME ARE BETTER THAN OTHERS
• Something a customer required that will create value for them.Customer ...
Prioritization Estimation
Understanding
The Product Backlog Iceberg
Product
Owner
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Deve...
ESTIMATE WITH PLANNING POKER
Xxx xxx
Xxxxx xxxx xxxx xxxxx xxxxx xxxxx
xxxxx xxxxxxxxxx xxx xxxxxx xxxx
Xxx xxx
Xxxx
Busin...
PRIORITIZE AND ORDER
55
Xxx xxx
Xxxxx xxxx xxxx xxxxx xxxxx xxxxx
xxxxx xxxxxxxxxx xxx xxxxxx xxxx
Xxx xxx
Xxxx
Business v...
3. Plan releases and Dates
56
Xxx xxx
Xxxxx xxxx xxxx xxxxx xxxxx xxxxx
xxxxx xxxxxxxxxx xxx xxxxxx xxxx
Xxx xxx
Xxxx
Busi...
HW
User interface
OS
…
…
I1 I2 I3
”Minimum viable product”
”Potential releases”
PLAN TO DELIVER IN SLICES
57
Early Often
”Minimum viable product”
PLAN TO DELIVER EARLY & OFTEN
58
SOME OF THE BENEFITS OF AGILE
Demo of potential
release after each sprint
=
TRANSPARENCY
Fixed length sprints with
frequen...
Agile for Project Managers
Agile for Project Managers
Agile for Project Managers
Agile for Project Managers
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Agile for Project Managers

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A presentation of Agile for a group of Project Managers. Key point of discussion were why Agile, the Scrum framework, values and the transition/role of the traditional Project Manager in an Agile setup.

Published in: Leadership & Management
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Agile for Project Managers

  1. 1. AGILE PROJECT LEADERSHIP AN INTRODUCTION
  2. 2. JOY OF WORK (ARBEJDSGLÆDE) Relationships + Results Source: Happy hour fra 8 til 16, Alexander Kjerulf
  3. 3. EXPECTATIONS?
  4. 4. Welcome and expectations Why Agile Introduction to Agile Introduction to Scrum Leadership Next Step Closure Content
  5. 5. WANT A HIGHER RETURN ON INVESTMENT?
  6. 6. THE BUSINESS CASE § Estimated project window: 3 years § Expected monthly revenue: 300.000 § Monthly development cost: 250.000 § Development months: 12 § Release cost: 100.000 § Total cost: 3.100.000
  7. 7. ROI -4.000 -3.000 -2.000 -1.000 0 1.000 2.000 3.000 4.000 5.000 6.000 7.000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Thousands One release
  8. 8. WHAT IF WE SPLIT INTO MORE RELEASES? § Estimated project window: 3 years § Expected monthly revenue: 300.000 § Monthly development cost: 250.000 § Development months: 12 § Release cost: 100.000 130.000 90.000 60.000 20.000
  9. 9. ROI – TWO RELEASES 130.000 90.000 60.000 20.000 80.000220.000 -4.000 -3.000 -2.000 -1.000 0 1.000 2.000 3.000 4.000 5.000 6.000 7.000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Thousands One release Two releases
  10. 10. ROI – FOUR RELEASES 130.000 90.000 60.000 20.000 -4.000 -3.000 -2.000 -1.000 0 1.000 2.000 3.000 4.000 5.000 6.000 7.000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Thousands One release Two releases Four releases
  11. 11. ROI – DROP FINAL RELEASE 130.000 90.000 60.000 20.000 -4.000 -3.000 -2.000 -1.000 0 1.000 2.000 3.000 4.000 5.000 6.000 7.000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Thousands One release Two releases Four releases Drop final release
  12. 12. DON’T FALL IN LOVE WITH YOU PRODUCT Google Buzz Launched: 2010 Discontinued: 2011 Google Wave Launched: 2010 Discontinued: 2012 Google Answers Launched: 2003 Discontinued: 2006
  13. 13. 15 GET EARLY AND FREQUENT FEEDBACK FROM REAL USERS!
