Agile Project Management
Download as PPTX, PDF3 likes1,411 views
The document outlines the principles of Agile Project Management, emphasizing the Agile Manifesto, the role of project management in Agile methodologies, and the importance of interdependence among project stakeholders. It highlights competencies to be gained by participants, such as understanding Agile values, managing project dependencies, and utilizing effective communication channels. Detailed discussions on managing risks and adapting project management approaches across different team scales are also included.
Agile Project Management
- 1. Agile Project Management You, yes you, please write at least one Question, Concern or Topic of Interest and place it on the wall chart. 1 To answer today
- 2. Agile Project Management Andrew Rusling Agile Coach 2014 @andrewrusling
- 3. Administration • Fire escape • Toilets • Breaks – A couple of very short breaks (no checking work e-mails) • Lunch • Slides >>> 3
- 4. Contents 1. The agile Manifesto 2. Declaration of Interdependence 3. Project Manager Role 4. Achieving the agile value proposition 5. Dependencies 6. Reporting on an agile project 4
- 5. Competencies to be gained By the end of this session, I am hopeful that you will be able to: 1. Describe how the agile manifesto relates to project management 2. Summarise the agile value proposition 3. List several elements in agile that help to deliver the agile value proposition 4. Describe the Declaration of Interdependence (DOI) 5. Summarise how the DOI helps to deliver the agile value proposition 6. Contrast the difference between the PM role in traditional vs agile methodologies 7. Describe who is responsible for Project Management in Scrum 8. Summarise how the PM role changes in agile as Scale is introduced 9. Summarise the Disciplined Knowledge Acquisition approach 10. Prioritise a backlog by both value and risk 5
- 6. Competencies to be gained, continued By the end of this session, I am hopeful that you will be able to: 11. Contrast the Traditional and Agile Iron Triangles 12. List several communication channels used in agile projects 13. Summarise the relationship between agility and dependencies 14. List several agile approaches for managing dependencies 15. Summarise queuing theory 16. List several approaches in queuing theory that benefit agile projects 17. Summarise the relationship between utilisation and throughput 18. List several traditional sources that are not useful for agile projects 19. List several sources that are useful and effective for agile reporting 6
- 7. 7 The agile Manifesto
- 8. agile Manifesto value statement Process and tools Individuals and interactions over Following a plan Responding to change over Comprehensive documentation Working software over Contract negotiation Customer collaboration over Full Manifesto: http://agilemanifesto.org/
- 9. Agile manifesto • How does PM relate to this value statement? • What is the impact of common sense? 9 Process and tools Individuals and interactions over
- 10. Agile manifesto • How does PM relate to this value statement? • Why do we put so much effort into Requirements, etc? 10 Comprehensive documentation Working software over
- 11. Agile Manifesto • How does PM relate to this value statement? • Why is contract negotiation slow? 11 Contract negotiation Customer collaboration over
- 12. Agile Manifesto • How does PM relate to this value statement? • What are the basic questions management always ask? 12 Following a plan Responding to change over
- 13. Agile manifesto – principles 1 to 6 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. 13
- 14. Agile manifesto – principles 7 to 12 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 behaviour accordingly. 14
- 15. 15 Declaration of Interdependence
- 16. Completing the Declaration of Interdependence 1. Tear off the actions from the bottom of the page 2. Match the actions up to the outcomes 3. We will discuss the results 16
- 17. Declaration of Interdependence Agile and adaptive approaches for linking people, projects and value We are a community of project leaders that are highly successful at delivering results. To achieve these results: • We increase return on investment by making continuous flow of value our focus. • We deliver reliable results by engaging customers in frequent interactions and shared ownership. • We expect uncertainty and manage for it through iterations, anticipation, and adaptation. • We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. • We boost performance through group accountability for results and shared responsibility for team effectiveness. • We improve effectiveness and reliability through situationally specific strategies, processes and practices. 17
