Rise of agile v1
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Discusses the rise of Agile over the years and how it compares with Traditional or Predictive project management. Shows that it is a matter of "horses for courses". Also introduces Hybrid Approaches. Presented within a High-Tech, complex systems context.
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Rise of agile v1
- 1. The Rise of Agile Paul Ovington Oxford Management Solutions Ltd PMI South Event 12/02/20
- 2. Target Outcomes • To understand Agile’s history • To learn the benefits of Agile • To see how it compares with Predictive PM • To learn Agile/SCRUM essentials – nuts & bolts • To understand which methods fits best • To learn PMI’s thoughts • What’s next? – direction of travel? • To discuss and debate
- 3. Hurricane Warning for the 2020s MEMORY STORAGE COSTS PLUMMETING PROCESSING CAPACITY SKY-ROCKETING SENSORS PROLIFERATING INFRASTRUCTURE SPREADING DATA SCIENCE, MACHINE LEARNING, AI INTERNET OF THINGS NOW COMING 5G INFRASTRUCTURE A PERFECT STORM FOR GLOBAL CHANGE !!!
- 4. What does a faster- paced world need? High Performance Companies High Performance Project Teams High Performance Project Managers
- 5. History of Scrum - Rugby Approach • Inception of the Framework in the 1980s • Developed by Takeuchi and Nonaka (Lean principles, Japan) • Described an innovative approach to product development that they called a holistic or “Rugby” approach • Defined a flexible and all-inclusive product development strategy • Approach based on manufacturing case studies from different industries • Product development should not be like a sequential relay race, but rather should be analogous to the game of Rugby
- 6. Topics: Adaptive Software Development 2000 Feature Driven Development 1997 Extreme Programming 1996 Dynamic Systems Development Method 1995 Scrum 1995 Crystal 1988 Agile emerged and evolved. Universal need for Adaptive Project Management since Traditional Waterfall methods were lacking flexibility. Agile Early Evolution
- 8. Agile (Software) Manifesto 2001 Individuals and interactions Over Processes and Tools Working software Over Comprehensive Documentation Customer collaboration Over Contract Negotiation Responding to change Over Following a Plan
- 9. 12 Agile Principles Universal need for Adaptive Project Management since Traditional Waterfall methods were lacking flexibility.
- 10. Topics:Essence of Scrum Flow Release Schedule Sprint Daily 1-6 weeks Create Deliverables Project Business Case Project Vision Statement Prioritized Product Backlog Sprint Backlog Accepted Deliverables Project Vision Meeting Sprint Planning Meeting Sprint Review Meeting Retrospect Sprint Meeting Release Planning Meeting Daily Standup Meeting
- 11. SCRUM Framework: Roles Artifacts Ceremonies Product Owner User representative Business case Team Members Developers Testers BA ScrumMaster Facilitator- servant leader Removes impediments Runs ceremonies Product Backlog What are we doing and which order? Sprint Backlog What are we doing right now? How will we do it Burndown Chart How are we doing this sprint? How are we doing this release? Sprint Planning What are we doing next? Daily Scrum How are we doing today? Sprint Review How did we do? Sprint Retrospective How do we get better ? Roles Artifacts Ceremonies Tangible By-Product
- 12. Essence of SCRUM Scrum Aspects Scrum Processes Scrum Principles Reference SBOK™ Guide From SCRUMstudy™
- 13. 6 SCRUM Principles • EPC: Try then optimise • S-O: Democracy • Collab: Synergise • V-BP: High-value early • T-B: Focus and get done • ID: Adapt and improve result
- 14. 5 SCRUM Aspects • Org: Understand core & non- core roles • Bus. Just.: Value and early • Quality: User acceptance criteria • Change: Embrace positive product change • Risk: Real time management Organization Business Justification Quality Change Risk Manage throughout the lifecycle
- 15. Organising SCRUM Processes • Scrum activity can be organized into processes • The processes can be organized into a lifecycle • Product implementation is realized by recursive sprints • Baseline Product Backlog appears within Set-Up Theme Phase Fundamental Scrum Processes Definition PHASE 1: Initiate 1. Create Project Vision 2. Identify Scrum Master and Stakeholder(s) 3. Form Scrum Team 4. Develop Epic(s) 5. Create Prioritized Product Backlog 6. Conduct Release Planning Set-Up PHASE 2: Plan and Estimate 1. Create User Stories 2. Estimate User Stories 3. Commit User Stories 4. Identify Tasks 5. Estimate Tasks 6. Create Sprint Backlog Recursive Sprint PHASE 3: Implement 1. Create Deliverables 2. Conduct Daily Standup 3. Groom Prioritized Product Backlog Recursive Sprint PHASE 4: Review and Retrospect 1. Demonstrate and Validate Sprint 2. Retrospect Sprint Operational PHASE 5: Release 1. Ship Deliverables 2. Retrospect Project
- 16. What are the benefits of SCRUM? Adaptability (EPC) Transparency Continuous Feedback Continuous Improvement Continuous Delivery of Value Sustainable Pace Early Delivery of High Value Efficient Development Process (T-B)
- 17. What are the benefits of SCRUM? Motivation (Interaction) Fast Problem Resolution Effective Deliverables (Prioritised Product Backlog) Customer Centric (Product Owner) High Trust Environment Collective Ownership High Velocity (Burndown) Innovative Environment (Team Synergy)
