This document provides an overview of an Agile summit held by the Michigan Digital Government. It introduces Agile concepts and frameworks like Scrum. Key benefits of Agile cited include accelerated time to market, improved ability to manage changing priorities, and enhanced software quality. The summit objectives were to introduce Agile, discuss how it differs from traditional approaches, consider its application in the public sector, and allow for discussion. Agile principles like early delivery of working software, self-organizing teams, and responding to change are outlined. The document also discusses scaling Agile to multiple teams, risks, and contracting approaches to support Agile projects.
Excellent presentation on the Agile PMO give by Mr. Stephen Messenger during the Agile Consortium Inner Circle in Brussels on Oct. 23rd.
This presentation addressees key aspects of running agile project and programme offices. The focus is mainly on the introduction and running of project management offices within an agile environment. As agile becomes increasingly popular among development teams within larger organisations frictions often arise between the different ‘cultures’. Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. The PMO is often caught between the projects and the overall organisation, with demands coming from both sides. Getting the best for the business while ensuring the most important projects to the business receive a key focus to ensure maximum success, remains key however.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
The ideal Agile world describes dedicated Teams that implement a negotiable scope in fixed iterations to meet a moving target. The real world is usually more complex, and often requires interaction with projects and processes that have very different and “non-Agile” characteristics. This webinar describes the conduct of Agile governance for hybrid projects that contain very different types of processes. We will review the very real drivers that lead to these hybrid environments, and look at practical techniques for making hybrid projects successful.
I presented these slides to create awareness about adaptive planning and rationale behind it. This concept is core to understanding why agile framework works and things necessary in order to accomplish adaptive planning. Most of this is inspired and taken from the talks of Martin Fowler.
Agile and Traditional Project Management Homogeneous or Hybrid Mike Otranto
Gartner reports that 75% to 80% of organizations are using some form of agile project management process. Although agile project management has been around for many years, the way we adapt it has changed significantly, especially as project portfolio management (PPM) practices have evolved.
In today's businesses, technology plays a crucial role in our success, but technology also makes things more uncertain. This uncertainty has given us the motive to be more flexible and requires a “think on your feet” mentality. For this reason, we have seen a big spike in Agile PPM over the last few years. So how do we continue to deliver stability and efficiency, the result of traditional style PPM, while also giving in to necessary risks that lead to innovation and competitive edge? It’s simple…. we accept the value in each method, avoid the inevitable pains that will develop with segregation, and opt for a unified agile and traditional PPM model.
Join us in this webinar presentation as we discuss the benefits of bringing Agile and Traditional Project Portfolio Management together in one environment. Topics include:
- The Project Management Evolution
- Agile Project Managment Overview
- The Benefits of Hybrid/Unified PPM
- Hybrid Project Management Tools to Support Today’s PPM
Lean Portfolio Strategy Part 4: Picking the Right Tool for the JobCprime
For implementing successful Lean Portfolio Management, you need the right tool. A tool that allows you to connect epics to strategy and delivery teams, keeps all stakeholders informed, provides accurate, real-time reporting, identifies change impact immediately and keeps your portfolio on course.
In this fourth and final webinar in our Lean Portfolio Management series we discuss the importance of the tools, technologies and integrations that can best support your initiatives. We will highlight how to:
• Use tools like Jira Align to make your strategy visible and actionable with OKRs connected to real work
• Get clear real time OOTB reporting within and across your value streams
• Build portfolio intake processes that reflect lean thinking
Excellent presentation on the Agile PMO give by Mr. Stephen Messenger during the Agile Consortium Inner Circle in Brussels on Oct. 23rd.
This presentation addressees key aspects of running agile project and programme offices. The focus is mainly on the introduction and running of project management offices within an agile environment. As agile becomes increasingly popular among development teams within larger organisations frictions often arise between the different ‘cultures’. Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. The PMO is often caught between the projects and the overall organisation, with demands coming from both sides. Getting the best for the business while ensuring the most important projects to the business receive a key focus to ensure maximum success, remains key however.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
The ideal Agile world describes dedicated Teams that implement a negotiable scope in fixed iterations to meet a moving target. The real world is usually more complex, and often requires interaction with projects and processes that have very different and “non-Agile” characteristics. This webinar describes the conduct of Agile governance for hybrid projects that contain very different types of processes. We will review the very real drivers that lead to these hybrid environments, and look at practical techniques for making hybrid projects successful.
