Download - as coined by Sanjiv Augustine.)
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Steering Projects with Agile Project
Management
Sanjiv AugustineOctober 02, 2003
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About Me
Director, Technology at CC Pace in Fairfax, Virginia, U.S.A.Over 6 years of project management experience.Over 13 years of experience with IT applications ranging from
microcontroller-based systems to enterprise-class business applications.
Managed several Agile projects ranging in size from 3 to 120+
people.Industry involvement
Recent speaking engagementsAgile Development Conference 2002, Australia/NZSoftware Development Conference 2003, Australia/NZAgile Development Conference 2003, Salt Lake CityProject World 2003, Chicago
Book in progress: Managing Agile Projects; Prentice Hall 2004
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About CC Pace
eXtreme Programming (XP) for 28 dog years10 successful XP projectsTeams ranging from 3-120+ peopleCatalyst™ methodology combines XP software
development with Agile Project Management (APM)
and Usage-Centered Design practices.Our solution to previously intractable problems with
software development in complex and unpredictable environmentsCost-competitive alternative to offshore outsourcing
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Agenda
BackgroundXP OverviewThe Need for APMWhat is APM?Complexity Theory DistilledThe Chaordic ProjectAPM Practices
Wrapping XP with APMThe Big WrapCompetition and Collaboration
Practice #1: Guiding VisionPractice #2: Small, Networked Teams
Emergence and Self-OrganizationPractice #3: Simple RulesPractice #4: Open InformationPractice #5: Light Touch
Learning and AdaptationPractice #6: Adaptive Leadership
Discussion
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XP Overview
Raison d’EtreReduce the cost of changeDeliver in complex and unpredictable environmentsInnovate rapidly and reliably
Practices: 100,000 Foot ViewIndividual: Test-driven Development, Refactoring, Pair Programming, Simple DesignDevelopment Team: Continuous integration, Collective ownership, Coding standard, Sustainable pace, MetaphorOrganization: Planning game, Customer tests, Small releases
ValuesSimplicity, Communication, Courage, Feedback
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The Need for APM
Role of Project Manager in XP is UnclearNot enough: design, requirements, architecture?Too much: freedom, overhead, process?Too confusing: points, stories?
Fundamental assumptions of traditional management are mismatched with Agile
Predictability, Stability, Rigidity and Information Adequacy
Current management theory is mismatched with AgileAsset based Vs People and interaction basedProject Theory: Input-Process-Output Transformation viewManagement Theory: Predictive planning, job dispatching, thermostat model
Mechanistic management model is mismatched with humanistic agile model
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What is APM?
For whom is it?Managers of product development and other innovative business solution delivery teams
What is their need?To lead highly skilled individuals in delivering business value rapidly and reliably
What is it?APM is a project management paradigm that provides core values, principles, practices and tools to energize, enable and empower project teams that work in close concert with customers to meet their business needs.
Why is it different?Unlike traditional mechanistic management approaches APM’s humanistic approach considers all members skilled and valuable stakeholders in team management, and hence uses complexity theory as a metaphor for embracing change and delivering results in extreme environments.
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Complexity Theory Distilled
Living systems are complex, in that they consist of a great many autonomous agents interacting with each other in many ways.
The interaction of individual agents is governed by simple, localized rules and characterized by constant feedback.
Collective behavior is characterized by an overlaying order, self-organization, and a collective intelligence so unified that the group cannot be described as merely the sum of its parts.
Complex order, known as emergent order, arises from the system itself, rather than from an external dominating force.
These complex, self-organizing Complex Adaptive Systems (CAS) are adaptive in that they react differently under different circumstances, and co-evolve with their environment.
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The Chaordic Project
A chaordic project harmoniously blends characteristics of both chaos and order – freedom and control, optimization and exploration, competition and cooperation
The Agile project as a chaordic CASCompetition and Collaboration
Agents: IndividualsMental Models: Vision and AlignmentGroups: Project Teams
Emergence and Self-OrganizationInteractions/Feedback: Information exchange and relationships among individualsSimple Rules: XP/SCRUM/FDD Practices
Learning and AdaptationLearning: Observation, monitoring, measurement and reflectionAdaptation: Process changes, team adjustmentsEnvironment: Project Environment
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APM Practices – Actualizing The Chaordic Project
Chaordic Characteristics APM Practice
Competition and Collaboration
#1: Guiding Vision. Recognizing and nurturing a shared project vision as an internal model translates it into a powerful influence on team behavior.
#2: Small, Networked Teams. Small, networked teams with empowered team members form the basis for rich interactions and cooperation between team members.
Emergence and Self-Organization
#3: Simple Rules. Simple Rules such as XP Practices support complex, overlaying team behavior.
#4: Open Information. Open information is an organizing force that allows teams to adapt and react to changing conditions in the environment.
#5: Light Touch. Intelligent control of teams requires a delicate mix of imposed and emergent order.
Learning and Adaptation #6: Adaptive Leadership. Visionary leadership requires continuous monitoring, learning and adaptation to the environment.
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The Big Wrap
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Competition and Collaboration: Practice #1 - Guiding Vision
Create a shared mental model for all team members:
Create shared expectations*Clearly delineate scope/objectives*Create an XP release plan
*Done in a RApid Planning (RAP) Session; The Thomsett Company. Used with permission.
