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Will Agile kill Project Management
The document discusses whether agile will kill project management. It presents some key differences between traditional project management and agile approaches. While agile prioritizes adapting to change over stickling to a predefined plan, it does not eliminate project management but rather changes it. Agile still uses practices like planning at different levels from programs to sprints, but allows for more flexibility in scope to keep costs and time fixed. The document argues project managers still have an important role in agile, but with less command-and-control and more of a focus on leading and facilitating teams.
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Will Agile kill Project Management
- 1. Project Challenge –Will Agile kill Project Management ? Darren Wilmshurst : Radtac Delivery Director Peter Measey : Radtac CEO
- 2. 2 We believe inchallenging the status quo and in the innate ability of people to rise to the challenges of their organisation Why Radtac exists – why we get up in the morning Est. 1998 Culture Consultancy Talent Training
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- 8. 8 Agile Manifesto •(and Agileis not just about delivering software, it applies to all types of project)
- 9. 9 Mindset Values Principles Practices Tools & Processes We use JIRA Wedo stand-ups We are co-located We do just enough documentation Trust What is agile? More visible, less powerful Less visible, more powerful
- 10. 10 Is Agile alwaysthe right approach ?
- 11. 11 Is Agile aSilver Bullet ?
- 12. 12 Pragmatic Agile…..one sizedoesn’t fit all
- 13. 13 Practices Continuous Integration Test DrivenDevelopment Behavior Driven Development Refactoring Planning Poker Timeboxing Pairing.....etc Agile is an umbrella Frameworks Scrum Kanban Lean Software Development Extreme Programming (XP) DSDM Lean Software Development Agile Project Management Scaling: SAFe, LeSS, DAD 13 A LG I E
- 14. 14 Red Pill andthe Blue Pill
- 15. 15 What is Project? •Project is a short lived temporary structure to achieve a planned objective. Project management is the application of processes methods, knowledge skills and experience to achieve the project objectives.
- 16. 16 What are Prince2Core Principles • Continued business justification, • Learn from experience, • Defined roles and responsibilities, • Manage by stages, • Manage by exception, • Focus on products, • Tailor to suit the project environment.
- 17. 17 Agile - what’sit really all about Alfie ?
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- 19. 19 Introduction - PeteMeasey • Peter Measey – RADTAC CEO • Agile Transformation Consultant • 30 years mainly Information Technology • Agile Specialist Since 1994 • Certified Scrum Trainer, DSDM Trainer, Agile PM Trainer, APMG Lean, SAFe Scaled Agilist, Prince2 Practitioner, PMI Agile Certified Practitioner. • Lead Author ‘Agile Foundations – principles, practices & frameworks’ – published by BCS • Author of articles ‘Agile & Prince2’ and ‘Agile and ITIL’ for BCS • Ex Director of DSDM Consortium • Ex Adjunct Professor Project Management Hult University • Ex BCS Agile Committee • A Project Manager & Agile expert 19
- 20. 20 Agile and waterfallare different – projects ain’t waterfall
- 21. 21 PRINCE2 Tailoring • ‘Anyproject run under PRINCE2 will need to address each of the processes in some form. However, the key to successful use of PRINCE2 is its tailoring. Each process must be approached with the question 'How extensively should this process be applied on this project?' * From PRINCE2 Manual
- 22. 22 Will Agile killProject Management – NOPE
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- 24. 24 Are there ProjectManagers in Scrum/ XP etc ? Corporate or Programme Management Project Board Project Support Senior User Senior Supplier Team Manager Project Manager Executive Project Assurance Business Arch Technical ArchGovernance NOPE
- 25. 25 The Sensible Question– Does Agile Change Project Management ?
- 26. 26 Program Portfolio Project Release Sprint Agile is morefocussed on the planning than the plan. Agile enables change where required, can respond simply and quickly and enables a dynamic business. Is done throughout the project at different levels and different levels of granularity. Valuable featrures are constantly prioritised and the focus is on delivering greatest value first. Are there Project Managers in scaled Agile 26 Copyright RADTAC YEP
- 27. 27 Iron Triangle -The Choices Traditional approach fixes • Scope • Quality (Try) And places tolerance in • Cost • Time Agile approach fixes • Cost • Time • Quality And places tolerance in • Scope What do you try to fix ? Does that reflect your real business drivers ? What is the reality ? Does the reality better reflect your real business drivers ?
- 28. 28 Traditional Plan-Driven Projects •Create plan by predicting the future • Agree plan with Board • Manage variances to plan (constrain change) • Report against original plan • Manage “flack” from missing un-hittable dates
- 29. 29 Agile Planning • Projectetc. – Very large stories (aka Epics) • Release – Large coarse-grain stories (aka Features) • Iteration – Smallest Stories – Must fit into an iteration (1-5 days effort) – Most accurately estimated
- 30. 30 Command & Controlvs Collaborative • Traditional – Hierarchical management structure – Board ‘manages’ the Project Manager – Project Manager ‘manages’ the team • Agile – Non-hierarchical management structure – Project Manager leads and facilitates the team – Board leads and facilitates the Project Manager
- 31. 31 A possible AgileOperating Model - BCS
- 32. 32 A possible BusinessOperating Model - BCS Radtac turned OUR vision into operation Gavin Beckett – Bristol City Council
- 33. 33 Unique in supplyingcertified training, coaching & talent via Culture and Agile practices. Come meet Radtac – for a coffee THANK YOU ! Radtac Radtac Radtac @radtacltd Darren.Wilmshurst@radtac.co.uk Peter.Measey@radtac.co.uk
- 34. 34 Please stay intouch Radtac Courses www.radtac.co.uk/cours es Radtac Blog www.radtac.co.uk/blogs Twitter @RADTACLtd
- 35. 35 Please stay intouch Linked In Google+ Facebook
- 36. 36 Do we needto change – are you competitive ? • “the definition of insanity is doing the same thing over and over again and expecting different results” 36