Most of the corporations already adopted some kind of formal project management that is aligned to the strict corporate policies and procedures of managing things. If you want to be treated seriously, you need to talk abot project plans, milestones, deadlines, deliverables, commitments etc. Right? Well, it depends. We spent several years explaining to the corp guys that even if you have printed project plan hanging on the wall of the project room it does not mean that things are happening as plan suggests. More often, reality is that most of the stuff is going somewhere else, and that we have totaly different way of looking at the projects. Meet Agile, still someting new and exotic in executive mindset, but approach that is giving better and more understandable results.

1. INTRODUCING AGILE PROJECT
MANAGEMENT TO THE CORPORATE
WORLD*
Ratko Mutavdžić, PROJEKTURA
*some ideas how you can do it, and some that you should avoid at all cost

2. INTRO
just a few words about me
so, if we all nod our heads... we can continue...
• 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 innovate.
• Keywords: change, project, program, portfolio, innovation, startup
note: more contact info on a last slide

3. FEW ASSUMPTIONS
just to be in the same book, if not on the same page...
so, if we all nod our heads... we can continue...
• you know what the agile methodology is all about
• you know what the plan driven methodology is all about
• you think that agile works way better than plan driven
• you still have hard time to explain to your boss that you should move
everything to agile and drop that money sucking, morale destroying, never
under control thing that people are calling „project management”
note: if most of the people nod their heads, it is safe to continue...

4. WELCOME TO CORPORATION
there ‘s no right to free speech in the workplace
why beign too smart in not too smart
„human resources is not rhere to help you, but to protect the company from you”
• 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
note: for more info, read a book „Corporate Confidential: 50 secrets your company does not want you to know”

5. IF YOU THINK YOU ARE NOT USING AGILE...
like, you heard about the thing but you think that you are not ready...
does this look’s like your current plan?
note: read more about Parkinsons Law: „work expand so as to fill the time available for its completion”
1. Requirements Analysis
2. Functional Design
3. Technical Design
4. Product Development
5. System Integration
6. Quality Testing
7. User Acceptance Testing
8. Deployment
project timeline (initial)
all good plans start this way. we are safeguarding against uncertanities and risk events

6. THINK AGAIN.
actually you are on a good track to recognize most of your projects
the plan after the meeting with the customer
note: there are some good movies filmed on this topic
1. Requirements Analysis
2. Functional Design
3. Technical Design
4. Product Development
5. System Integration
6. Quality Testing
7. User Acceptance Testing
8. Deployment
project timeline (crushed number of times)
scope same (will increase later), same resources, less time, less money

7. so, this is manager you are dealing with
... maybe not the look but mindset for sure

8. LOOK AT THE MANIFESTO
you know what I am talking about...
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
• 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
note: www.agilemanifesto.org

9. USUAL SUSPECTS
do we understand our true value producers?
we need to explain agile way BEFORE engagement...
• not attempting to finalize the requirements early in the project -> percieved as
a lack of proper communication with the stakeholders
• promoting the incorporation of change requests through the lifecycle
• less emphasis on rigid upfront planning -> percieved as a lack of control
• lack of documentation -> percieved lack of traceability and accountability ->
(usually lack of understanding of benefits and functionality)
• need for formal processes -> lack of control over things
note: no note

10. AGILE IS DESIGNED TO DEAL WITH...
some really nasty laws and lemma’s
agile is here to <insert_logical_reason_here>
• software projects are not predictable: specifications will never be fully
understood (Ziv’s Law)
• requirements uncertainty makes scope an inadequate starting point: the user
will never know what they want until after the production (Humphrey’s Law)
• the stakeholders will change requirements, change direction, or stop the
project at any time: the interactive system can never be fully specified nor it can
be fully tested (Wegner’s Lemma)
note: also good ones: Parkinson’s Law, Murphy’s Law, Segal’s Law (two watch, no clue of right time thing)

11. WHY AGILE WORKS?
there are some theories that you want to read through
humanistic, goal directed approach that utilize people’s
ability to manage complexity
• Theory of Constraints and Lean Thinking
• Cognitive Science: how do we make decisions
• Complex Adaptive Systems: how do we handle the uncertainty
• Evolutionary Psychology: how do we interact
note: your manager will be lost, but at least you know why

12. WHAT CORPORATION WANTS FROM AGILE
you know what I am talking about
to understand the business benefits of agile
regardless of investment, leadership and time needed
• to understand where is ROI
• to understand how you going to be faster and more predictable
• to understand how they can be more responsive to market
• to understand how to enable strategic flexibility
• to understand how to achieve shorter dev cycles and better quality
• to understand how to improve team morale
www.agilemanifesto.org

13. ISSUES WITH AGILE
you know what I am talking about
agile is great for software development, but...
regardless of investment, leadership and time needed
• to manage large-scale programs with highly dependant, sequential
components (infrastructure, facilites)
• to manage concurrent projects: status, backlog, decisions, risks (overall
picture)
• to manage multi-vendor environment with no agile experience
• to manage context-switching due to allocation of the groups into small teams
• to introduce organizational transformation and cultural changes?
www.agilemanifesto.org

14. now, you ask a agile guy to give you an estimate...