I presented these slides to create awareness about adaptive planning and rationale behind it. This concept is core to understanding why agile framework works and things necessary in order to accomplish adaptive planning. Most of this is inspired and taken from the talks of Martin Fowler.
Agile and Traditional Project Management Homogeneous or Hybrid Mike Otranto
Gartner reports that 75% to 80% of organizations are using some form of agile project management process. Although agile project management has been around for many years, the way we adapt it has changed significantly, especially as project portfolio management (PPM) practices have evolved.
In today's businesses, technology plays a crucial role in our success, but technology also makes things more uncertain. This uncertainty has given us the motive to be more flexible and requires a “think on your feet” mentality. For this reason, we have seen a big spike in Agile PPM over the last few years. So how do we continue to deliver stability and efficiency, the result of traditional style PPM, while also giving in to necessary risks that lead to innovation and competitive edge? It’s simple…. we accept the value in each method, avoid the inevitable pains that will develop with segregation, and opt for a unified agile and traditional PPM model.
Join us in this webinar presentation as we discuss the benefits of bringing Agile and Traditional Project Portfolio Management together in one environment. Topics include:
- The Project Management Evolution
- Agile Project Managment Overview
- The Benefits of Hybrid/Unified PPM
- Hybrid Project Management Tools to Support Today’s PPM
Lean Portfolio Strategy Part 4: Picking the Right Tool for the JobCprime
For implementing successful Lean Portfolio Management, you need the right tool. A tool that allows you to connect epics to strategy and delivery teams, keeps all stakeholders informed, provides accurate, real-time reporting, identifies change impact immediately and keeps your portfolio on course.
In this fourth and final webinar in our Lean Portfolio Management series we discuss the importance of the tools, technologies and integrations that can best support your initiatives. We will highlight how to:
• Use tools like Jira Align to make your strategy visible and actionable with OKRs connected to real work
• Get clear real time OOTB reporting within and across your value streams
• Build portfolio intake processes that reflect lean thinking
Introduction to Enterprise Agile FrameworksMehul Kapadia
* Need for Enterprise Agility
Agile practices have been adopted by organizations of all sizes.
For medium to large enterprises, team level agile practices have been stretched with custom fit processes and practices as needed to fulfill the gaps in end to end delivery life cycle.
* Agile@Scale
Enterprise Agile Frameworks have emerged to address the challenge of replicating agile success at organization level.
We will review following frameworks:
• SAFe – Scaled Agile Framework
• DAD – Disciplined Agile Delivery
• LeSS – Large Scale Scrum
* Attendees will leave this presentation with a clear understanding of current trends in organizational agility and will be able to take back the lessons learnt from speaker’s experience of SAFe implementation.
20210113 Lean In Government Harrisburg Conf Agile Governance at Scale Craeg S...Craeg Strong
Traditional duties of IT governance and oversight include auditing timely completion of milestones and phase gates and tracking progress versus spend. They place heavy emphasis on correctness and completeness of documentation, managing risks and tracking metrics such as earned value and escaped defect counts. With the adoption of agile methods comes the need to adjust governance and oversight accordingly. But what does agile governance look like? How does it differ from traditional governance? Given the lack of detailed plans up-front, the reduced emphasis on documentation, and the eschewing of traditional metrics such as earned value, one might assume that governance and oversight is more challenging in the agile space. Looking at governance and oversight through a traditional lens reveals relatively few effective tools and the necessity of relying upon vaguely defined metrics such as “story points.” However, we will show that, in fact, agile methods offer governance and oversight a wealth of new tools and capabilities, enabling a more proactive and collaborative approach—which could ultimately lead to improved outcomes.
What Does Agile Mean to the Modern PMOMike Otranto
Given that digital business require Agile PPM (bimodal IT), PMO leaders are challenged to adapt governance processes to cover new, agile Mode 2 efforts that are not from the same mold as “traditional” project management structures. The requirement of successfully delivering projects using multiple delivery approaches side-by-side is not just a possibility, it is a high probability.
