Agile for project managers - a sailing analogy
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The document compares key aspects of sailing and Agile project management. It discusses how small collaborative teams are vital in both contexts. Scope is represented by the sailing "mark" or objective, which is analogous to a project's sponsor expectations. Sailing's "lay line" or most efficient course to the mark is comparable to a project's backlog plan. Risks like wind are unpredictable factors that impact progress in both domains. Performance is measured by sailing velocity along the lay line, just as projects measure progress along the backlog. The document provides several other analogies between sailing and Agile concepts like estimating, scheduling and managing larger initiatives at an enterprise level.
![Wind is a source of energy
✦Motive energy for the boat
[project]
✦Source of risks and
unknowns
✦Represents [also]
stakeholder biases,
attitudes, and pressures
✦Complex and unpredictable
6
A production of Square Peg Consulting, LLC](https://image.slidesharecdn.com/agileforprojectmanagers-asailinganalogy-110116150701-phpapp01/85/Agile-for-project-managers-a-sailing-analogy-6-320.jpg)
![Benchmarks forecast velocity
✦Velocity [through the water]
creates 'throughput'
✦Throughput is "miles sailed" on
the lay-line
✦"Miles sailed" are like 'story points'
8
A production of Square Peg Consulting, LLC](https://image.slidesharecdn.com/agileforprojectmanagers-asailinganalogy-110116150701-phpapp01/85/Agile-for-project-managers-a-sailing-analogy-8-320.jpg)
![Tack to the mark
✦Short performance
increments [time box]
✦Tactical response to
circumstances
✦ Some variance to the
plan [lay-line]
9
A production of Square Peg Consulting, LLC](https://image.slidesharecdn.com/agileforprojectmanagers-asailinganalogy-110116150701-phpapp01/85/Agile-for-project-managers-a-sailing-analogy-9-320.jpg)
![Benchmark units of performance
✦ Velocity x time = performance
unit
❖ Example: 8 NM in 1 hour = 8
knots performance
❖1 hour is analogous to a Time
Box
❖ Nautical mile [NM] analogous to
a story point
Photo: City of Baltimore
12
A production of Square Peg Consulting, LLC](https://image.slidesharecdn.com/agileforprojectmanagers-asailinganalogy-110116150701-phpapp01/85/Agile-for-project-managers-a-sailing-analogy-12-320.jpg)
![Most Pessimistic Outlook
✦Wind [risk] directly opposes the boat [project]
✦Least energy available in the direction of the lay-line
✦Strategy:
✦Find energy ‘off axis’ [evolution]
✦Tack [incremental performance] back and forth across the
lay-line
14
A production of Square Peg Consulting, LLC](https://image.slidesharecdn.com/agileforprojectmanagers-asailinganalogy-110116150701-phpapp01/85/Agile-for-project-managers-a-sailing-analogy-14-320.jpg)
![Progress on the lay-line
✦ Most Pessimistic Outlook
❖2 units of input [time box increments] yield
1.4 units of output [requirements done]
❖Output / Input = 0.7
❖Input / Output = 1.43
Input
increments Output:
1.4 units projected
along the lay-line
15
A production of Square Peg Consulting, LLC](https://image.slidesharecdn.com/agileforprojectmanagers-asailinganalogy-110116150701-phpapp01/85/Agile-for-project-managers-a-sailing-analogy-15-320.jpg)
![What does it mean?
✦Input not resulting in Output:
✦ Unmet requirements
✦ Effort [input] exceeds actual value delivered
✦Unmet requirements addressed in next
increment
✦ Backlog is dynamic
✦Entire lay-line: all requirements are met
16
A production of Square Peg Consulting, LLC](https://image.slidesharecdn.com/agileforprojectmanagers-asailinganalogy-110116150701-phpapp01/85/Agile-for-project-managers-a-sailing-analogy-16-320.jpg)
Agile for project managers - a sailing analogy
- 1. Agile for Project Managers A sailor's look at Agile John C Goodpasture, PMP Managing Principal Square Peg Consulting, LLC 1 A production of Square Peg Consulting, LLC
- 2. Agile and Sailing? Really? Ok, let's get started! Photo: US Navy 2 A production of Square Peg Consulting, LLC
- 3. Begin with Small Teams ✦ Crew collaboration vital ✦ Instinctive action without direct commands ✦ Risks managed real- time Photo: US Navy 3 A production of Square Peg Consulting, LLC
- 4. About Scope ✦Scope: ❖Every sailor tries to 'make the mark' ❖'Mark' is a terminal point ❖'Mark' is the sailor's objective ❖'Mark' is the sponsor's expectation 4 A production of Square Peg Consulting, LLC
- 5. Lay-line is the back-log plan ✦Most efficient course from start to 'mark' ✦Analogous to project 'planned value' PV ✦Sailing the 'lay line' accumulates value ✦The lay-line is the 'backlog' 5 A production of Square Peg Consulting, LLC
