LEAN + AGILE PROJECTS IN THE
CORPORATE WORLD*
Ratko Mutavdžić, PROJEKTURA
*some ideas how you can do it, and some that you...
WELCOME TO CORPORATION
there ‘s no right to free speech in the workplace

• standard elements and barriers to overcome:
• ...
RUNNIGN PROJECTS IN CORPORATION
have his own rules
1.
2.
3.
4.
5.
6.
7.
8.

Requirements Analysis
Functional Design
Techni...
RULES BY MANAGEMENT: THINK AGAIN.

actually you are on a good track to recognize most of your projects
1.
2.
3.
4.
5.
6.
7...
LEAN IS ABOUT DECIDING RIGHT
THINGS TO BUILD
WHAT IS LEAN?
AGILE IS ABOUT DECIDING HOW
TO BUILD THINGS RIGHT
WHAT IS AGILE?
DECIDING RIGHT THINGS TO BUILD
THEN,
DECIDING HOW TO BUILD THINGS
RIGHT
LEAN AND AGILE
THE LEAN WAY
MEASURE
IDEAS

PRODUCT

IDEAS

BUILD

BU

• we analyze and reflect the product we build.
• we improve this wa...
THE AGILE WAY
ACT
PLAN

CHECK

PLAN

DO

D

• we analyze and reflect the way we build product.
• we improve this way itera...
THE LEAN & AGILE WAY
MEASURE
IDEAS

PRODUCT

IDEAS

BUILD

PLAN

BU

ACT
DO

CHECK

• we analyze and reflect both the prod...
WHY AGILE WORKS?

there are some theories that you want to read through

•
•
•
•

Theory of Constraints and Lean Thinking
...
LOOK AT THE MANIFESTO
you know what I am talking about...

• we are uncovering better ways of developing software by doing...
so, you want to implement this agile thing, right?
WHEN TO USE AGILE AND WHEN PLAN DRIVEN
10.000 ft view on the difference, and I am not saying this is guideline

• AGILE
• ...
HOW TO USE AGILE IN PLAN DRIVEN

of functional mapping between PMI processes and agile involvement
Initiating
USE AS IS
•
...
3
NOMINEES ARE…

so, how can corporations survive agile? send them to the
movies... (or, three movies that they have to se...
MOVIE No.1: JERRY MAGUIRE
AGILE is about changing the way people work

• it is not about the tools people use
• it is not ...
MOVIE No.2: DUDE, WHERE’S MY CAR?
PLEASE, explain stakeholders HOW you measure the progress

• primary performance indicat...
MOVIE No.3: BACK TO THE FUTURE

even project managers are human, think what would be their role at next
agile project
• no...
Q&A

all the burning issues and questions

BIG THANKS!
MORE INFO

if you feel like you want to know more or just for fun
•
•
•
•

WWW
FBOOK
TWEET
EMAIL

www.projektura.org
www.f...
CLOSING REMARKS
just a few words about me

so, if

• Ratko Mutavdzic is founder of PROJEKTURA, consulting company that wor...
THANKS TO…
• Sven Krauter, Agile vs. Lean

acknowledgment to the people…
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(PROJEKTURA) lean and agile for corporation @Cotrugli MBA

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Great time and hopefully presentation on COTRUGLI MBA @Zagreb about Lean and Agile to packed crowd of MBA students. As you can imagine, number of questions later :)

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(PROJEKTURA) lean and agile for corporation @Cotrugli MBA