How has Agile PPM (bimodal IT) impacted the PMO?
How are Agile PPM (bimodal IT) application projects different than traditional projects?
How should project management methods, strategies and techniques change to support digital PMO in bimodal IT organizations?
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
Conclusive research findings inform us that many PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and time. In this practical, interactive discussion the focus will be on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
Michael’s will address the essential model for PMO value enablement:
1. The two key concept of the Agile PMO – a PMO that is inherently agile, adaptive and value driven and a PMO that interfaces between Agile product delivery and the traditional Waterfall organization
2. How to ensure effective streamlined delivery by abolishing waste
3. How to effectively select and prioritize opportunities
4. How to manage resource allocation from a top down approach in an effective manner by targeting critical resources
Making Lean the Dean of IT Portfolio ManagementCognizant
By prioritizing practices that drive organizational agility and value creation, IT can build and deploy software and services that are tightly aligned with the ever-changing business requirements of the dynamic digital marketplace.
Agile India 2016 Keynote - The Lean-Agile Enterprise Awakens- Scalable and Mo...Richard Knaster
New competitive threats often require organizations to build increasingly complex, interconnected and sophisticated software and systems, faster, better and cheaper. Most organizations are not equipped to meet this new challenge! Meanwhile small, nimble competitors, like Airbnb and Uber are taking a big bite on the profits of the giants.
So what’s the answer? What have we learned in the past decade from our adventures in agile and our attempts at scaling? What does the future hold?
In this talk, Richard Knaster, Principal Consultant and SAFe Fellow, discusses a more scalable and modular lean-agile approach that enables even the largest enterprises to compete with smaller and nimbler competitors that are disrupting companies in all industries. Richard is a Principal Contributor to the Scaled Agile Framework and previously worked at IBM where his roles included Chief Agile Methodologist. World Wide Agile Practice Manager and various product management roles in the Rational Brand.
There is a lot of talk about agility that would mean the end of the traditional methods of project management. However, many companies still use a traditional approach. What should be done and when should it be done? Should we rely on the agile or stay on the traditional methods that have proved their worth?
The solution may be between the two: hybridization between traditional project management and agile methods in order to use their respective strengths and limit the impact of their weaknesses.
This session aims to present the main principles of a hybrid approach: what are the differences between agile and traditional management? Why Hybridization? How to choose ? How to implement it?
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
Introduction to Enterprise Agile FrameworksMehul Kapadia
* Need for Enterprise Agility
Agile practices have been adopted by organizations of all sizes.
For medium to large enterprises, team level agile practices have been stretched with custom fit processes and practices as needed to fulfill the gaps in end to end delivery life cycle.
* Agile@Scale
Enterprise Agile Frameworks have emerged to address the challenge of replicating agile success at organization level.
We will review following frameworks:
• SAFe – Scaled Agile Framework
• DAD – Disciplined Agile Delivery
• LeSS – Large Scale Scrum
* Attendees will leave this presentation with a clear understanding of current trends in organizational agility and will be able to take back the lessons learnt from speaker’s experience of SAFe implementation.
20210113 Lean In Government Harrisburg Conf Agile Governance at Scale Craeg S...Craeg Strong
Traditional duties of IT governance and oversight include auditing timely completion of milestones and phase gates and tracking progress versus spend. They place heavy emphasis on correctness and completeness of documentation, managing risks and tracking metrics such as earned value and escaped defect counts. With the adoption of agile methods comes the need to adjust governance and oversight accordingly. But what does agile governance look like? How does it differ from traditional governance? Given the lack of detailed plans up-front, the reduced emphasis on documentation, and the eschewing of traditional metrics such as earned value, one might assume that governance and oversight is more challenging in the agile space. Looking at governance and oversight through a traditional lens reveals relatively few effective tools and the necessity of relying upon vaguely defined metrics such as “story points.” However, we will show that, in fact, agile methods offer governance and oversight a wealth of new tools and capabilities, enabling a more proactive and collaborative approach—which could ultimately lead to improved outcomes.