- 18. Interdependence 18 Team members are interdependent
- 19. Interdependence 19 Customers Team Stakeholders Are all interdependent, if we want to succeed
- 20. 20 Project Manager Role
- 21. Project Management in agile It is not explicitly mentioned 21
- 22. Project Management in Scrum 22 Project Management Responsibilities Team Product Owner Scrum Master Project Manager
- 23. Responsibilities in agile - exercise Aim: allocate responsibilities to roles in an agile environment Step 1: Shuffle responsibilities cards and distribute amongst yourselves Step 2: In silence, place your cards under the role that is primarily responsible. Step 3: In silence, move your teams cards if you disagree. Step 4: Discuss all placements as a group 23 Product Owner Team Servant Leader Project Manager
- 24. Project Manager working in Agile Shift of focus, Command & Control to Servant Leadership: • Push responsibility down • Establish clear expectations and boundaries • Ask, don’t tell • Inspire and support • Set clear elevating goals • Early involvement in key decisions • Resolve impediments as a priority • Visual progress • Long & medium term goals • In very public places • Very transparent 24
- 25. Project Manager working in Agile Still involves: • Stakeholder Management • Reporting, especially upwards • Budget control 25
- 26. Focus changes with Scale 1-3 Teams • Servant Leader for team(s) • Inspire & support team(s) • Stakeholder management • Report team & project status • Resolve cross team issues 4+ Teams 26 • Align team goals • Inspire & support servant leaders • Stakeholder management • Report project status • Assist resolving cross team issues
- 27. Three agile teams, an example (no PM) 27 Scrum Master Scrum Master Team Team Product Owner Scrum Master Team
- 28. Three agile teams, an example (with APM) 28 Team Team Product Owner Team Agile Project Manager
- 29. Lots of teams, an example 29 Head Product Owner Agile Project Manager Team SM Team Team PO PO SM Team Team SM Team Team SM SM Team Team Team
- 30. 30 Achieving the agile Value Proposition
- 31. Agile value proposition 31 Risk Business Value Adaptability Visibility Time Time Time Time
- 32. Reducing risk early 32 • Working Software • Retrospectives • Short Cycles • Disciplined Knowledge Acquisition Risk Time
- 33. Delivering Working Software reduces risk Find issues early via: • Testing, especially these types of tests • Integration & System • User & Acceptance • Performance • Scalability • Business review of working software • Deployment (aka the last mile) 33
- 34. Retrospectives Regular Retrospectives uncover several types of risks early: • Project • Team / People • Technology • Tools 34
- 35. Short Cycles / Iterations / Sprints They enforce • Fast delivery of Working Software • Frequent Retrospectives • Frequent Re-Planning and Adaptation Hence find and address issues early. 35
- 36. Disciplined Knowledge Acquisition 36 Project Spend Time Business Value Knowledge, Risk Reduction Value ROI / when to stop Story Spike
- 37. ‘Holiday Planner’ Backlog Prioritisation - Exercise37 https://www.flickr.com/photos/navaneethkn/ https://www.flickr.com/photos/lendog64/ https://www.flickr.com/photos/quinet/ https://www.flickr.com/photos/photographerglen
- 38. Delivering business value early 38 • Working Software • Agile Iron Triangle • Disciplined Knowledge Acquisition • Effective User Stories • Daily business involvement Business Value Time
- 39. Delivering Working Software • Requirements documents are not value • Design documents and model are not value • Architecture is not value • Code is not value • Tested code is not value • Working Software is value 39
- 40. Traditional Iron Triangle Scope Effort Schedule Constraints
- 41. Agile Iron Triangle Value (Releasable Features, Usability) (aka Extrinsic quality) Aspects (Reliable, Adaptable Product) (aka Intrinsic quality) Constraints (Scope, Effort, Schedule)
- 42. Disciplined Knowledge Acquisition 42 Project Spend Time Business Value Knowledge, Risk Reduction Value ROI / when to stop Story Spike
- 43. Effective User Stories 43 INVEST • Independent • Negotiable • Valuable • Estimatable • Small • Testable
- 44. Maintain high visibility • Working Software • Daily business involvement • Effective communication 44 Visibility Time
- 45. Delivering Working Software, shows real status • We do the Hard stuff first • Can look worse then ‘Traditional’, e.g.
