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My Journey Project Management Professional

to ScrumMaster

Paul Carter

PMP, CSM, CSP

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Forrester Research, “Ranking the Most Agile US Banks” June 2014

Traditional Events

Age of the Customer

Events

Business Agility is a competitive weapon to address today’s challenges

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Agile is 3 times more successful delivering projects on scope, schedule, and budget

The CHAOS Manifesto, The Standish Group, 2015

Traditional Agile

Successful39%

Challenged

52%

Failed 9%

Successful11%

Challenged 60%

Failed 29%

Agile delivers results

93% said adopting Agile helped them to

improve speed to market

Get to Market Faster

93% said adopting Agile helped them switch gears more

quickly and effectively

Adapt and Respond

Faster

87% said adopting Agile

made their teams more productive

Be More

Productive

80% said adopting Agile led

to an enhanced prioritization of the things that

matter

Identify & Prioritize

High Value Items Faster

80% said adopting Agile helped them

deliver a better, more relevant end product

Deliver Customer

Centric Outcomes

CMG Partners’ 6th Annual CMO Agenda

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agile [aj-uhl] adjective

• from Latin agilis: to do, act, move

• quick, well-coordinated maneuvers

• lively; moves with ease and grace

• able to think quickly; mentally acute

Learn from the Animal Kingdom

AGILE is a mindset and a process that

harnesses the power of COLLABORATIVE TEAMS

and FREQUENT DELIVERY to:

❶ learn & adapt to CHANGE

❷ minimize RISK & CYCLE TIME

❸ maximize RETURNS & CUSTOMER VALUE

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How do we define AGILE?

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The Agile Approach

The Agile Approach

Iteration

Inspect and adapt based on customer

feedback

Minimum Viable Product

Build small experiments to

test assumptions

Iterate to deliver the

vision

Product Vision

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to create delighted customers!

Product Vision Iteration Minimum Viable Product

Inspect and adapt based on customer

feedback

Build small experiments to

test assumptions

Iterate to deliver the

vision

“Innovation is not about saying YES to everything,

it is about saying NO to all but

the most crucial features.”

- Steve Jobs

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The Agile Difference

Traditional “Waterfall” management is linear and less responsive to change

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Agile management is iterative and more responsive to changing customer needs

Agile success over Waterfall: “The Sentinel” Example

1st Attempt: Waterfall • 2002 - 2005 • Cost: $379 MM (requested addtl $78MM) • Team: 200 people • Delivered: 1100 pages of requirements; testing failed

2nd Attempt: Waterfall • 2006 - 2010 • Cost: $405MM • Team: 300 people • Delivered: ½ of functionality; testing failed

3rd Success using Agile • 2010 - 2011 • Cost: only $36MM • Team: only 45 people • Delivered: ALL functionality successfully

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Agile Roles

Customers and Users

Executive empowers the

team, funds and monitors initiatives

Product Owner is the voice of the customer and owns ROI

ScrumMaster facilitates

process and removes

impediments

THE AGILE TEAM

Scrum Team owns how to

deliver working product

Agile Mindset and Process

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Agile is a Mindset and a Process

Do Agile • Team Roles

• User Stories

• Timebox

• Sprints

• Backlogs

• Daily Standup

• Limit Work-in-Progress

• Prioritized Work

• Visible Work

Be Agile • Values

• Manifesto

• Principles

• Responsive

• Adaptive

• Learning

• Customer Focused

• Embrace Change

• Transparency

Process and Tools Individuals and Interactions over

Following a Plan Responding to Change over

Comprehensive Documentation

Working Product over

Contract Negotiation Customer Collaboration over

The Agile Manifesto

www.agilemanifesto.org

While there is value in the items on the right, we value the items on the left more.

We are uncovering better ways of delivering products/services by doing it and helping others do it. Through this work we have come to value:

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

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Agile Values & Principles Collaborative

Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

7. Deliver working product frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

8. Working product is the primary measure of progress.

9. Simplicity--the art of maximizing the amount of work not done--is essential.

10. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

11. Agile processes promote sustainable development. The team should be able to maintain a constant pace indefinitely.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

4. Team members and customers must work together daily throughout the project.

5. Our highest priority is to satisfy the customer through early and continuous delivery of valuable products.

6. Continuous attention to technical excellence and good design enhances agility.

1. Build projects around motivated individuals. Give them the environment & support they need, and trust them to get the job done.

