This document discusses an introduction to agile project management. It distinguishes between agile project management and agile development, outlines the characteristics of agile portfolio, program, and project management, and discusses conditions for successfully adopting agile practices. Examples are given of agile project management being applied outside of software development, such as in supermarkets, nuclear projects, and airport operations.

1. SWWE Branch
Agile Conference
27th Sep 2017
Adrian Pyne
Pyne Consulting l
Introduction to Agile:
what it is and is not
– dispelling some myths

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▪ Agile Project Management vs Agile Development
▪ Characteristics of Agile P3
▪ Conditions for success to become Agile
▪ Agile PM – not just for software!
Content
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Agile Project Management
Vs. Agile Development

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Agile PM vs Agile Development
Agile is…..

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Agile PM vs Agile Development
Can Agile be scaled?
APM research paper 2017
“Agile project management and agile
development are not necessarily seen
as different practices and the terms are
used interchangeably.”
True….and VERY dangerous

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Agile Development, e.g. Scrum
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Agile PM vs Agile Development

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Business
Case
Prepare for Change
Stakeholder Manage
Integration
test
Business implementation
Cutover
Release
Bed
in
Muster
programme
Programme/project Assurance
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Agile PM vs Agile Development

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Characteristics of Agile P3
(Portfolio, Programme & Project
Management)

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Reprise: Agile PM is…
Core Principles of Agile High Level
▪ Satisfy the customer - Produce outcomes
that result in benefits – regularly in order of priority
▪ Value driven and time box where possible
▪ Clear roles and responsibilities
▪ Enough definition to get started
▪ Embrace changing requirements with
robust change control
▪ Sustainable environment for success
▪ Empower the team to make rapid decisions
▪ Collaborative behaviours based on Trust
and quality communications
▪ Simple keep it simple
▪ Reflect, learn and adjust at regular
intervals
▪ ‘Fail early’ if results disappoint
TIME
SCOPE
COST
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Characteristics of Agile P3
You DON’T have to iterate!
Life-cycles: Iterative, serial or hybrid

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Programme: Agile governance
IT project: Agile culture & Sprints
Other projects: Agile culture with Serial
approach
Characteristics of Agile P3
A hybrid Agile programme example
“Waitbury’s”

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Characteristics of Agile P3
Organisation Culture: adapt governance
Vision
Strategy
Technology
ProcessPolicies
Values
Organisation
Rules
Behaviours
Symbols
Relationships
Perceptions
Beliefs
Assumptions
Unwritten
rules
Common practice
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An Agile Project Manager stands back…hands off
Characteristics of Agile P3
Agile Leadership

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Timeboxing
Collaboration
Engagement
Purpose
JUST
ENOUGH
Characteristics of Agile P3
Just enough project management

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Condition for success in becoming Agile

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How NOT to become Agile
▪ Centralised / inflexible governance landscape
▪ Unwillingness to delegate
▪ Insufficient engagement by executive
▪ Failure to commit operational resources
▪ Control freak management at all levels
▪ Confusing Agile development with PM
▪ Bottom up does not work/scale
▪ Fail to sustainnnnnnnnnnnn……..

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Conditions for becoming Agile
▪ “C” level gets Agile and actively Leads
▪ Organisation culture allows Agility
▪ Change implications understood
▪ An Agile Change Programme
– with investment
▪ “C” level Champion as part of their job!
▪ The energy to Sustain Agile P3
▪ Communicate and communicate and…………

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Agile PM
Not just for software!

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▪ Supermarket
▪ Nuclear – accidentally Agile
▪ Gatwick airport
Agile PM – not just for software

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▪ Cross-disciplinary team
▪ Communicated: capability, approach, progress, successes!
▪ Gained Trust from internal stakeholders and customer
▪ Empowered to act
▪ Regular “successes” as technical challenges were solved
Accidentally Agile: Nuclear

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(Agile) Change at Gatwick
Regulator
Airside
Terminals
IT
Handling
Airlines
Finance
Passengers
Commercial
Local authorities
Constructors
/ Contractors
/ Suppliers
Media
Executive
/Owners
Local people
Employees
HR
Security
Unions
ATC
Competition
Retailers

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▪ Clear leadership from COO and Sponsors
▪ Empowered Sponsors and project leaders
▪ Intention to make projects part of Business as Usual
▪ A delivery oriented culture focussed on Value
▪ People know their roles and how they relate to others
(Agile) Change at Gatwick

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▪ COO driving it and senior team “got” it
▪ Empowerment
▪ An integrated P3 Framework
▪ Professionals developed
▪ A PMO with two clear roles
▪ light touch (Agile) governance
▪ standards ownership and improvement leadership
▪ Collaboration culture, e.g. with Finance
▪ Integrating P3 with adapted Finance processes
(Agile) Change at Gatwick

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▪ Agile Project Management vs Agile Development
▪ Characteristics of Agile P3
▪ Conditions for success to become Agile
▪ Agile PM – not just for software!
Content
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Thank you
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Pyne Consulting l
a.pyne@btconnect.com
Diversify and Grow! – APM Board candidate 2017