- 46. Expected Team to PM communications 46 Agile Project Manager Team(s) • Expected & Actual Velocity • Team Risks & Issues • Cross team Dependencies • Cross team Risks & Issues • Resources to acquire • Medium & Long term goals • Expectations of teams/project • Project Status • Project Risks & Issues • Resourcing status
- 47. Communication Channels - Exercise 47 Accuracy & Effectiveness ? Cost to project
- 48. Maintaining good adaptability • Technical Practices • Definition of Done • Manage Technical Debt 48 Adaptability Time
- 49. Technical Practices • Version Control • Coding Standards • Peer Reviews of code, tests, documents, etc. • Pair Programming • Simple Design, Just in-time Design • Evolutionary Architecture • Continuous Design/UX • Test Driven Development • Automated Acceptance Testing • Continuous Integration, Continuous Deployment • Continuous Delivery 49
- 50. Definitions of Done • Prevents the build up on undone work • Can be multi level, i.e. • User Story DOD • Feature DOD • Release DOD 50
- 51. Managing Technical Debt • Stop digging! • Have a publicly stated management plan • Identify any existing or new debt • Make conscious decisions 51
- 52. DOI mapped to Agile Value Proposition 52 DOI Statement Helps to deliver We increase return on investment by making continuous flow of value our focus We deliver reliable results by engaging customers in frequent interactions and shared ownership We expect uncertainty and manage for it through iterations, anticipation, and adaptation
- 53. DOI mapped to Agile Value Proposition 53 DOI Statement Helps to deliver We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference We boost performance through group accountability for results and shared responsibility for team effectiveness We improve effectiveness and reliability through situationally specific strategies, processes and practices.
- 54. 54 Dependencies
- 55. Dependencies kill agility 55 Dependencies Agility • Why is this the case? • What can we do about it?
- 56. More teams, potentially more dependencies 56 3 Teams 3 relationships that may have dependencies 5 Teams 10 relationships that may have dependencies
- 57. Minimising inter team dependencies • Should be a focus of “Management”, including APM. • Should be a focus on Product Owner(s) • Avoid Component Teams • i.e. GUI team, Middleware team, etc. • Structure Teams by decoupled business areas • i.e. Customer Acquisition, Payments, Single Player, Tournaments, etc. 57
- 58. Managing Dependencies • It is minimisation, not avoidance, some will occur. • Set expectations that teams should manage their own dependencies. • Approaches that can help: • Decouple software and work to interfaces • Scrum of Scrums • Release / multi team planning boards 58
- 59. Scrum of Scrums 1 or 2 relevant* team members from each team, attend the S.O.S. The relevance of any attendee changes, with the work of the team and their dependencies on other teams. 59 Scrum of Scrums Daily Scrums
- 60. Release Planning Board 60 www.journey-to-better.com provided with permission
- 61. 61 Reporting on an agile project
- 62. Same high level questions 1. When will the project be complete? 2. What will the project deliver? 3. Is the budget on track? 4. Do we have enough of the right resources? 5. What can we do to help the project succeed? • i.e. What risks & issues exist, will resolving them help us? 62
- 63. Completely different direct questions 63 When will the project be complete? • When will Bob finish the code for the Widget? • Mr Architect is the XYZ task dependent on the ABC task? • Can we cancel Sally’s holidays to get her to finish the Design? What will the project deliver? • Has the requirements specification been reviewed and signed off? • Will the Forgot your password, make you answer all of your secret questions or just a couple of them?