  14. 14. Welcome and expectations Why Agile Introduction to Agile Introduction to Scrum Leadership Next Step Closure Content
  15. 15. AGILE IS TO SCRUM AS BEER IS TO CARLSBERG
  16. 16. THE SPECTRUM OF PROCES COMPLEXITY Agile projects Structured projects Chaotic projects
  17. 17. INIVIDUALS & INTERACTIONS WORKING SOFTWARE CUSTOMER COLLABORATION RESPONDING TO CHANGE PROCESS & TOOLS COMPREHENSIVE DOCUMENTATION CONTRACT NEGOTIATION FOLLOWING A PLAN OVER OVER OVER OVER THE AGILE MANIFESTO
  18. 18. AGILE PRINCIPLES 1. Satisfy the customer through early, continuous delivery 2. Welcome changing requirements, even late 3. Deliver working software frequently 4. Business people and developers collaborate daily 5. Build projects around motivated individuals 6. Convey info via face-to-face conversation 7. Primary progress measure: working software 8. Maintain a constant pace indefinitely 9. Continuously demonstrate technical excellence 10. Simplify; maximize amount of work not done 11. Self-organize 12. Retrospect and tune behavior
  19. 19. ACTUAL IMPROVEMENTS FROM IMPLEMENTING AGILE
  20. 20. Welcome and expectations Why Agile Introduction to Agile Introduction to Scrum Leadership Next Step Closure Content
  21. 21. DEVIDE & CONQUER
  22. 22. INSPECT & ADAPT
  23. 23. CREATE TRANSPARENCY & VISIBILITY
  24. 24. BUILD INCREMENTALLY: ACCELERATE VALUE DELIVERY 4 444 : Documents Documents Unverified System System
  25. 25. THE SCRUM PROCESS Sprint Retrospective Sprint Review Sprint Planning Product Backlog Customer-Ready Product Increment Collect feedback and repeat Daily Stand-up Sprint 1-4 weeks
  26. 26. PRODUCT BACKLOG – A PRIORITIZED WISH LIST § Transparent § Specifications are basically just a wish list… (inventory of “desirements”) § Ordered/prioritized by value, dependencies, risk and estimations § Owned and managed by the Product Owner § Estimated and delivered by the team Re-prioritized New request Refined request Big original request Discarded PRODUCT BACKLOG
  27. 27. SCRUM ROLES Line Manager supports, team and removes obstacles for the WHOLE TEAM. Objective: EXCELLENT PLACE TO WORK Scrum Team Product Owner Development Team Scrum Master Objective: EFFECTIVE PROCESS Objective: BUILD THE PRODUCT RIGHT Objective: BUILD THE RIGHT PRODUCT
  28. 28. TEAM DISCUSSING REQUIREMENT
  29. 29. THE SCRUM EXECUTIVE LEADERSHIP’S “BILL OF RIGHTS” A leadership team can reasonably request and expect to receive: § The team’s current Velocity § How it has been trending over time § Includes list of key impediments that must be removed to increase velocity § The current estimate of outstanding product backlog items § Includes an estimated time to completion using current velocity § A rough release plan by feature/epic § A financial roadmap for the next year § The current level of Technical Debt (bugs, internal projects, and other overhead) that needs to be completed § Includes business case based plan to eliminate technical debt
  30. 30. It's not enough that management commit themselves to quality & productivity, they must know what it is they must do. Such a responsibility cannot be delegated. - W. Edwards Deming
  31. 31. People are already doing their best; the problems are with the system. Only management can change the system. - W. Edwards Deming
  32. 32. BARRIERS TO FURTHER AGILE ADOPTION
  33. 33. COLLABORATIVE LEADERSHIP BY RICHARD BRANSON VS. Believe Power comes from their Position of Authority Believe Power is greatest in a Collaborative Team Maintain Ownership of Information Openly Share Information and Knowledge Sometimes Listen to Suggestions and Ideas from the Team Encourage Suggestions and Ideas from their Teams Deliver the Approved Solution to their Team Facilitate Brainstorming with their Team Allocate Time and Resources Only when Proven Necessary Enable their Team by Allocating Time and Resources Right Away Adhere to Specific Roles and Responsibilities Allow Roles and Responsibilities to Evolve and Fluctuate Fight Fires and Focus on Symptoms Seek to Uncover the Root Causes of Issues Review Staff Performance Annually According to Company Policy Offer Immediate an Ongoing Feedback and Personal Coaching COLLABORATIVE LEADERSTRADITIONAL LEADERS
  34. 34. TODAY TOMORROW (Just about…) (More of this…)
  35. 35. Project members are allocated to projects Projects are given to stable teams
  36. 36. THE 2014 WHITE PAPER “THE IMPACT OF AGILE QUANTIFIED,” BASED ON THE ANALYSIS OF THE PROCESS AND PERFORMANCE DATA OF NEARLY 10,000 TEAMS, INDICATED THAT STABLE AGILE TEAMS RESULT IN UP TO 60%HIGHER PRODUCTIVITY.
