The talk encompasses an introductory overview of Agile project management methodologies and their relationship to the PMBOK and traditional project management approaches, and elaborates to recount practical experiences and lessons learned from the challenges in implementing Agile project management methods in a weak matrix organisation

1. Project Management Institute
South Africa Chapter 2013
Kwa-Zulu Natal Branch
Project Management
Adaptability:
Challenges in
Agile implementation in a
weak matrix organisation.
18th April 2013
Queen Elizabeth Boardroom , Transnet, 237
Mahatma Ghandi Road ,Point.
By: Richard Smith, PMP®

2. Speaker Introduction
Short CV – Richard Smith, PMP – Systems Software Development Project Manager, Conlog (Pty) Ltd
• Diverse range of industries and operational environments including: retail, supply chain management,
logistics and distribution, media (print and online), manufacturing, management consulting and software
development.
• Primarily within SMME’s - link between operational processes and business development and growth.
• BA – Information Science, Sociology – 2002
• Honours BA – Information Science - 2011
• PMP ® in 2012
The following are some of the more notable projects he has successfully delivered:
- Data centre and consolidated networked IT infrastructure for a large corporate’s regional operations in
Southern Africa.
- IT infrastructure projects for the Reserve Bank of Mozambique.
- First database driven online Yellow Pages business directory in Botswana (including development,
commercial launch and product management).
- SADC Summit (heads of state) official brochure publication – 4 successive years.
- International Committee on Composite Materials ICCM-15 global conference, interactive multi-media
CD (official conference documentation).
- Internet website portal for national hardware distributor and retailer in Australia.
- Establishing export channels for a clothing manufacturer, utilising the AGOA and EU Free Trade
frameworks.
According to Richard the “coolest” job he has ever had was working as a Cinema Projectionist, and fondly
remembers programming his first computer in 1984 (a rubber keyed ZX Spectrum 48k).
Richard is currently serving as a volunteer with PMI South Africa Chapter. Kwazulu Natal Branch, in the
Membership and Social Media portfolio.

3. And...

6. On schedule in a project, with
a CPI > 1...

8. • Agile Concepts
• Matrix Business Organisations
• Weak Matrix Business Organisations
• Case Study
• Methodology: Agile vs Waterfall
• Agile – The Next Steps
• Conclusions
• Q & A
Overview

9. Some History
• Toyota
• Just In Time
• Kanban
• Kaizen
• Software
• Extreme Programming, Scrum, R.U.P., etc
• Agile Manifesto
Agile Concepts

10. Agile Manifesto for Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more
Agile Concepts

11. "...Agile is a "bit-oriented" project management
methodology and not appropriate for "atom-oriented"
projects. What I mean is that when the deliverables are in
the form of bits (no weight, no physicality, no inventory, no
mass, etc) Agile can be used to allow the customer to be
somewhat unprepared in their definition of requirements,
schedules, needs, desires, and "fit-for-use" determinations...
It is very tough to tell a machinist that the customer now
wants the "inverted collapsed flywheel spindle diameter" to
be 4.5mm when yesterday he wanted 4.4mm since the
0.1mm of metal in already on the floor...
...The dirty little secret about Agile/Scrum is all the rework
that goes on, but which is never reported or is hidden in the
nature of the bit-oriented deliverable..."
Paul (Nanouk), Lohnes, PMP - 25 Feb 2011 04:40 AM
http://agile.vc.pmi.org/public/community/discussions/tabid/170/aft/3942/default.aspx
Agile Concepts

12. The Promise
• Responsive to Business and Environmental
changes
• Productivity
• Quality
• Rapid Proto-Typing, product development
• Time to market
• Lean – reduces unnecessary admin overhead
Agile Concepts

13. The Critique
• Chaos
• Another fad (steeped in myth and legend)
• Exploiting commercial opportunity
(consulting fees)
• Standards – e.g scrum politics
• Governance weakness in implementation
• Rework (time and costs)
• Aligning PMBOK with Agile Methodologies
Agile Concepts

14. Agile Concepts

15. Source: http://www.versionone.com/

16. Agile Concepts

17. Agile Concepts

18. Agile Concepts

19. Agile Concepts

20. Agile Concepts

21. Agile Concepts

22. Agile Concepts

23. Agile Concepts

24. Agile Manifesto for Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more
Agile Concepts

25. Why Software ?
• Resources create Raw Materials
AND
design and create the product deliverable
All in a virtual world that interfaces with the
real world through technologies that mediate
the use value with the user.
Agile Concepts

26. • Structure
• Authority
• Project Management
• Risk Management
• Business Strategy
Matrix Business Organisations

27. Matrix Business Organisations
Source: PMBOK® Guide – Fourth Edition, PMI

28. • Structure
• Authority
• Project Management
• Risk Management
• Business Strategy
Weak Matrix Business Organisations

29. Weak Matrix Business Organisations
Source: PMBOK® Guide – Fourth Edition, PMI

30. Challenges
• Weak Matrix
• Production environment
• Resource and time constraints
• Under performance
• Under delivery
• Low levels of confidence
• Rapid changes:
priorities, SOW,
resource allocation, issues and risks.
• Change control management...how?
Case Study

31. Solutions
• Bringing decision makers and business
stakeholders closer with operational and
production (project) stakeholders/resources.
• Daily morning “stand up” meeting
• Visual planning board – colours, shapes, high
level timeline, To Do Lists
• Priorities and action plans
Case Study

32. Conclusions
• “Language”
• Gatekeepers
• PMO (or lack thereof)
• Delivery
• Meet business needs
• Positive impact
Case Study

33. THE pmbok
is strong
With this pm

34. • Tools & Techniques:
Gantt Chart vs Burndown Chart vs Kanban Board
• Iterations/Sprints versus Scheduled Phases
• Deliverables:
Definition of Done vs Phase Sign Off
• Stakeholder participation vs
Stakeholder Management
• Delivery: Meet Business and Project Objectives
Methodology: Agile vs Waterfall

35. Agile vs Waterfall
Methodology: Agile vs Waterfall

36. • Software (Product evolves organically over time):
- Continuous Delivery
- Continuous Integration
- Test Driven Development
• Use of ICT to automate processes
Agile – The Next Steps

37. Agile – The Next Steps

38. Agile – Projects or Operations
Do we come full circle – is Agile merely Operations ?

39. Conclusions
• “Agile Project Manager” - an incongruous concept
• Adaptable and Flexible Project Management
• Methodologies vs Framework (PMBOK)
• The essence of Project Management
• Service to Business
• PMI Takeaway – PM-ACP®

41. Thank You
Q&A

42. References
Source material and images:
• http://agilescout.com/wp-content/uploads/2011/08/comparison-between-lean-construction-and-agile-
project-management.png
• http://agilescout.com/lean-agile-in-construction-projects-91111-10-years-later/
• www.pmi.org
• http://agilemanifesto.org/
•http://www.agilealliance.org/
•http://guide.agilealliance.org/guide/sashimi.html
•http://www.scrumalliance.org/
•http://growingagile.co.za/
•PMI - Agile COP - http://agile.vc.pmi.org/Public/Home.aspx
•http://alistair.cockburn.us/Earned-value+and+burn+charts
•http://www.versionone.com/