agile project management pmi metrolina pdd saturday september 27, 2014 uncc uptown mike ryan
TRANSCRIPT
Agile Project ManagementAgile Project ManagementPMI Metrolina PDDPMI Metrolina PDD
Saturday September 27, 2014Saturday September 27, 2014UNCC UptownUNCC Uptown
Mike RyanMike Ryan
2204/21/2304/21/23 Copyright: Mike RyanCopyright: Mike Ryan
ObjectivesObjectivesWhat is Agile?What is Agile?
What is the Agile Manifesto?What is the Agile Manifesto?
What are the Principles of the Agile Manifesto?What are the Principles of the Agile Manifesto?
What is Scrum?What is Scrum?
What are the Foundations of Scrum?What are the Foundations of Scrum?
How does Scrum work?How does Scrum work?
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Sticky Notes ( 5 minutes)Sticky Notes ( 5 minutes)Meet your tablemates by introducing Meet your tablemates by introducing
yourself.yourself.Chat amongst your team. Discuss some questions about Agile that your team would like to have answered before we finish today.Document your questions, one question per Post it note.Each team should read their most compelling question.Display your questions prominently at the front of the room.
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How have we done?How have we done?The Chaos Summary, a 2009 survey by the StandishThe Chaos Summary, a 2009 survey by the StandishGroup, indicated that only 32% of all projects Group, indicated that only 32% of all projects succeeded:succeeded:
Source: The Standish GroupSource: The Standish GroupSucceeded ( delivered on time, on budget, with required features and functions ) 32%Succeeded ( delivered on time, on budget, with required features and functions ) 32%Challenged ( late, over budget and/or with less than required features and functions ) 44%Challenged ( late, over budget and/or with less than required features and functions ) 44%Failed (cancelled prior to completion or delivered and never used) 24%Failed (cancelled prior to completion or delivered and never used) 24%
Succeeded32%
Challenged44%
Failed24%
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What is Agile?What is Agile?Agile software development is a group of Agile software development is a group of software development methods in which software development methods in which requirements and solutions evolve through requirements and solutions evolve through collaboration between self-organizing, collaboration between self-organizing, cross functional teams.cross functional teams.
Source: WikipediaSource: Wikipedia
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Agile ManifestoAgile Manifesto
Source: www.agilemanifesto.orgSource: www.agilemanifesto.org
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1. Customer satisfaction by rapid delivery of useful software 2. Welcome changing requirements, even late in development 3. Working software is delivered frequently (weeks rather than months) 4. Close, daily cooperation between business people and developers 5. Projects are built around motivated individuals, who should be trusted 6. Face-to-face conversation is the best form of communication (co-location) 7. Working software is the principal measure of progress 8. Sustainable development, able to maintain a constant pace 9. Continuous attention to technical excellence and good design 10. Simplicity—the art of maximizing the amount of work not done—is essential 11. Self-organizing teams 12. Regular adaptation to changing circumstances
Agile Manifesto PrinciplesAgile Manifesto Principles
Source: www.agilemanifesto.orgSource: www.agilemanifesto.org
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1. Scrum 54% 2. Scrum/XP Hybrid 11%3. Custom Hybrid 9%4. Scrumban 7%5. Kanban 4%
Top 5 Agile MethodologiesTop 5 Agile Methodologies
Key Takeaway: The Scrum methodology dominates.
Source: Version One State of Agile Source: Version One State of Agile
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Foundations of ScrumFoundations of Scrum
TransparencyTransparency
Inspection Inspection
Adaptation Adaptation
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TransparencyTransparencyTransparency in Agile means all steps, Transparency in Agile means all steps, inputs, and outputs of the development inputs, and outputs of the development process are visible. An example of process are visible. An example of transparency would be the burn down chart. transparency would be the burn down chart.
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InspectionInspectionInspection provides an opportunity for Inspection provides an opportunity for feedback on the product. A great example feedback on the product. A great example of this is the Sprint demo.of this is the Sprint demo.
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AdaptationAdaptationAdaptation allows for making changes to Adaptation allows for making changes to the processes or procedures. The Sprint the processes or procedures. The Sprint Retrospective is a great example of this.Retrospective is a great example of this.
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Why Use/Be Agile?Why Use/Be Agile?
Key Takeaway: Agile provides faster speed to market, more readily allows for change, and satisfies the customer.
Source: VersionOne State of Agile SurveySource: VersionOne State of Agile Survey
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The Penny GameThe Penny Game
Instructions:Instructions:1.1. The game has three runs. The game has three runs. 2.2. The workers job is to flip the pennies he/she receives as fast The workers job is to flip the pennies he/she receives as fast
as he/she can and then pass them on to next station.as he/she can and then pass them on to next station.3.3. The Department managers job is record how much time their The Department managers job is record how much time their
worker spends worker spends from the first to the last from the first to the last coin flipped.coin flipped.4.4. The CEO takes total time from the first coin to the last. The CEO takes total time from the first coin to the last.