  37. 37. - One plan - One who plans We plan together!
  38. 38. Self- organization
  39. 39. “Home” is in your department “Home” is in the team
  40. 40. COMMUNICATION, DIALOGUE, VISIBILITY, PRESENCE § You cannot not communicate § Silence is also communication § Not being present is also communication § People need you, your time, and your listening skills § Dialogue provides safety and comfort
  41. 41. THE FIVE DYSFUNCTIONS OF A TEAM Absence of TRUST Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY Inattention to RESULTS
  42. 42. GUIDING AGILE PRINCIPLES § Understand together § Plan together § Execute together § Demo together § Reflect together
  43. 43. NEXT STEP?
  44. 44. MARTIN ELLEMANN OLESEN AGILE LEADERSHIP COACH MARTIN@UGILIC.DK (+45) 31 32 40 22 @MEOLESEN 21LEADERSHIP.COM MAKE THE WORLD A BETTER PLACE – ONE COMPANY AT A TIME
  45. 45. AGILE PLANNING How to get an idea into a prioritized list of estimated User Stories?
  46. 46. FIND THE RIGHT BALANCE… LONG-TERM VS SHORT-TERM
  47. 47. REASONS FOR RELEASE: SOME ARE BETTER THAN OTHERS • Something a customer required that will create value for them.Customer Requests • Changes that take advantage ofan opportunity to gain market share or grow the market.Market Opportunity • Made to comply with a legal requirement.Required Release • Meets agreementto deliver specific functionality to a customer, prospector partner.Commitments • Changes to ensure offering matches or exceeds competitors’ capabilities.Competitive Response • Commitmentto the market to release new features and/or fixes, driven by a certain schedule.Major Release • Correction of defects and technical enhancements (refactoring).Maintenance Better If a release only consists of items from below the dotted line there is a significantrisk that the ProductOwner and other stakeholders will loose interestin the release during developments.The release should therefore preferably include at leastone or two stories from above the red line.