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Creating Shared Expectations
More to success than “on-time, within budget”
Understand stakeholders’ priorities
Facilitate stakeholder negotiation
Create a shared understanding/agreement of success
the thomsett company
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Delineating Scope/Objectives
Scope is best defined by both what is IN as well as what is NOT
Stakeholders name things inside and outside project scope
Unresolved items go to sponsor for resolution
Everything outside scope is assigned to a stakeholder or other project.
IS IS-NOT [COULD BE]
UNRESOLVED
To automate loan underwriting process
To develop new process
To provide credit ratingTo obtain credit rating from Agency 1To obtain insurance rating from Agency 2
To provide insurance rating
the thomsett company
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Creating a Release Plan
Identify major milestones Estimate initial team velocity (Points per iteration) based on resources Place user stories into iterations based on teams estimated velocity Pick release dates Prioritize stories to maximize value for each Release Link stories to business needs to ensure alignment with strategic plan
High Level User Story Title
User Story Description
Release Priority Estimate Iteration Business Need
Credit rating Procure credit rating from Agency
High 35 I3 Automated Loan Underwriting
Mortgage Insurance
Determine MI Rating
High 40 I3 Automated Loan Underwriting
Loan Screens Design/ Workflow
Design Loan Screens/ Workflow
Medium 45 I3 Customer Satisfaction
Regulatory Detail Enhancements
Add additional fields for regulatory requirements
Low 20 I4 Regulation Compliance
Portal Integration
Integrate into corporate portal
Low 5 I5 Branding/ Customer Retention
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Competition and Collaboration: Practice #2 - Small, Networked Teams
Enable interactions and adaptation through close relationships on small, networked teams:
Keep interaction penalty low with 7 +or- 2 people to a team
Implement Collective Ownership so that you can move people around
Implement Pair Programming to improve interaction, while also improving your “bus” factor
Reorganize team to tackle new functionality
Ensure a diversity of skills on team
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Emergence and Self-Organization: Practice #3 - Simple Rules
Implement iterative, incremental delivery:Schedule small releases (1 – 2 months) with fixed-length iterations (1, 2 or 3 weeks in duration)
Iteration PlanningDesign and DevelopmentAcceptance Testing
Implement XP Development Practices. Provide Training and Mentoring.Manifest XP Values. Empower the Process Coach to Continuously Reinforce XP Values.
SimplicityCommunicationFeedbackCourage
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Emergence and Self-Organization: Practice #4 - Open Information
Provide free and open Access to Information:
Hold daily standup meetings Practice whole team Facilitate co-location with caves and commons Implement on-site customer Install information radiators
WhiteboardsPostersBulletin Boards
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Emergence and Self-Organization: Practice #5 - Light Touch
Practice ‘intelligent’ controlUnderstand the difference between control and orderManage the project context, not the content
Lighten up!Practice accepted responsibility to reduce command-controlMaintain sustainable pace for a productive teamEncourage collective problem solving for self-organizationEncourage questioning, analysis and feedback to nurture autonomy
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Learning and Adaptation: Practice #6 - Adaptive Leadership
Tune to the ‘edge of chaos’Track and report iteration status 2-3 times an iterationTrack and manage risksConduct periodic process reflections to adapt your approachUse scenario planning to prepare for different outcomes
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Learning and Adaptation: Practice #6 - Adaptive Leadership
Track and Report Iteration Status
Developers estimate points for each story (1 Point = 1 Ideal Engineering Day) Team “Velocity” is number of points/iterationYesterday’s Weather dictates that next iteration’s estimated velocity is the same as that completed in lastMap stories back to Release Plan
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
Process Response
Number Validation
Import Overwrite
Print Summary
Loan Summary
Submit Request
Iteration 5 Status
Complete Remaining
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Learning and Adaptation: Practice #6 - Adaptive Leadership
Track and manage risksList risks by impact (High/Medium/Low) and probability (High/Medium/Low)Provide a mitigation plan with clear responsibility
Risk ImpactProbabilityMitigation Plan
Key employee dependency
HIGH MEDIUM
Process Implementation • Pair Programming(Jones)• Rotation (Augustine)Agency
dependencies
HIGH HIGH Agency Liaisons• Agency 1: Smith• Agency 2: Patel
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Learning and Adaptation: Practice #6 - Adaptive Leadership
Process reflectionGranular (In Iteration, Short) AND Coarse (Every Few Iterations, Longer)What’s Working (+)What’s Not ( )
+
RefactoringSimple design
Communication
Unit testing
Acceptance testing
XP:
Other:
Hardware procurement
Software procurement
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Learning and Adaptation: Practice #6 - Adaptive Leadership
Scenario Planning‘Memory’ of the futureDon’t try to predict outcomeInstead, prepare the team for different possible outcomes
SCENARIOS1. Bleak Week - Client Down, Agency Down
- Documentation
2. Client Up, Agency 1 Down- Integration/Release- Data Map- Screen Layouts- Load Testing
3. Client Down, Agency Up- Polling Request- Loan Transfer
4. Client Down, Agency Sort of Up- Polling Request
5. Great Week - Client Up, Agency Up- Everything!
6. Client Sort of Up, Agency Sort of Up- Polling Request- Integration/Release
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“Intelligent control appears as uncontrol or freedom.And for that reason it is genuinely intelligent control.Unintelligent control appears as external domination.And for that reason it is really unintelligent control.Intelligent control exerts influence without appearing to do so.
Unintelligent control tries to influence by making a show of force.”
-- Lao Tzu, Book of Ethics
Contact Information:[email protected]://www.ccpace.com[1] (703) 631 6600
Discussion…