Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Introduction to Agile Delivery for Project Managers


Published on

2010 Presentation to the South Australia Project Management Institute (PMI) introducing the basics of agile & scrum

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Introduction to Agile Delivery for Project Managers

  1. 1. Agile Delivery Transformation from task focus to continuous delivery ofvalue Stephanie BySouth Agile Delivery
  2. 2. Stephanie BySouth • 0402 329 258 • • Agile Consultant Certified Scrum Master
  3. 3. • Introduction to Agile • Key concepts & practices • How does is it differ to traditional Project management • What problems does it solve • Where can you learn more
  4. 4. Agile Methodology. Value Driven Outcomes • Lean Business • Collaborative Ownership • Iterative Framework - Scrum • Quality Commitment • Continuous Delivery
  5. 5. Agile Evolution
  6. 6. PPP to Sashimi to Scrum Hirotaka Takeuchi and Ikujiro Nonaka. The New New Product Development Game Harvard Business Review 1986
  7. 7. Waterfall - Scrum Time Boxed iterations drive shorter time till value
  8. 8. 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.
  9. 9. Business Ownership, Transparency, Collaboration Rob Thomsett Thomsett International
  10. 10. The Biggest Value The highest pain The greatest impact. Revenue Opportunity Now. Business Prioritisation to drive market disruption soonerValue
  11. 11. Team Characteristics of Scrum 'Multilearning' Subtle Control Built-in instability Self-organising teams Overlapping phases Organisational transfer of learning Hirotaka Takeuchi and Ikujiro Nonaka. The New New Product Development Game Harvard Business Review 1986
  12. 12. Team Roles Leadership based not authority assigned Owner Scrum Master Team
  13. 13. Team is driven frequent deadlines There's no time to let perfection (being right) getting in the way of better (making money) Time Boxed iterations drive task innovation
  14. 14. Project management to Value management • Forces decisions back onto the owners 'not the facilitator' • Leadership is not directive, it is serving • Assumes human ability to predict is poor; therefore, doesn't claim to be able to estimate into the future • Change Management is inherent in the process
  15. 15. Dissolving the PM as everything Owner Scrum Master Responsibility Ownership Accountability Assertive Serving Leader
  16. 16. Why is the team so important • Self esteem drives productivity • Ownership is collective; therefore, accountability is assigned to the individuals • Choice creates ownership, and greater acceptance of fault • Difficult to stand & deliver everyday • Routine, Discipline and continuous learning are essential
  17. 17. Humans are poor at predicting 1. Forces the use of relative estimating 2. Focuses us on estimating the size, not the duration 3. Puts estimates in units that we can add together †Lederer and Prasad, 1998. A Causal Model for Software Cost Estimating Error and Vicinanza et al., 1991. Software Effort Estimation: An Exploratory Study of Expert Performance. © Mountain Goat Software, LLC
  18. 18. Release Burndown Chart Mike Cohen Delivery Probability is based on performance record
  19. 19. Impediment Management! • Anything that blocks the velocity, the delivery, the outcomes • Tools down, stand-up, resolve • Scrum master is responsible for removing any blocks to productivity (relative)
  20. 20. Agile Summary • Frequent time boxed iterations • Outcome driven value by priority of requirements • Roles: ownership, leadership, unified teams • Estimation based velocity history • Change & Issue Management built into the process • Collaboration, Responsiveness, Transparency
  21. 21. Further Learnings • The New New Product Development o • Scrum Alliance o • Agile Alliance o • The Agile Manifesto o • Adelaide Scrum Meetup o • Stephanie BySouth o 0402 329 258 o o