What Does Agile Mean to the Modern PMOMike Otranto
Given that digital business require Agile PPM (bimodal IT), PMO leaders are challenged to adapt governance processes to cover new, agile Mode 2 efforts that are not from the same mold as “traditional” project management structures. The requirement of successfully delivering projects using multiple delivery approaches side-by-side is not just a possibility, it is a high probability.
How has Agile PPM (bimodal IT) impacted the PMO?
How are Agile PPM (bimodal IT) application projects different than traditional projects?
How should project management methods, strategies and techniques change to support digital PMO in bimodal IT organizations?
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
Conclusive research findings inform us that many PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and time. In this practical, interactive discussion the focus will be on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
Michael’s will address the essential model for PMO value enablement:
1. The two key concept of the Agile PMO – a PMO that is inherently agile, adaptive and value driven and a PMO that interfaces between Agile product delivery and the traditional Waterfall organization
2. How to ensure effective streamlined delivery by abolishing waste
3. How to effectively select and prioritize opportunities
4. How to manage resource allocation from a top down approach in an effective manner by targeting critical resources
Making Lean the Dean of IT Portfolio ManagementCognizant
By prioritizing practices that drive organizational agility and value creation, IT can build and deploy software and services that are tightly aligned with the ever-changing business requirements of the dynamic digital marketplace.
Agile India 2016 Keynote - The Lean-Agile Enterprise Awakens- Scalable and Mo...Richard Knaster
New competitive threats often require organizations to build increasingly complex, interconnected and sophisticated software and systems, faster, better and cheaper. Most organizations are not equipped to meet this new challenge! Meanwhile small, nimble competitors, like Airbnb and Uber are taking a big bite on the profits of the giants.
So what’s the answer? What have we learned in the past decade from our adventures in agile and our attempts at scaling? What does the future hold?
In this talk, Richard Knaster, Principal Consultant and SAFe Fellow, discusses a more scalable and modular lean-agile approach that enables even the largest enterprises to compete with smaller and nimbler competitors that are disrupting companies in all industries. Richard is a Principal Contributor to the Scaled Agile Framework and previously worked at IBM where his roles included Chief Agile Methodologist. World Wide Agile Practice Manager and various product management roles in the Rational Brand.
There is a lot of talk about agility that would mean the end of the traditional methods of project management. However, many companies still use a traditional approach. What should be done and when should it be done? Should we rely on the agile or stay on the traditional methods that have proved their worth?
The solution may be between the two: hybridization between traditional project management and agile methods in order to use their respective strengths and limit the impact of their weaknesses.
This session aims to present the main principles of a hybrid approach: what are the differences between agile and traditional management? Why Hybridization? How to choose ? How to implement it?
In this talk we will discuss various topics related to how Lean Agile methodologies can scale to the Enterprise level, we will compare various scaling models, including, standard Scrum or hybrid Scrum methodologies (such as Scrum plus eXtreme Programming or Scrum + Kanban) have fully demonstrated their value to the team level.
But … What happens when we try to use these models in real more complex environments and contexts? Or, when we try to scale Lean Agile in real organizations that characterize an important amount of the landscape of IT in Italy? Moving from the level of the team to the level of the organization (program and portfolio) we will encounter a number of complex issues to some extent new. Hence the importance of knowing the values and principles that constitute the foundations of the concepts of Lean Agile Scaling. There are several models, born in recent years, who are confronted with the reality of the Enterprise. We will discuss this issue at an holistic level and we will compare some of these scaling models, such as: - the standard Scrum ( Ken Schwaber , Mike Cohn , ... ) - Larmann & Vodde - SAFe - DAD - Management 3.0 - CDE – plus other models and approaches taken from my consulting and managerial coaching Enterprise experiences.
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
Portret keadaan-hutan-indonesia-2009-2013Aksi SETAPAK
Indonesia memiliki hutan tropis yang terluas di dunia, kekayaan sumberdaya hutan, serta keanekaragaman hayati yang beragam. Selama ini kekayaan dan keanekaragaman hutan tropis tersebut telah dimanfaatkan secara langsung maupun tidak langsung.
Kabupaten Konservasi atau Kabupaten Kompensasi?