  48. 48. Prioritization Estimation Understanding The Product Backlog Iceberg Product Owner Sprint 1 Sprint 2 Sprint 3 Sprint 4 Development team Release Plan PLANNING WITH AN ICEBERG
  49. 49. ESTIMATE WITH PLANNING POKER Xxx xxx Xxxxx xxxx xxxx xxxxx xxxxx xxxxx xxxxx xxxxxxxxxx xxx xxxxxx xxxx Xxx xxx Xxxx Business valueRisk Estimat Estimate Prioritize Releases Withdraw money Customer withdraw money. Choses between pre-set amounts or enters amout. Withdraw money Customer Accounting Business value Risk Estimate Transfer money Xxxx xxxx xxx. Xxxxxx xxxxx xxxx xxxxxx xx xxxxxx xxxx xxxxxxx xxxxxx Transfer money Kunde Accounting Business valueRisk Estimate Create training course Xxxx xxxx xxx. Xxxxxx xxxxx xxxx xxxxxx xx xxxxxx xxxx xxxxxxx xxxxxx Business valueRisk Estimate Xxx xxx Xxxxx xxxx xxxx xxxxx xxxxx xxxxx xxxxx xxxxxxxxxx xxx xxxxxx xxxx Xxx xxx Xxxx Business valueRisk Estimate Product Owner presents User Story Developmentteam discuss and note Done/demo bullets Developmentteam estimate 1 3 8 Only 1 and 8 are discussed Developmentteam estimate 5 5 5 Product Owner listens and corrects misunderstandings, ask questions, answer questions 5X Scrum Master facilitates Done / Demo o Xxxx xxx o Xx xxxxxxxx o Xxxx xxxxx xx Done / Demo o Xxxx xxx o Xx xxxxxxxx o Xxxx xxxxx xx Pick a fairly small and well known User Story and set the estimate to 3
  50. 50. PRIORITIZE AND ORDER 55 Xxx xxx Xxxxx xxxx xxxx xxxxx xxxxx xxxxx xxxxx xxxxxxxxxx xxx xxxxxx xxxx Xxx xxx Xxxx Business valueRisk Estimate Estimate Prioritize Releases Withdraw money Customer withdraw mone between pre-set amounts amout. Withdraw mone Customer Business value Risk Transfer money Xxxx xxxx xxx. Xxxxxx xxxxx xxxx xxxxxx xx xxxxxx xxxx xxxxxxx xxxxxx Transfer money Kunde Accounting Business valueRisk Estimate Create training course Xxxx xxxx xxx. Xxxxxx xxxxx xxxx xxxxxx xx xxxxxx xxxx xxxxxxx xxxxxx Business valueRisk Estimate Xxx xxx Xxxxx xxxx xxxx xxxxx xxxxx xxxxx xxxxx xxxxxxxxxx xxx xxxxxx xxxx Xxx xxx Xxxx Business valueRisk Estimate Product Owner place cards in order of priority while they are talking and thinking loud Developmentteam listens and ask questions Scrum Master facilitates 5X8 13 13 Done / Demo o Xxxx xxx Done / Demo o Xxxx xxx Done / Demo o Xxxx xxx Done / Demo o Xxxx xxx Business Value Risk Dependencies
  51. 51. 3. Plan releases and Dates 56 Xxx xxx Xxxxx xxxx xxxx xxxxx xxxxx xxxxx xxxxx xxxxxxxxxx xxx xxxxxx xxxx Xxx xxx Xxxx Business valueRisk Estimate Estimate Prioritize Releases Withdraw money Customer withdraw mone between pre-set amounts amout. Withdraw mone Customer Business value Risk Transfer money Xxxx xxxx xxx. Xxxxxx xxxxx xxxx xxxxxx xx xxxxxx xxxx xxxxxxx xxxxxx Transfer money Kunde Accounting Business valueRisk Estimate Create training course Xxxx xxxx xxx. Xxxxxx xxxxx xxxx xxxxxx xx xxxxxx xxxx xxxxxxx xxxxxx Business valueRisk Estimate Xxx xxx Xxxxx xxxx xxxx xxxxx xxxxx xxxxx xxxxx xxxxxxxxxx xxx xxxxxx xxxx Xxx xxx Xxxx Business valueRisk Estimate Users listen and ask questions Developmentteam splits Stories in sprints 5X8 13 13 Done / Demo o Xxxx xxx Done / Demo o Xxxx xxx Done / Demo o Xxxx xxx Done / Demo o Xxxx xxx January February March Scrum Master facilitates
  52. 52. HW User interface OS … … I1 I2 I3 ”Minimum viable product” ”Potential releases” PLAN TO DELIVER IN SLICES 57
  53. 53. Early Often ”Minimum viable product” PLAN TO DELIVER EARLY & OFTEN 58
  54. 54. SOME OF THE BENEFITS OF AGILE Demo of potential release after each sprint = TRANSPARENCY Fixed length sprints with frequent deliveries = PREDICTABILITY

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