- 18. SCRUM vs. Traditional Project Management ESSENTIAL Differences Scrum Traditional Project Management Emphasis is on People Processes Documentation Minimal—only as required Comprehensive Process style Iterative Linear Upfront planning Low High Prioritization of Requirements Based on business value and regularly updated – time sliced Fixed in the Project Plan - holistic Quality assurance Customer centric – user emphasis Process centric – also system Organization Self-organized/ Facilitative Managed/ Directed Management style Decentralized - facilitative Centralized - directive Change Updates to Prioritized Product Backlog - Flexible Formal Change Management System – Process controlled Leadership Collaborative, Servant Leadership Command and control Performance measurement Business value Plan conformity Return on Investment (ROI) Early/throughout project life End of project life Customer involvement High throughout the project Varies depending on the project
- 20. V-System Approach for Complex System Design Market Requirements System Requirements Architectural Design Subsystem Design Unit Design Satisfies Satisfies Satisfies Satisfies Satisfies Verifies Verifies Verifies Verifies Verifies Unit Code Unit Test Plan Subsystem Test Plan Integration Test Plan System Test Plan Acceptance Test Plan Displaced Waterfall ~15 years ago Gives high-integrity Product results Appropriate where Verification & Validation are vital
- 21. Topics:• ~80% of new product design leverages design from previous product generations! • Effective design re-use reduces cost and enhances speed • Any work product or artifact of a previous generation is valuable, if: • It is documented • Designed for re-use • Designed well => Quality Checked • Any V-System Work Products can be design, code, verification data or documents • V-System WPs are more easily managed in a V-System methodology • Agile is less likely to consider this aspect Design Re-Use Issue New Product to Develop Previous Generation Product Future Generation Product Pre-Existing Technologies Pre-Existing Sub-systems Re-use Benefit Future Re-use BenefitRe-use Benefit Re-use Benefit Future Generation Product Future Re-use Benefit Assets
- 22. • Software and IT • Cloud-based enterprise solutions • User interaction with the system is complex • Users need a working system to finalize requirements • User value can be enhanced through change and optimization • Early user value can be delivered • Early buy-in and design-in helps • Cost of release is low • Verification (Test) and delivery can be automated • Developers need to be encouraged to contribute to product excellence • Idea-to-market cycle needs to be fast When to use Agile? Release Schedule
- 23. • Requirements can be defined > 80% up-front • Double-V or Tripple-V iteractions can work • Cost of release is high and time consuming • User recipient is really interested in a fully qualified product • Developing to industry standards • Design-for-Re-use can offer substantial internal asset value • Electronics, IC, mechanical systems(?) • Verification and validation are crucial – e.g. failure due to single bug • Quality can be enhanced by smart process design – using Right-first-Time When to use Optimised V-System? Market Requirements System Requirements Architectural Design Subsystem Design Unit Design Satisfies Satisfies Satisfies Satisfies Satisfies Verifies Verifies Verifies Verifies Verifies Unit Code Unit Test Plan Subsystem Test Plan Integration Test Plan System Test Plan Acceptance Test Plan
- 24. Actual Truths About “Traditional” Good Documentation Drives Progress We can collaborate as a team We can use timeboxing with Milestones User Requirements can be predictable High Quality can be built in Smart Process is Good Forces early Requirements Right-First- Time is Possible
- 25. Topics: Hybrid: Mixed Discipline System User Requirements System Requirements Product Conception Software Requirements Software Design Software Project Planning Electronics Requirements Electronics Design Electronics Project Planning Mechanical Requirements Mechanical Design Mechanical Project Planning Agile V-System V-System Physical System System-on-Chip
- 26. Hybrid: SCRUM with V-System Overlay Product / Project 1st Tranche Poject Initiation Release R-Plan Release Release S-Plan Sprint Review Retro Sprint Review Retro n Poject Set-Up Support V V V Implementation Day Day Day Daily Scrum M3 POC M4 MVP 1st Lash-Up R-Plan R-Plan S-Plan Initiated Baseline Plan POC = Proof of Concept MVP = Minimum Value Product
- 27. PMI’s Direction of Travel DAD® Disciplined Agile Delivery acquired 2019. More integrated PM approach PMI-ACP® Strong focus on a range of Agile techniques PMP® Now recognizes and covers Agile from PMBoK v6. New 2020 exam 50% Agile!
- 28. Some key elements of Disciplined Agile Delivery Not prescriptive, but a process decision framework Your WoW! You tailor and adapt your solution - Augmented SCRUM Offers 4 Lifecycles: - DAD Agile/Basic - DAD Lean/Advanced - DAD Continuous Delivery - DAD Exploratory Software & IT focused (e.g. DevOps cover) You consider your goal and context Opportunity to add project governance Consider Risk Management & Change Control Continuous Guided Improvement
- 29. Information Sources & Learning Resources www.high-techprojectmanagement.com Download this presentation SCRUM manual Free training on SCRUM DAD: www.disciplinedagiledelivery.com PMP Changes: https://www.pmi.org/certifications/types/project- management-pmp/exam-prep/changes
- 30. A New Perspective • Various methods will persist and co-exist • Waterfall, Optimised V-System, Agile, DAD • Hybrid approaches will accelerate • More organisational & project tailoring • Project management skills will require more versatility • Leadership skills will have greater emphasis • Business awareness skills will have greater emphasis • Agile will grow, especially Disciplined Agile • PMI will increase Agile’s recognition & cover • World will need super-skilled project managers!