Dengan Surat Keputusan Bupati Kabupaten Kapuas Hulu No. 144 Tahun 2003, Kapuas Hulu menyatakan diri sebagai Kabupaten Konservasi.
This paper examines the gender dimensions of control over customary forests and territories through state policy support, markets, and various forms of coercive power and legitimacy. The involved parties are not limited to state institutions and market actors, but also elites at the community level, and close relatives.
Moderated by Agile experts Harry Ulrich and Todd Miller, this presentation presents multidimensional best practices for Agile Development that you can start executing right away.
Learn more about the root causes of Agile failures, practical wisdom to drive better collaboration and alignment across Agile teams, and strategies to scale Agile successfully across your organization.
Different types of projects require different approaches. The Agile Framework is different from typical waterfall methodology in that the Agile focuses on flexibility, speed, adaptability, simplicity, teamwork, etc.
This slide introduces the key elements of Agile approaches. For additional information, please contact Mr. Hamza Qazi at pmp@uloomtraining.com
Essence of agile gives flavor of Agile and its core principles, highlighting how it can give real time benefits. I developed this asset, based on my certified knowledge and my years of experience in handling Agile projects, transitioning from waterfall to Agile and transforming business.Best used for 1 day workshop.
What is Agile Project Management? | Agile Project Management | Invensis Learn...Invensis Learning
( *** PRINCE2 Agile Certification Training: https://bit.ly/2KIz6Oh *** )
( *** AgilePM Certification Training: https://bit.ly/2V3QhMf *** )
This presentation on What is Agile Project Management? explains the need for blending Agile concepts with control and governance of Project Management, also explains how it can be done.
Areas Covered:
1. Need for Agile Project Management
2. Understanding Principles of Agile & Project Management
3. What is Agile Project Management?
4. Difference Between Agile & Waterfall
5. Challenges if Agile Project Management
6. Understanding Agile Frameworks
7. Agile Project Management Career Paths
#AgileProjectManagement #InvensisLearning
Subscribe to our channel: https://bit.ly/3dmqNQS
Click here to check upcoming webinars on Agile Project Manager: https://goo.gl/M9v8oP
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes.
Invensis Learning provides live online certification training on Agile Project Management, there are two career paths one can opt for.
1. AgilePM certification by APMG: https://bit.ly/2V3QhMf
2. PRINCE2 Agile certification by AXELOS: https://bit.ly/2KIz6Oh
Upon enrolment, you will get lifetime access to a Learning Management System which will contain all class resources like recordings and Ppts, along with access to Agile Project Management webinars.
BECOME A CERTIFIED AGILE PROJECT MANAGER!
For more information please visit our website: https://www.invensislearning.com
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About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
A properly implemented Agile method increases the speed of development, aligns individual and organization objectives, creates a culture driven by performance, supports shareholder value creation, achieves stable and consistent communication of performance at all levels, and enhances individual development and quality of life.
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
Ariel Partners has developed a comprehensive program for governance and oversight of large-scale agile projects in the US federal government. This program is structured as a set of eleven major focus areas. Within each focus area, there are specific oversight objectives, activities, and metrics. The output is captured in an excel spreadsheet that calculates a set of quantitative measures, which are then aggregated to automatically produce a composite score, using a similar scoring strategy to FITARA. The program is comprehensive, but it is based on a set of simple principles. We have prepared a presentation that summarizes the program’s key points.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
2. 2 | MI Digital Summit
INTRODUCTIONSANDWHYWE’REHERE?
