Introduction to Agile Delivery for Project Managers
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The document discusses agile delivery and transformation from task focus to continuous delivery of value. Key aspects of agile methodology include lean business practices, collaborative ownership through iterative development using Scrum, commitment to quality, and continuous delivery. Agile evolves the traditional waterfall model into time boxed iterations that drive faster delivery of value. It prioritizes individuals, interactions, working software, and customer collaboration over documentation and contracts.
Introduction to Agile Delivery for Project Managers
- 1. Agile Delivery Transformation from task focus to continuous delivery ofvalue Stephanie BySouth Agile Delivery
- 2. Stephanie BySouth • 0402 329 258 • stephanie@bysouth.com.au • www.innovationbysouth.com.au Agile Consultant Certified Scrum Master
- 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. Agile Methodology. Value Driven Outcomes • Lean Business • Collaborative Ownership • Iterative Framework - Scrum • Quality Commitment • Continuous Delivery
- 6. PPP to Sashimi to Scrum Hirotaka Takeuchi and Ikujiro Nonaka. The New New Product Development Game Harvard Business Review 1986
- 7. Waterfall - Scrum Time Boxed iterations drive shorter time till value
- 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. Business Ownership, Transparency, Collaboration Rob Thomsett Thomsett International
- 10. The Biggest Value The highest pain The greatest impact. Revenue Opportunity Now. Business Prioritisation to drive market disruption soonerValue
- 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. Team Roles Leadership based not authority assigned Owner Scrum Master Team
- 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. 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. Dissolving the PM as everything Owner Scrum Master Responsibility Ownership Accountability Assertive Serving Leader
- 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. 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. Release Burndown Chart http://www.mountaingoatsoftware.com/scrum/alt-releaseburndown Mike Cohen Delivery Probability is based on performance record
- 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. 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. Further Learnings • The New New Product Development o http://www.cs.utexas.edu/users/downing/papers/SCRUM.pdf • Scrum Alliance o www.scrumalliance.org • Agile Alliance o www.agilealliance.org • The Agile Manifesto o www.agilemanifesto.org • Adelaide Scrum Meetup o http://www.meetup.com/Scrumliscious-Adelaide-Scrum-Meetup/ • Stephanie BySouth o 0402 329 258 o stephanie@bysouth.com.au o www.innovationbysouth.com.au