  1. 1. LEAN + AGILE PROJECTS IN THE CORPORATE WORLD* Ratko Mutavdžić, PROJEKTURA *some ideas how you can do it, and some that you should avoid at all cost
  2. 2. WELCOME TO CORPORATION there ‘s no right to free speech in the workplace • standard elements and barriers to overcome: • resistance to collaboration internally and externally • waterfall culture, not only in project management • low-trust environment • unwillingness to change • rigid management hierarchy why beign too smart in not too smart „human resources is not rhere to help you, but to protect the company from you” note: for more info, read a book „Corporate Confidential: 50 secrets your company does not want you to know”
  3. 3. RUNNIGN PROJECTS IN CORPORATION have his own rules 1. 2. 3. 4. 5. 6. 7. 8. Requirements Analysis Functional Design Technical Design Product Development System Integration Quality Testing User Acceptance Testing Deployment project timeline (initial) does this look’s like your current plan? all good plans start this way. we are safeguarding against uncertanities and risk events note: read more about Parkinsons Law: „work expand so as to fill the time available for its completion”
  4. 4. RULES BY MANAGEMENT: THINK AGAIN. actually you are on a good track to recognize most of your projects 1. 2. 3. 4. 5. 6. 7. 8. Requirements Analysis Functional Design Technical Design Product Development System Integration Quality Testing User Acceptance Testing Deployment project timeline (crushed number of times) the plan after the meeting with the management scope same (will increase later), same resources, less time, less money note: there are some good movies filmed on this topic
  5. 5. LEAN IS ABOUT DECIDING RIGHT THINGS TO BUILD WHAT IS LEAN?
  6. 6. AGILE IS ABOUT DECIDING HOW TO BUILD THINGS RIGHT WHAT IS AGILE?
  7. 7. DECIDING RIGHT THINGS TO BUILD THEN, DECIDING HOW TO BUILD THINGS RIGHT LEAN AND AGILE
  8. 8. THE LEAN WAY MEASURE IDEAS PRODUCT IDEAS BUILD BU • we analyze and reflect the product we build. • we improve this way iteration by iteration.
  9. 9. THE AGILE WAY ACT PLAN CHECK PLAN DO D • we analyze and reflect the way we build product. • we improve this way iteration by iteration.
  10. 10. THE LEAN & AGILE WAY MEASURE IDEAS PRODUCT IDEAS BUILD PLAN BU ACT DO CHECK • we analyze and reflect both the product and the way we build it. • we improve this iteration by iteration. PLAN
  11. 11. WHY AGILE WORKS? there are some theories that you want to read through • • • • Theory of Constraints and Lean Thinking Complex adaptive systems: the science of uncertainty Cognitive science: the nature of human decision making Evolutionary psychology & Anthropology: the origins of social interaction & its nature humanistic, goal directed approach that utilize people’s ability to manage complexity note: your manager will be lost, but at least you know why
  12. 12. LOOK AT THE MANIFESTO you know what I am talking about... • we are uncovering better ways of developing software by doing it and helping others do it: • individuals and interations over processes and tools • working software over comprehensive documentation • customer collaboration over contract negotiation • responding to change over following a plan this is not the great way to introduce the concept to the board we are confusing CXO’s even if we can do a great job in a first place note: www.agilemanifesto.org
  13. 13. so, you want to implement this agile thing, right?
  14. 14. WHEN TO USE AGILE AND WHEN PLAN DRIVEN 10.000 ft view on the difference, and I am not saying this is guideline • AGILE • PLAN-DRIVEN • low criticality • high criticality • senior developers • junior developers • requirements change often • requirements don’t change often • small number of developers • large number of developers • culture that thrives on chaos • culture that demands order beware: plan driven can also be „half-agile” :) for example at planning we use „Progressive Elaboration” and „Rolling Wave Planning” source: „Balancing Agility and Discipline”, Boehm & Turner
  15. 15. HOW TO USE AGILE IN PLAN DRIVEN of functional mapping between PMI processes and agile involvement Initiating USE AS IS • • • chartering and identifying perliminary socpe explain where you will use agile to stakeholders organize workshops, seminars, presentations on agile thinking Planning USE W/ MODIFICATIONS • • • • move to iterative planning use plan refactoring to keep the pace with the project HIGH: switch from task to feature themes LOW: use iteration Executing USE AGILE • • • develop iteratively and mitigate technical risks as we progress use meaningful metrics (features delivered and project time remaining) empower the team Controlling USE AGILE • • • iterations review, assist with project steering change requests, defects and risks prioritization controlling flow, look at the holistic view of the project to maximize the delivery Closing USE AS IS • closing processes as defined in PMBoK to be considered plan driven, plan modified, agile, agile, plan driven paper: „Utilizing Agile Principles Alongside the PMBOK”, Mike Griffiths, 2004
  16. 16. 3 NOMINEES ARE… so, how can corporations survive agile? send them to the movies... (or, three movies that they have to see...)
  17. 17. MOVIE No.1: JERRY MAGUIRE AGILE is about changing the way people work • it is not about the tools people use • it is not about sequences or units of work • it will take some time to accept the org change • people will yell at you „SHOW ME THE MONEY” • crucial: help team develop best practices, define DONE you eat elephant one bite at the time there will be no support for a sudden changes to org practices note: have some friends help you out
  18. 18. MOVIE No.2: DUDE, WHERE’S MY CAR? PLEASE, explain stakeholders HOW you measure the progress • primary performance indicators on an agile project: backlog size and velocity • please, explain that to the people in layman’s terms: • Intervals to Complete (Backlog Size/Estimate Per Interval) EQ. Time • Burndown Chart EQ. Scope Delivery • Integration Management EQ. Steel Threads • Scope Management EQ. Working Software Demonstrations • HR Management EQ. Self Managed Teams • Communication Management EQ. Daily Stand-Ups dont expect that CXO’s will understand that there are no milestones and project phases on the project layman’s terms of layman’s terms: „describe a issue using words that the average individual can understand”
  19. 19. MOVIE No.3: BACK TO THE FUTURE even project managers are human, think what would be their role at next agile project • now, it is all about people • most project / sales roadblocks are controlled by people that don’t see their future implementing your project • can we find the role for good ol’ „corporate people at pmo”? • but in general, can we move people from Gantt chart? • remember: from authoritarian approach to leading from within project manager’s next (former) career step unfortunatelly, some of your team won’t fit agile note: you cannot develop company-wide plan to retire all project managers at once
  20. 20. Q&A all the burning issues and questions BIG THANKS!
  21. 21. MORE INFO if you feel like you want to know more or just for fun • • • • WWW FBOOK TWEET EMAIL www.projektura.org www.facebook.com/projektura www.twitter.com/projektura info@projektura.org • but if it is really, really, really urgent and you really need to connect to people at projektura ... • SKYPE projektura ratko.mutavdzic@projektura.org dont bite, dont yell at you at all, so please, add me to your ... think network. tnx.
  22. 22. CLOSING REMARKS just a few words about me so, if • Ratko Mutavdzic is founder of PROJEKTURA, consulting company that work with new and emerging technologies and introduce them to the corporate and enterprise environments. Prior to this one, he spent 15 years Microsoft, starting in a consulting practice and then leading several different sales and technology teams. • He is the author of number of published papers on different aspects of the technology, successful blogs on new technologies and project management, and active contributor in a number of social networks exploring the use and advance of new ways to connect and share innovation and invention. • He frequently speaks on conferences, meetings, workshops, coffee shops and generally at every place where people like to explore, challenge, investigate, think and our heads... we can continue... we all nodinnovate. • Keywords: change, project, program, portfolio, innovation, startup note: more contact info on a last slide
  23. 23. THANKS TO… • Sven Krauter, Agile vs. Lean acknowledgment to the people…

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