3. 3 | MI Digital Summit
INTRODUCTIONS
JAMESMCFARLANE
Director of Agency Services , DTMB
State of Michigan
JIMHOGAN
Information Officer, DTMB
State of Michigan
NITISHMUKHI
Senior Manager, Digital Government
Deloitte Digital
AMITAVACHATTERJEE
VP Strategy & CIO Advisory Services,
Reliable Software Resources
4. 4 | MI Digital Summit
OBJECTIVES
Provide an introduction and overview of Agile concepts
Discuss how Agile is different
Discuss unique considerations for applying Agile concepts in the public sector
Provide a forum for discussion and Q&A
5. 5 | MI Digital Summit
ASMOREORGANIZATIONSADOPTLEAN/AGILEMETHODS,THEREARE
SOMECOMMONBENEFITSCONSISTENTLYREPORTED
Benefits of adopting Lean / Agile methods (Survey)
59%
56%
53%
40%
46%
40%
38%
26%
23%
Accelerate Time to Market
Manage Changing Priorities
Increase Productivity
Better Align IT / Business
Enhance Software Quality
Project Visibility
Reduce Risk
Improve Team Morale
Reduced Cost
WHILE THE MOST COMMON REASON FOR ADOPTING AGILE WAS TIME TO MARKET, RESPONDENTS CITED THAT
THEY ACTUALLY EXPERIENCED IMPROVED MANAGERIAL ABILITIES AS THE BIGGEST BENEFIT
VersionOne: State of Agile Survey (2015, n=6000+), percentages show option respondents marked as ‘Highest
Important’ - http://info.versionone.com/state-of-agile-development-survey-ninth.html
7. 7 | MI Digital Summit
MENTALSHIFTPARADIGM
Meet Lisa.
Lisa wants you to build something that will take her from her
house to her workplace.
She wants you to build it using agile.
How would you build it?
7
A. B. C.
D. E. F.
G.
H.
I.
J.
Choose 5 items and order them following an iterative/incremental approach:
8. 8 | MI Digital Summit
WHATDIDYOUBUILD?
Or this…
D. F. H. B. J.
C. A. I. E. G.
• Highest priority is to satisfy the customer through early and continuous delivery of valuable
software
• Deliver working software frequently
• Working software is the primary measure of progress
Key takeaways
9. 9 | MI Digital Summit
HOWAGILECANHELPDRIVEBUSINESSOUTCOMES
New Service with 5 metrics to be achieved by with 1 year
This service was to be implemented using Waterfall methods, however the client formed a small cross-functional Scrum Team
that released portions of the service incrementally. The client achieved 4 of 5 metrics a year earlier than forecast.
Accounts making use of
service
• 2016/17 Goal – 6,350
• Nov 2015 – 6,649
New service registrations
• 2016/17 Goal – 50,800
• Nov 2015 – 61,557
Average use per client
• 2016/17 Goal – $228
• Nov 2015 – $474
Total use for all clients
• 2016/17 Goal – $1.4M
• Nov 2015 – $3.1M
Revenue from new service
• 2016/17 Goal – $478,000
• Nov 2015 – $258,000
Aug 2015 Sept 2015 Oct 2015
Release 1 – New service
provided for existing, pre-
approved clients
Release 2 – Existing
clients can apply for the
new service online
Release 3 – Clients can remove the
service, those who aren’t auto-
approved are queued for review
Release 4 – Clients modify
settings online, rather than
by calling
Dec 2015
Release 5 –
Streamlined
accounting process
Release 6 – Real-time
fraud monitoring
Jan 2016 Feb 2016
KPI’s
10. 10 | MI Digital Summit
SCRUMISTHEMOSTPOPULARIMPLEMENTATIONOFAGILEBASEDONSHORTITERATIONS,QUICKFEEDBACKLOOPSANDINCREMENTALPROGRESS
These are now
collectively referred to
as Agile methodologies,
after the Agile
Manifesto was
published in 2001.
AGILE
Rational Unified
Process (RUP) Crystal Clear
Extreme
Programming
(XP)
Adaptive
Software
Development
Feature Driven
Development (FDD)
Lean Kanban
Scrum
WHATISAGILE?
Agile is a group of software development frameworks and tools focused on iterative delivery, where
requirements and solutions evolve through collaboration between self-organizing, cross-functional
teams. Agile is an opportunity to re-think of the way we go about software development
11. 11 | MI Digital Summit
12PRINCIPLESOFAGILESOFTWAREDEVELOPMENT
2
3
4
5
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale
Build projects around motivated individuals.
