The document presents insights from Don Wilson, an expert in project management, highlighting the evolution and principles of Agile methodology, its advantages over traditional methods, and the importance of embracing change in software development. It details the Agile Manifesto and its core principles, emphasizing customer satisfaction, flexibility, and collaboration among teams. Additionally, it addresses challenges in adopting Agile practices and offers strategies for organizations to successfully implement Agile transformations.

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Surviving the Shift
Agile and Its Impact on Your Future in Project Management
Speaker: Don Wilson PMP, CSM, CSPO,
Managing Director
Revolutionary Performance Management, Inc.

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About the speaker:
Don Wilson earned his Bachelors degree in Computer
Science from North Carolina A&T State University and
immediately jumped into solving business problems using
technology. He spent the early part of his career with
Ernst & Young, and later with Deloitte, planning and
implementing multimillion dollar software packages for
Fortune 500 companies. He translated his strategic,
process and technical knowledge into success as an
architect and project manager for software
development and implementation projects. While
making progress possible with software is a passion for
Don, his spare time is spent on the sidelines of his sons’
soccer games, on the aisle of his daughter’s ballet and
violin recitals, or at a blogging event for his wife. He
spends his remaining time, if there is any, golfing fishing or
watching football.

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Where did it begin
Rapid Application Development (RAD)Agile origins can
be traced back to Rapid application design
techniques posed in Barry Boehm and James Martin's
1991 "Rapid Application Development" book. From
Boehm's gradual move away from rigid requirements
specification recognizing the natural preference to
react over creating requirements.
Dynamic Systems Development Method DSDM
followed in 1994 with its initial consortium convening to
establish a standard RAD framework. This ultimately
resulted in several versions of the DSDM Framework
being published and revised from 1995-1997.
Early incarnations of RUP in 1994, Scrum in 1995, XP in
1996 and FDD in 1997 lead to the Agile Manifesto in
2001

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Manifesto
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.
Kent Beck
Mike Beedle
Arie van Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas

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Agile Manifesto Principles
We follow these principles:
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive
advantage.
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout
the project.
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.
6. The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.

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Agile Manifesto Principles
We follow these principles:
7. Working software IS the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
9. Continuous attention to technical excellence and good design
enhances agility.
10.Simplicity--the art of maximizing the amount of work not done--is
essential.
11.The best architectures, requirements, and designs emerge from self-
organizing teams.
12.At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.

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Agile Success
According to the 2012 CHAOS report, Agile succeeds
three times more often than waterfall.

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Why Scrum
Source: 7th State of Agile Development Survey by VersionOne

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Understanding the Process
Source: ScrumAlliance.org

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Make the role shift
Scrum Master Product Owner
Focus: The product
Maximizing value
Minimizing Waste
Constantly
Prioritizing the backlog
Assessing story value/effort
Negotiating proposed
upcoming features, short &
long term with customers
Analyzing empirical data to
improve the product
Focus: The process
Maximizing efficiency
Maximizing Transparency
Constantly
Educating Others on the
process and ways to
improve
Communicating results
Capturing empirical data
and implementing to adapt
the process

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Initiate Core Scrum Concepts
Value
Team Size
Scrum Meeting Cadence
Self Organizing Team
Colocation
Sushi not Sashimi
Chickens & Pigs
Spikes
Prototypes
Burn down
Empirical
Information Radiator
Scrum Board
Backlog
Stories
Epics
Story Points
Conditions of Satisfaction
Done Done
Shippable unit

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Establish the elements
Artifacts
Working Code
Prototypes
Backlog
Retrospective Notes
Scrum Board (or app)
Burn down Charts
(sprint, Epic, Product)
Roadmap
Release Schedule
Budgets and Forecasts
Meetings
Daily Standup
Sprint Planning
Sprint Demo
Sprint Retrospective
Grooming
Estimation

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Execute and Deliver Value
Source: Jim Johnson. The Standish Group International Inc. 2002.

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Scrum Failure Points
Story Points vs Hours Failing to make the leap
Lack of Education/Understanding
Location (distance (physical and mental) )between client and team
Alternative methodology Comparison Traps
Isolation (Weirdo's on team x)
Lack of understanding (Management, Team, Customer,
Lack of support from customer
Lack of Management support
Lack of participation from all team members
Inadequate or Infrequent inspections and communications with
management
NO ROADMAP
Mounting Technical Debt
Mid Sprint Scope Changes
Defining Done
Lack of Focus/Context Switching
Breaking the Iron Triangle
Testing Not embedded in the process
52% of companies state the the
biggest barrier to Agile adoption is the
inability to change organizational
culture.

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Big Projects Big Problems

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PMO’s Aren’t Safe either
Source: http://www.keyedin.com/project-success-blog/article/why-pmos-fail-5-shocking-pmo-statistics
50% of project
management offices
close within 3 years
Source: Association for Project Mgmt.
Since 2008, the correlated
PMO implementation failure
rate is over 50%
(Gartner Project Manager 2014)
68% of stakeholders
perceive their PMOs to
be bureaucratic
(2013 Gartner PPM Summit)
Only 40% of projects met
schedule, budget and quality
goals (IBM Change Management
Survey of 1500 execs)

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Agile At Scale

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Keys to surviving the shift
Understand and Educate
Absorb the concepts and Understand it for yourself
Think about the needs and concerns of your four target groups: Customer,
Team, Management, Others.
Educate your four targets: Team, Customer, Management, Others
Initiate and Communicate
Initiate the process
Understand the value and concerns for each group
Communicate profusely with each target group with the right tools and
channels
Execute & Adapt
Make mistakes, Own them, Adjust, Continually improve
Focus on value, identify what adds value and eliminate everything else (don’t
gold plate the app get it on the road and see what would add the most value
once it works)
Think big to Deliver Value
Look at the trends among barriers to execution
Adapt what you’ve learned to larger entities. Look beyond the initial
implementation to enterprise adoption

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Strategic IT services
Does your organization have a clear vision for its use of Information technology? Is your
organization using the right technologies to enable your business to execute its vision?
Does your organization have the right team to execute its vision? Is your organization
using the right tactics to execute the vision?
Target: Vision Direction Progress
• Business/Technology Portfolio Assessments
• Business Data Profiling Mapping
• Product road mapping,
• Support process definition
• Product Business Analytics
• Change Management
Tools: Defining the right Technology Stack
• Technology Assessment
• Technology Roadmap
• Technology Selection
Tactics: Optimizing Execution
• Process Improvement
• Process Assessment,
• Process Definition
• Process Metric Definition,
• Process Analytics
• Project Execution
• PMO Assessment,
• Agile Adoption Planning
• Agile coaching and training (Scrum, LEAN),
• Project Management Team augmentation
• Project Tools Implementation,
• Project Execution Analytics
Team: Talent Acquisition and Development
• Evaluation/Assessment
• Strategic Staff Augmentation
• Coaching
• Training
• Leadership development
• Succession planning
Contact us
Revolutionary Performance Management Inc.
www.thinkrpm.com
202-360-4932