- 64. Different sources for answers • Sprint Review • Team task board • Sprint burn charts • Project burn charts • Feature charts • User story map 64
- 65. Reporting - Team task board Team task boards provide lots of information: • Sprint progress • Impediments (issues holding up the team) • Bottlenecks • Over/under utilisation of people • Risks • Dependencies 65
- 66. Reporting - Sprint burn charts • Burn down in hours • Aim: track progress of combined sprint backlog • Burn up to limit in hours • Aim: help to balance delivery of value to progressing background tasks • Burn down in story points • Aim: track progress of delivering value (User Stories to done) • Can highlight process issues 66
- 67. Reporting - Project burn charts • Burn down in story points • Aim: Track predicted end date • Shows difference between To Do and Done as a single line • Burn up in story points, with scope line • Aim: Track predicted end date • Shows Done and To Do as separate lines • Hence showing the impact of Velocity (Done) changes and To Do changes separately. 67
- 68. Project Burn up – predicting completion date 68 Story Points Scope Done Time
- 69. Reporting - Feature charts 69 Feature A Feature B Feature C Feature D Feature A Feature B Feature C Feature D • Show progress on Feature by Feature basis • Combined with a Project Burn Up provide a great overview of a project
- 70. Reporting - User Story Map Can track progress, by marking off User Story completion 70
- 71. 71 Summary
- 72. Summary 72
- 73. Summary 73
- 74. Summary 74
- 75. Competencies I am hopeful that you now can: 1. Describe how the agile manifesto relates to project management 2. Summarise the agile value proposition 3. List several elements in agile that help to deliver the agile value proposition 4. Describe the Declaration of Interdependence (DOI) 5. Summarise how the DOI helps to deliver the agile value proposition 6. Contrast the difference between the PM role in traditional vs agile methodologies 7. Describe who is responsible for Project Management in Scrum 8. Summarise how the PM role changes in agile as Scale is introduced 9. Summarise the Disciplined Knowledge Acquisition approach 10. Prioritise a backlog by both value and risk 75
- 76. Competencies, continued I am hopeful that you now can: 11. Contrast the Traditional and Agile Iron Triangles 12. List several communication channels used in agile projects 13. Summarise the relationship between agility and dependencies 14. List several agile approaches for managing dependencies 15. Summarise queuing theory 16. List several approaches in queuing theory that benefit agile projects 17. Summarise the relationship between utilisation and throughput 18. List several traditional sources that are not useful for agile projects 19. List several sources that are useful and effective for agile reporting 76
- 77. Time to share 1 - 3 Key Learning Points One person at a time Your answers don’t have to be unique 77 https://www.flickr.com/photos/kellysue/
- 79. Books of interest 79
- 80. Links • Declaration of Interdependence • Servant Leadership • Disciplined Knowledge Acquisition • Agile Iron Triangle • Evolution to an Agile Triangle 80
Editor's Notes
- #17: Actions to match up: recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. group accountability for results and shared responsibility for team effectiveness. rigorous attention to detail and following agreed processes. engaging customers in frequent interactions and shared ownership. making continuous flow of value our focus. situationally specific strategies, processes and practices. iterations, anticipation, and adaptation. One of which is a fake
- #23: So what does a Project Manager do?
- #24: Facilitates meetings Removes roadblocks Trains approach Resolves issues Manages dependencies Makes decisions Handles people issues Has budgetary control Ensures benefits realisation Deliver the right work Ensure Quality Deliver the work right Delivers value Mentors team Encourages learning culture Plans timeline Reports to steering committee Reports status regularly Identifies project is off track
- #28: Project Management shared across Scrum Masters
- #41: You can not lock all three (effort, scope & schedule) one or two has to flex, when things start to go wrong. Waterfall – start with Scope, estimate Effort and Schedule (which become the constraints). So we extend the schedule and/or apply more effort. Agile – the aim is to cut/change scope when things go wrong, we set the effort (how many teams are involved), and often fix the schedule. No mention of quality (which usually gets squished when we come under schedule pressure.
- #42: Jim Highsmith (agile Manifesto signatory) has started talking about the Agile Iron Triangle: http://jimhighsmith.com/beyond-scope-schedule-and-cost-the-agile-triangle/ His bottom left corner is labelled as Quality The traditional iron triangle is now the constraints. We can now flex the Value that we release (applying Iterative Incremental user stories to our Scope), AND the quality of the product (make it less adaptable for the future to release it earlier, skip scalability in early releases and add it in later on)
- #44: Epics to Chunks, Chunks to INVESTments Vertical Slices Iterative and Incremental
- #46: Is it a good thing or a bad thing, if a project is cancelled early because its status looks bad? Of course it is a good thing, now the team can be put to work on another project that has a better chance of working out for the company.
- #48: Place each card on the graph, discuss why. Read Task board Attend sprint planning Attend sprint review Observe daily stand up Read electronic work tracking tool Ask servant leader Ask team member Ask Product Owner Observe scrum of scrums Read weekly report Read monthly board report
- #80: Agile Estimating and Planning (Robert C. Martin) Paperback – 1 Nov 2005 by Mike Cohn Agile Project Management with Scrum (Microsoft Professional) Paperback – 21 Feb 2004 by Ken Schwaber Scrum Mastery: From Good To Great Servant-Leadership Paperback – 30 May 2013 by Geoff Watts Agile Coaching Paperback – 7 Sep 2009 by Rachel Davies