Give them the environment and support they need, and trust
them to get the job done
Working software is the primary measure of
progress
Continuous attention to technical excellence
and good design enhances agility
6
The best architectures, requirements, and designs emerge from
self-organizing teams
7
8
9
11
Welcome changing requirements, even late in
development. Agile processes harness change for the customer's
competitive advantage
Business people and developers must work
together daily throughout the project
The most efficient and effective method of
conveying information to and within a development team is face-
to-face conversation
Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely
Simplicity--the art of maximizing the amount
of work not done--is essential
12
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly
1
Our highest priority is to satisfy the customer
through early and continuous delivery of valuable software
10
http://agilemanifesto.org/iso/en/principles.html
12. 12 | MI Digital Summit
AGILE/SCRUMFRAMEWORK
PRODUCT BACKLOG
SPRINT BACKLOG
SPRINT PLANNING
DAILY STANDUP
PRODUCT INCREMENT
SPRINT REVIEWSPRINT RETROSPECTIVE
SPRINTPRODUCT
OWNER
BURN DOWN CHART
IMPEDIMENTS LIST
SCRUM MASTER
PRODUCT BACKLOG
REFINEMENT
13. 13 | MI Digital Summit
TRADITIONALVSAGILE
Traditional Agile
Working
Software
Working
Software
Working
SoftwareBRD
Working
Software
Working
Software
Working
SoftwareSRS Code Test Results
Build Test DeployDesign
Require
ments
Requirements
Design
Build
Test
Deploy
Requirements
Design
Build
Test
Deploy
Requirements
Design
Build
Test
Deploy
Requirements
Design
Build
Test
Deploy
Requirements
Design
Build
Test
Deploy
BEINGAGILEMEANSDELIVERINGVALUEDSOFTWAREINAWAYTHATENABLESFEEDBACKASEARLYASPOSSIBLETOENSURETHAT
CUSTOMERNEEDSAREBEINGMET
14. 14 | MI Digital Summit
AGILEORITERATIVEWATERFALLAgile should not be used on projects that simply wish to adopt some Agile practices (e.g. iterative releases, continuous integration, peer
programming, or daily meetings).
Use Agile… Use Iterative waterfall…
To reduce risk by receiving feedback frequently and releasing
portions of functionality regularly
To reduce risk by releasing portions of functionality regularly
On contracts that focus on business value rather than detailed
documentation expectations along waterfall milestones
On fixed-price deliverable-based contracts with well-defined
processes, review gates, and organizational structure
In organizations where cross-functional scrum teams can be
formed
In organizations with divided teams by specialty (e.g. business
analysts, designers, developers, testers, O&M)
Where there is constant engagement with a single decision-
maker for product scope and priority
Where scope is defined up-front and scope changes must pass
through a board for reviewers
In environments where the team has the tools and infrastructure
to support automated testing and frequent builds
In environments where automated testing is not performed or
builds cannot be executed multiple times per day
If documentation can be finalized at the end of the sprint or
release.
If formal sign-off of requirements, design, code, or testing
results are required before the continuing the process
Where scope is variable and time and resources are fixed Where scope is fixed and time and resources are variable
15. Defining a digital bank
• Build consensus on the definition of a digital bank
KEYCONSIDERATIONSFORAGILE
16. 16 | MI Digital Summit
CUSTOMEREXPECTATIONS
11
10
9
82
3
4
5
Speed-to-market
Quality
Visibility
Risk Mitigation
6
Flexibility/Agility
Envisioned Product
Business Engagement
One Team
Customer Satisfaction
1 Fast ROI
12 Agile the Midas Touch?
7 On Budget
17. 17 | MI Digital Summit
WHATAGILEISNOT
It is not a single methodology
It is not a set of tools
It is not the opposite of waterfall, Prince2, PMBOK or RUP
It is not that easy (it is easy to understand, not easy to implement)
AGILEISNOTASILVER-BULLET
18. 18 | MI Digital Summit
SCALINGAGILETOMULTI-TEAMDEVELOPMENT
Potential Weaknesses
– “Scaling Agile” is considered an oxymoron
– Cultural impedance mismatch
– Agile doesn’t address long-term architecture
– Agile requires co-located teams
– Agile efforts are hard to estimate and predict
Misconceptions
– There’s no planning
– Only works with the best developers
– Agile development doesn’t follow any process
– Nothing gets written down
– There’s no way to track progress
– Agile is ‘cowboy coding’
WeaknessescanbeaddressedbybalancingAgilewithPlan-drivenapproaches
19. 19 | MI Digital Summit
KEYRISKSOFAGILE
Perhaps the most significant risk of any agile engagement
is one of resistance.