15. AGILE PEOPLE WANT TO BE DIFFERENT
they want to see things differently even if they are really not ...
agile is „numbers and charts” like any other methodology
and we will dive into those later during the presentation
• example: „dont say commited, say forecasted”
• reality check: today, in business, forecast EQ. commited
• „plan driven” project management understands the concept of
„probability” so...
• we are at appx. 4M USD 2 years from project delivery
• we are at appx. 3,65M USD at the planning
• we are at appx. 3,340.296 USD at the delivery

16. the age of agile hipsters
what wf people think about agile ones: „sandal wearing anarchists”

17. plan driven, waterfall, used to be your best friend...

18. WHEN TO USE AGILE AND WHEN PLAN DRIVEN
10.000 ft view on the difference, and I am not saying this is guideline
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
• AGILE
• low criticality
• senior developers
• requirements change often
• small number of developers
• culture that thrives on chaos
• PLAN-DRIVEN
• high criticality
• junior developers
• requirements don’t change often
• large number of developers
• culture that demands order

19. WATERFALL vs. AGILE
why waterfall people always look stupid (aka Mac vs. PC thing)?
having said that...

20. WATERFALL vs. AGILE
I LOOOOVE those comparisons... like the following: „waterfall projects rarely
deliver according to a plan”
let me tell you a secret...
people at „plan-driven” methodologies also want to succeed at project delivery
• occassional „customer” involvement VS. frequent „customer” involvement
• potentially large team size VS. teams of 3-9 people
• resistant to change VS. change is expected
• requirements docs VS. just-in-time, informal requirements
• task are assigned VS. assigned task are a bottleneck
• multiple phases, eventual delivery VS. working software each Sprint/Iteration
• contract says what we build, deliver VS. contract is a lot closer to T&E
note: this is very seriously noted at ALM 2012 Conference in Seattle

21. WATERFALL vs. AGILE
TRUE stories why we have issues with waterfall
but that can happen to any methodology ...
/
• SERIALIZED PROCESS: longer time to market; devs isolated from customer
needs
• PLANNING FAR IN ADVANCE: plans no longer march reality by the
implementation time
• LACK OF VISIBILITY INTO RATE OF PROGRESS: teams don’t realize they’re
behind schedule until too late; features slashed very late to compensate
• LONG TIME TO PROJECT COMPLETION: customers get acccess infrequently
• PROJECTS FALL BEHIND THE SCHEDULE: project miss market window
note: this is very seriously noted at ALM 2012 Conference in Seattle

22. so you assemble a team to implement the agile

23. STILL THE SAME OLD QUESTIONS
but with different approach...
„when the project will be done? how much it will cost?
what will be delivered? what are the risks?”
note: there are some additional questions, but you already know them...
AGILE
• Deliver working product in short cycles
• Keep the evolving product highly visible
• Inspect outcomes frequently
• Change our product or processes as we
learn more to ensure acceptable
outcomes
• Do less work that will change
APPROACH
• Focus less on predictive up front
planning
• Focus more on delivering value
• Focus more on collaboration with
the business
• Focus more on engaging the
team

24. MAPPING PMI KA vs. AGILE
i mean, not really, but to external people, it might look like that we did
exactly that...
agile is „numbers and charts” like any other methodology
note: we are still waiting for a formal adoption of agile in PMI world, regardless of ACP
• PMI KNOWLEDGE AREAS
• integration
• scope, time, cost
• quality
• people
• communication
• risk
• AGILE
• manifesto
• principles
• best practices

25. ANOTHER VIEW...
of functional mapping between PMI processes and agile involvement
plan driven hidden inside the agile :)
the process groups are not phases, but rather they are integrated set of processes applied
iteratively throughout the project and revised as needed
paper: „Agile Project Management and PMBoK Guide”, PMI Global Congress Proceedings, Michele Sliger, 2008
Planning Release Release Retrospective
Release
Planning
Iteration Iteration Retrospective
Iteration
Planning
Daily Work Daily Work Retrospective
PROJECT
RELEASE
ITERATION
INITIATION PLANNING EXECUTING MONTORING
AND CONTROL
CLOSING
PROJECT Business case or
Feasibility Study
Project kickoff and
visioning meeting
Release roadmap
planning
Iterative and
incremental
delivery of
working software
Regular review of
deliverables,
progress and
process
Project
retrospective
RELEASE Roadmap and
release definition
Release planning
meeting
Iterative and
incremental
delivery of
working software
Regular review of
deliverables,
progress and
process
Release
retrospective
ITERATION Iteration planning
meeting
Iteration planning
meeting
Work features
through to
completion
(including testing)
Task boards,
burndown charts,
daily standups,
acceptance of
completed
features
Iteration demo,
review and
retrospective
Like the project life cycle, we can map the process groups to the agile
fractal – at the overall project level, at the release level and at the
iteration level.