- 6. Wind is a source of energy ✦Motive energy for the boat [project] ✦Source of risks and unknowns ✦Represents [also] stakeholder biases, attitudes, and pressures ✦Complex and unpredictable 6 A production of Square Peg Consulting, LLC
- 7. It all interacts ✦Boat-sails-rigging: methodology and practices ✦Wind: energy, risks ✦‘Mark‘: scope and sponsor expectations ✦Lay-line: back-log & plan to make the 'mark' 7 A production of Square Peg Consulting, LLC
- 8. Benchmarks forecast velocity ✦Velocity [through the water] creates 'throughput' ✦Throughput is "miles sailed" on the lay-line ✦"Miles sailed" are like 'story points' 8 A production of Square Peg Consulting, LLC
- 9. Tack to the mark ✦Short performance increments [time box] ✦Tactical response to circumstances ✦ Some variance to the plan [lay-line] 9 A production of Square Peg Consulting, LLC
- 10. From energy to value ✦Maximize energy from favorable wind ✦Apply wind energy to create velocity ✦Measure velocity along the lay-line ✦Accumulate value by distance sailed on the lay-line 10 A production of Square Peg Consulting, LLC
- 11. Accumulate earned value ✦The lay-line is the value plan ✦Multiple segments laid in tandem ✦Sail as close to the line as possible ✦All value is earned when the buoy is reached 11 A production of Square Peg Consulting, LLC
- 12. Benchmark units of performance ✦ Velocity x time = performance unit ❖ Example: 8 NM in 1 hour = 8 knots performance ❖1 hour is analogous to a Time Box ❖ Nautical mile [NM] analogous to a story point Photo: City of Baltimore 12 A production of Square Peg Consulting, LLC
- 13. 3-point Estimate ✦Most Optimistic Outlook: ✦Sail the lay-line ✦Most Pessimistic Outlook: ✦Sail across the lay-line ✦Most Likely Outcome: ✦Estimate real-time conditions 13 A production of Square Peg Consulting, LLC
- 14. Most Pessimistic Outlook ✦Wind [risk] directly opposes the boat [project] ✦Least energy available in the direction of the lay-line ✦Strategy: ✦Find energy ‘off axis’ [evolution] ✦Tack [incremental performance] back and forth across the lay-line 14 A production of Square Peg Consulting, LLC
- 15. Progress on the lay-line ✦ Most Pessimistic Outlook ❖2 units of input [time box increments] yield 1.4 units of output [requirements done] ❖Output / Input = 0.7 ❖Input / Output = 1.43 Input increments Output: 1.4 units projected along the lay-line 15 A production of Square Peg Consulting, LLC
- 16. What does it mean? ✦Input not resulting in Output: ✦ Unmet requirements ✦ Effort [input] exceeds actual value delivered ✦Unmet requirements addressed in next increment ✦ Backlog is dynamic ✦Entire lay-line: all requirements are met 16 A production of Square Peg Consulting, LLC
- 17. Monte Carlo inputs ✦Most Optimistic Outlook: 1 ✦Most Pessimistic Outlook: 1.43 ✦Most Likely Outlook: Real time estimate Photo: John Goodpasture 17 A production of Square Peg Consulting, LLC
- 18. Cost ✦Expected number of performance units ❖From Monte Carlo ✦Cost per performance unit ❖Crew and boat ❖Unit cost ✦Expected cost = Expected units x Unit cost 18 A production of Square Peg Consulting, LLC
- 19. Schedule ✦Expected performance units ❖Expected unit efficiency ✦Effective time made along the lay-line ❖Units x unit efficiency ❖Hours per efficiency-weighted units Photo: US NIST 19 A production of Square Peg Consulting, LLC
- 20. Schedule Example Planning metrics – 40 NM lay-line – 8 Knot performance unit Most pessimistic outlook: – Input = 1.43 x Output – Input = 57 NM – Time required = 57 / 8 = 7.2 hours A production of Square Peg Consulting, LLC
- 21. Manage Scale ✦Managing scale is analogous to managing the fleet ✦Each boat is a team ✦Each boat is a node in a network ✦Each boat maintains situational awareness Photo: Nicoyogui on flickr 21 A production of Square Peg Consulting, LLC
- 22. Rolling Wave ✦Boats on the leading edge of the fleet relay 'over the horizon' information to others ✦Far out lay-lines planned as approached ✦Adjustments made for obstructions and wind shifts 22 A production of Square Peg Consulting, LLC
- 23. There's more ✦A textbook for enterprise Agile ❖The business case ❖The plan ❖Earned Value ❖Teams ❖and more..... 23 A production of Square Peg Consulting, LLC
- 24. Thank you for viewing johngoodpasture.com sqpegconsulting.com 24 A production of Square Peg Consulting, LLC
- 25. ❖John sailed with the Eau Gallie Yacht Club, Eau Gallie, FL A production of Square Peg Consulting, LLC
- 26. A production of Square Peg Consulting, LLC sqpegconsulting.com 26 A production of Square Peg Consulting, LLC