Even when there is a genuine desire and willingness to
adopt agile, there’s still a question of sustainability.
Preparation for agile can be limited
Teams have difficulty with agile execution
Project evaluations are inconsistent with traditional
practices
Any upfront agile plan may simply specify the wrong
solution.
Components of agile are not well understood, so bad
Water-Agile-Fall methods are adopted
Does the scope
include software
enablement of
business processes?
Does the scope
include significant
custom software
development?
Is the scope lacking
in specificity, and
unlikely to remain
stable?
Is the customer
willing and able to
offer flexibility on
scope?
Yes
Yes
Yes
Yes
Seriously Consider Agile/Scrum and/or
Lean Process VSAs
Remove Agile/Scrum or
Lean VSAs from
consideration
Remove Agile/Scrum from
consideration
Remove Agile/Scrum from
consideration
Right Path to Agile
No
No
No
Remove Agile/Scrum
from consideration
unless bound by a
schedule
No
20. 20 | MI Digital Summit
PREPARETOSUCCEED
Train all stakeholders in your Agile approach, and train your team in your Agile methods
Create a physical environment conductive to collaboration
Identify measurable outcomes, not outputs, of what you want to achieve using Agile
Ensure your contracts are structured to accommodate your Agile approach
Identify an Agile champion within senior management
Ensure all teams include coaches or staff with Agile experience
Prepare for difficulties, regression, and negative attitudes
21. Defining a digital bank
• Build consensus on the definition of a digital bank
AGILECONTRACTING
22. 22 | MI Digital Summit
Contract Language Review
Contract language was reviewed and
supported by both State Agencies and
our Vendor Community
Standard Contract Language
DTMB has developed standard Agile contract language
in support of our software modernization program
• Candidate projects less than $5 million
• Utilizes terms and conditions approved by 20
prequalified vendors
• 8 week turn-around time for award once bid is
posted
• Candidate projects must agree to follow Agile
process
AGILECONTRACTINGPROCESS:BACKGROUND
Budgeting Options
At the agencies option, SOW may include
a “not to exceed” price to help vendors
understand available budget
23. 23 | MI Digital Summit
AGILECONTRACTINGPROCESS:AGENCYRESPONSIBILITIES
Business Process Review
Preliminary to developing high level requirements
(Epics), the Agency business function(s) will undergo
a business process review to identify inefficiencies
and redundancies
• Trained BPR facilitators available within the agency
or via DTMB.
Review Existing System
Preliminary to posting the SOW, the
vendor community will be given a “hands-
on” overview of the existing system to
facilitate understanding of need
Agile Training
Agency must send project
participants to Agile training
Zero Sprint – Product Vision
Agency, working with DTMB will allocate two
weeks to map out “zero sprint”
requirements, which would then be used in
the SOW.
• Product vision describes what the solution
needs to do
• Product story map defines user roles and
high level requirements
24. 24 | MI Digital Summit
AGILECONTRACTINGPROCESS:VENDORRESPONSIBILITIES
Rigorous Documentation
Rigorous attention to documentation via
SUITE for requirements, validation, testing,
acceptance and traceability to eliminate
unplanned scope creep or disagreements
02
01
Releases and Corrective Actions
Contract provides for vendor termination if
releases and subsequent corrective action
plan not being met
• At the state’s option, project will be
turned-over to the “runner-up” vendor
for continuation
03
04
05
06
Standard Process Governing
Standard development and tracking tools
governing product backlog, code repository
and build process
Gain-sharing
Contract may prove for “gain-sharing” that
rewards vendor for delivering accepted
solution early
Payment increase
Payments will increase as “minimal
viable product” increases
Agile Certification
Vendor staff must be certified in Agile, or in
the alternative, attend state sponsored Agile
training
25. Defining a digital bank
• Build consensus on the definition of a digital bank
Q&A