26. ANOTHER VIEW...
of functional mapping between PMI processes and agile involvement
plan driven, plan modified, agile, agile, plan driven
paper: „Utilizing Agile Principles Alongside the PMBOK”, Mike Griffiths, 2004
Initiating Planning Executing Controlling Closing
USE AS IS
• chartering and
identifying
perliminary socpe
• explain where you
will use agile to
stakeholders
• organize
workshops,
seminars,
presentations on
agile thinking
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
USE AGILE
• develop iteratively
and mitigate
technical risks as
we progress
• use meaningful
metrics (features
delivered and
project time
remaining)
• empower the
team
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
USE AS IS
• closing processes
as defined in
PMBoK to be
considered

27. OR, JUST USE PMI – ACP ?
big guns understand PMI and PM methodology. can PMI help us here?
this is just a certification: agile certified practitioner
beware, on PMI PMBoK ver 5, January 2013, 616 pages, no mention of agile
note: again this is just a cert, one need to implement agile project management @the house
DOMAIN I DOMAIN II DOMAIN III DOMAIN IV DOMAIN V DOMAIN VI
VALUE DRIVEN
DELIVERY
• defining positive
value
• incremental
development
• avoid potential
downsides
• prioritization
STAKEHOLDER
ENGAGEMENT
• stakeholder needs
• stakeholder
involvement
• stakeholder
expectations
BOOSTING TEAM
PERFORMANCE
PRACTICES
• team formation
• team
empowerment
• team collaboration
• team commitment
ADAPTIVE
PLANNING
• levels of planning
• adaptation
• estimation
• velocity
• throughput
• cycle time
PROBLEM
DETECTION AND
RESOLUTION
CONTINOUS
IMPROVEMENT

28. BLENDING OF WF AND AGILE?
PROGRAM MANAGEMENT: organizing and coordinating several projects’
results into one deliverable that has the value to the organization
agile program management + traditional project mgmt
• traditional project nad agile program management wrapper around series of
iterations driven to key milestones
• program management
• helps make the between-teams risks transparent
• collects and explains program status
• product owners manage what-to-build risk
• protective bubble around the development team
note: this is very seriously noted at ALM 2012 Conference in Seattle

29. PROJECT MANAGEMENT @CORP
one can find all forms of mix/match orgchart projects at the corporation
PROJECT MANAGEMENT IS STILL REQUIRED
• Agile must comply with the „Business
Management System”
• Agile requires some type of Project Management
System tailored to methodology
Note: „Agile & Project Management”, Michael Milch, 2011
Business Management System
PROJECT 2 PROGRAM1PROJECT1
SUBPR 1 SUBPR2 PROJECT3 PROJECT4
AGILE
NONAGILE

30. so, how can corporations survive agile? send them to the
movies... (or, three movies that they have to see...)

31. MOVIE No.1: JERRY MAGUIRE
AGILE is about changing the way people work
you eat elephant one bite at the time
there will be no support for a sudden changes to org practices
• 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
note: have some friends help you out

32. MOVIE No.2: DUDE, WHERE’S MY CAR?
PLEASE, explain stakeholders HOW you measure the progress
dont expect that CXO’s will understand
that there are no milestones and project phases on the project
• 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
layman’s terms of layman’s terms: „describe a issue using words that the average individual can understand”

33. MOVIE No.3: BACK TO THE FUTURE
even project managers are human, think what would be their role at next
agile project
project manager’s next career step
unfortunatelly, some of your team won’t fit agile
• 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
note: you cannot develop company-wide plan to retire all project managers at once

34. and a book for THE END
there is one book that could help you also
this is special edition for leadership development
executives must drive organizational expectations, build teams and set priorities
• and this one enterprise understands. Messages like:
• create a continuous process flow to bring problems to the surface
• level out the workload
• build a culture of stopping to fix problems, to get quality right the first
time
• become a learning organization through relentless reflection and
continous improvement
layman’s terms of layman’s terms: „describe a issue using words that the average individual can understand

35. Q&A
all the burning issues and questions
BIG THANKS!

36. more info ...
if you feel like you want to know more or just for fun
ratko.mutavdzic@projektura.org
dont bite, dont yell at you at all, so please, add me to your ... think network. tnx.
• WWW www.projektura.org
• FBOOK www.facebook.com/projektura
• TWEET www.twitter.com/projektura
• EMAIL info@projektura.org
• but if it is really, really, really urgent and you really need to connect to people at
projektura ...
• SKYPE projektura