Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Emirates Airline - Workshop - Agility in PMI

32 views

Published on

“Agile in a PMI world - Your process might not be agile – but your mindset could be”

This workshop at Emirates Airline PMO was about the Agile mindset and how it can be implemented even in non-agile frameworks and processes.
It was an introduction to Agile and the Agile manifesto, and how to benefit from the principles even in a more traditional project management process (PMI / Waterfall).

  • Be the first to comment

  • Be the first to like this

Emirates Airline - Workshop - Agility in PMI

  1. 1. AGILE AGILITY IN A PMI WORLD Rasmus Runberg
  2. 2. Introduction Rasmus Runberg • +10 years of project experience - past 8 working agile • Background as Scrum Facilitator and Project Manager • Member of Agile Alliance and host of Agile ME RASMUS@TELETRONICS.AE
  3. 3. AGILE
  4. 4. AGILE
  5. 5. WHAT IS AGILE? “Agile processes are iterative and employ specific project management and engineering practices to sustain the delivery of new functionality every one to four weeks” AND “A philosophy that great products are created by collaborative, empowered teams that work with their customers, utilizing value- driven delivery, adaptive planning and continuous improvement techniques”
  6. 6. THE AGILE MANIFESTO Individuals and Interactions Working
 Software Customer Collaboration Responding to Change Processes
 and Tools Comprehensive
 documentation Contract
 Negotiation Following
 a plan That is, while there is value in the items on the right, we value the items on the left more. over over over over
  7. 7. THE AGILE MANIFESTO Individuals and Interactions Working
 Software Customer Collaboration Responding to Change Could you apply these principles in your current way of working?
  8. 8. THE AGILE MANIFESTO Individuals and Interactions Working
 Software Customer Collaboration Responding to Change Talk to people Only follow process if it adds value Do what you know is right not what you’re told
  9. 9. THE AGILE MANIFESTO Individuals and Interactions Working
 Software Customer Collaboration Responding to Change Measure progress in deliveries, not time or resources spend Deliver continuously in small iterations
  10. 10. THE AGILE MANIFESTO Individuals and Interactions Working
 Software Customer Collaboration Responding to Change Deliver what the customer need, not what was agreed in the contract Get feedback from your client or users
  11. 11. THE AGILE MANIFESTO Individuals and Interactions Working
 Software Customer Collaboration Responding to Change If the plan doesn’t make sense any longer - change it! Do not fear changes - embrace them
  12. 12. GROUP WORK AGILE MANIFESTO In groups • Discuss each of the 12 principles • Link each principle to one of the four manifesto items
  13. 13. THE DARK SIDE OF AGILE AGILE MANIFESTO
  14. 14. THE DARK SIDE OF AGILE AGILE MANIFESTO
  15. 15. THE AGILE MANIFESTO Individuals and Interactions Working
 Software Customer Collaboration Responding to Change Processes
 and Tools Comprehensive
 documentation Contract
 Negotiation Following
 a plan That is, while there is value in the items on the right, we value the items on the left more. over over over over
  16. 16. THE AGILE MANIFESTO Individuals and Interactions Working
 Software Customer Collaboration Responding to Change Processes
 and Tools Comprehensive
 documentation Contract
 Negotiation Following
 a plan That is, while there is value in the items on the right, we value the items on the left more. over over over over
  17. 17. THE AGILE MANIFESTO Individuals and Interactions Working
 Software Processes
 and Tools Comprehensive
 documentation Contract
 Negotiation Following
 a plan That is, while there is value in the items on the right, we value the items on the left more. over over over over Customer Collaboration Responding to Change
  18. 18. BEING AGILE Agile is not a framework or process - It’s a mindset
  19. 19. FROM WATERFALL TO ITERATIVE PLAN BUILD TEST REVIEW DEPLOY
  20. 20. PLAN BUILD TEST REVIEW DEPLOY PLAN BUILD TEST REVIEW DEPLOY PLAN BUILD TEST REVIEW DEPLOY PLAN BUILD TEST REVIEW DEPLOY ITERATION1 ITERATION2 ITERATION3 ITERATION4 ITERATION5 FROM WATERFALL TO ITERATIVE
  21. 21. • Visibility • Adaptability • Business Value • Low Risk THE VALUE OF AGILE
  22. 22. GROUP WORK THE VALUE OF AGILE In groups • How can we change our current process in order to achieve more visibility - adaptability - business value and lower risk?
  23. 23. FROM WATERFALL TO ITERATIVE
  24. 24. FROM WATERFALL TO ITERATIVE S M A R T Specific - When setting a goal, be specific about what you want to accomplish. Measurable – What metrics are you going to use to determine if you meet the goal? Achievable - The goal is meant to inspire motivation, not discouragement Relevant - Focusing on something that makes sense with the broader business goals Time-Bound - Providing a target date for deliverables is imperative
  25. 25. FROM WATERFALL TO ITERATIVE SMALL AND ATTAINABLE GOALS ARE THE EXACT APPROACH OF AN AGILE MANAGEMENT METHODOLOGY SET SMALL ATTAINABLE GOALS S M A R T
  26. 26. THE ITERATIVE PROCESS
  27. 27. FROM WATERFALL TO ITERATIVE THE “ITERATIVE PROCESS,” WHICH BASICALLY MEANS THAT EVERY PROJECT HAS A HARD AND FAST DEADLINE. THAT DEADLINE DOESN’T MOVE WHEN THE DEADLINE ARRIVES, YOU LOOK AT WHAT YOU’VE MADE OR DONE — ANYTHING. SOMETHING IS ALWAYS BETTER THAN NOTHING. AND WITH THAT LITTLE SOMETHING, YOU CAN MAKE DECISIONS, CHANGES, PROVIDE FEEDBACK PRODUCE SOMETHING AT THE DEADLINE
  28. 28. FROM WATERFALL TO ITERATIVE CHANGE HAPPENS. GROWTH DOESN’T HAPPEN WITHOUT CHANGE. PUT YOURSELF IN A POSITION WHERE RAPID CHANGES ARE POSSIBLE MAKE RAPID CHANGES
  29. 29. FROM WATERFALL TO ITERATIVE
  30. 30. FROM WATERFALL TO ITERATIVE THE SCRUM MEETING HELPS TEAM MEMBERS PLUG IN, GET ENGAGED, AND GET STUFF DONE. THE GOAL OF THE SCRUM IS TO KEEP THE OVERALL PROJECT ON TASK, AND TO ELIMINATE ANY OBSTACLES IN THE PATH OF COMPLETION. DAILY SCRUM
  31. 31. FROM WATERFALL TO ITERATIVE Small attainable goals Produce something at the deadline Make rapid changes Daily Scrum Set goals with an incremental approach Something is better than nothing Change is coming so be ready Communicate often and keep the overall project on task
  32. 32. Questions?

×