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The Ball GameThe Ball Game
Instructions: • Everyone is part of a team.• Each ball must have “air time” • Balls cannot be passed to your direct neighbor to your immediate left or right. • Each ball must return to the same person who introduced it into the system.
Sequence of events: Planning Session (2 minutes):
• Plan and design your process• Provide estimateIteration 1 (2 minutes)• Pass as many balls as possiblePerform a retrospective (2 minutes):• Review your design and plan looking toward improvingIteration 2 (2 minutes)• Pass as many balls as possible
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Does Agile Work?Does Agile Work?
Source: 2013 VersionOne State of Agile SurveySource: 2013 VersionOne State of Agile Survey
Key Takeaway: It works
Key Takeaway: It can work.
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Estimated
Plan Driven
Value Driven
Time BudgetFeatures
Fixed
Time Budget Features
Key Takeaway: Value driven approaches such as Agile allow for adjusting the Features (scope), which Plan Driven doesn’t easily allow.
Project Management Project Management MethodologiesMethodologies
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Continual Grooming
Key Takeaway: There are iterations at multiple points in the framework.
Source: www.mountaingoatsoftware.comSource: www.mountaingoatsoftware.com
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The RoadmapThe Roadmap
Key Takeaway: This is the long term plan for the product and the Product Owner is the steward of the roadmap.
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The BacklogThe Backlog
Key Takeaway: Stories which have not been completed and havevalue to the customer. The backlog should be regularly prioritized, groomed and include “acceptance criteria”. If a story is not properly groomed it should not be pulled into sprint.
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Sprint PlanningSprint Planning
Key Takeaway: This is a planning session where you determine what is to be pulled in from the backlog for the next sprint. If the story is not properly groomed it should not be pulled into the sprint.
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The Daily ScrumThe Daily Scrum
Key Takeaway: This is a 15 minute stand up meeting where you communicate what was done yesterday, what will be done today and any impediments
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Build High Value FirstBuild High Value FirstHigh ValueHigh Value
Low ComplexityLow Complexity
High ValueHigh Value
High ComplexityHigh Complexity
Low ValueLow Value
Low ComplexityLow Complexity
Low ValueLow Value
High ComplexityHigh Complexity
Complexity
Va lue
Key Takeaway: Get the “low hanging fruit” first
1 2
3 4
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TimeboxingTimeboxingWho remembers “Who remembers “Parkinson’s LawParkinson’s Law”?”?
Sprints are a way of “timeboxing” and we Sprints are a way of “timeboxing” and we know that “timeboxing” works.know that “timeboxing” works.
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Burndown ChartsBurndown ChartsBurndown charts are valuable because Burndown charts are valuable because they graphically tell you how much you are they graphically tell you how much you are ahead or behind and anyone can ahead or behind and anyone can understand them.understand them.
Source: WikipediaSource: Wikipedia
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Cumulative FlowCumulative FlowA Cumulative Flow diagram tells you how A Cumulative Flow diagram tells you how much is Not Started, Started and Completedmuch is Not Started, Started and Completed
Anything else it tells you?Anything else it tells you?
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Why do Agile projects fail?Why do Agile projects fail?Causes of Failure
15%
12%
11%
11%9%8%
7%
6%
6%5%
5% 5%
None of our agile projects failed
Don’t know
Lack of experience with agile methods
lack of understanding of broader org change required
Company philosophy or culture at odds with agile values
External pressure for waterfall
New to agile; haven’t completed a project
Lack of mutual trust between business and development
Lack of cultural transition
Insufficient training
Unwillingness of team
Lack of Management support
Source: Version One State of Agile SurveySource: Version One State of Agile Survey
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Some Pros and Cons of AgileSome Pros and Cons of Agile
Quicker delivery of valuable Quicker delivery of valuable functionalityfunctionality
Highly flexibleHighly flexible
Regular prioritizationRegular prioritization
Quicker feedback cycles and Quicker feedback cycles and bug identificationbug identification
Fewer defects in final productFewer defects in final product
Effective where goals are Effective where goals are “ill defined” or evolving“ill defined” or evolving
Highly interactive and Highly interactive and collaborativecollaborative
Hard to predict cost
Time consuming
Requires “culture change”
Requires significant management support
Does not provide “instant gratification”
Requires reinforcement not to fall back to Waterfall.
Documentation may be incomplete
+ -
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Let’s Finish UpLet’s Finish Up
Let’s check out those Sticky notes and Let’s check out those Sticky notes and
answer any questions we have not covered.answer any questions we have not covered.
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Contact InformationContact Information
Mike Ryan Mike Ryan
980-267-4509980-267-4509