2. The most efficient and effective method of conveying information to and within a team is face-to-face conversation.

3. The best architectures, requirements, and designs emerge from self-organizing teams.

Agile is

• built on a foundation of small, cross-functional and collaborative teams,

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

• who continuously deliver value to our customers as our #1 priority,

• and who manage uncertainty through iteration, learning and adaptation.

• who work with a bias towards action in quick sprints with clear priorities,

a Mindset and a Process

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The Agile Process

Small, cross-functional, empowered teams break down silos and reduce delays

Traditional Team Agile Team

If you could get all the people in an organization rowing in the same direction, you could dominate any industry,

any market, against any competition, at any time.” – Patrick Lencioni

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

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The Daily Stand-Up is the glue that keeps the team synchronized

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

The Daily Scrum aka Stand-Up Collaborative

Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

1. This is what I did yesterday…

2. This is what I am committed to doing today…

3. This is what is impeding my progress...

Builds accountability and alignment within the team

15 minute timebox

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Agile in Action: Creative Services Group

“15-20 hours per week saved

because of the Daily Stand-up

Meeting”

Kanban Boards are a collaborative tool to prioritize and get work done

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

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“Definition of Done” ensures a shared understanding of completed work

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

Rare Medium Rare Medium Medium Well Well Done

Learning to Support Collaborative Teams

• Understand the Basics: • Small, Cross-Functional, Empowered Teams

• Daily Stand-Up

• Kanban Board

• Definition of Done

• Promote and Enable: • Empowerment • Aligned priorities • Clear decision maker • Trust and learn environment • Culture of transparency and collaboration

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

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The WORLD has changed … the CUSTOMER

is at the

center

Customers are the #1 priority Collaborative

Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

User Stories encourage collaboration and focus on customer value

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate “Get closer than ever to your customers. So close that YOU tell them what they need

well before they realize it themselves.” - Steve Jobs

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Agile teams focus on solving customer problems

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

What the Customer Asked for

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Agile Demos enable teams to quickly elicit customer feedback, learn, and improve

Sprint 1

Sprint 2

Sprint 3

Sprint 4

What the customer really wants

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

Learning to support Customers are #1

• Understand the Basics: • User Stories

• Visioning

• Customer Demos

• Promote and Enable: • Strong customer focus • Shared vision of customer need • Customer collaboration and feedback • Culture of experimentation and learning • Frequent investment decisions based on insights

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

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The Sprint Timebox delivers value quickly

14 Days

24 Hours

Sprint Planning to pull Highest

Priority User Stories first

Backlog of Prioritized

User Stories

Daily Standup

Timeboxed Sprint

Demo “Done” Product

increment to customers

Team Retrospective and iterate again

Prioritized Backlog ensures team works on highest value activities

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

Never 45%

Rarely 19%

Sometimes 16%

Often 13%

Always 7%

45% of software functionality is NEVER used

Standish Group Study

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Agile teams are more responsive when we Limit Work-In-Progress (WIP)

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

Stop Starting … Start Finishing

Limiting Work-In-Progress (WIP) increases productivity

“Scrum: Twice the Work in Half the Time”, Jeff Sutherland

Working Time Available Per Project Loss Due to Context Switching

Perc

ent

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate # of simultaneous projects

75% loss in productivity

due to context switching

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ROI realized sooner when Work-in-Progress is limited

Traditional Approach Agile Approach

to

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

Learning to Support Bias Toward Action

• Understand the Basics: • Sprint Timebox

• Prioritized Backlog

• Limit Work-In-Progress

• Promote and Enable: • Short timeboxed iterations • Value based prioritization • Stop starting and start finishing • Limit work to avoid bottlenecks • Match capacity to throughput • Impediment removal

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

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Remember the glazed donut

Product Vision Iteration

Inspect and adapt based on customer

feedback

Minimum Viable Product

Build small experiments to

test assumptions

Iterate to deliver the

vision

Woman in pastoral setting …

MVP is not about creating a fully formed idea up front and just delivering it piece-by-piece

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Agile builds from an initial idea, validating, learning, and adjusting along the way

Woman in pastoral setting …

Jeff Patton, “User Story Mapping”

ROI is realized sooner when we deliver MVP releases

Traditional Approach

Project A

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate MVP 1

MVP 2

Agile Approach

To

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The Build-Measure-Learn cycle promotes rapid iteration and learning

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

“The only way to WIN, is to LEARN faster than everyone else.”

– Eric Ries

Retrospectives enable continuous improvement and feedback

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

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Learning to Support Don’t Hate … Iterate

• Understand the Basics: • Minimum Viable Product

• Build-Measure-Learn Loop

• Retrospective

• Promote and Enable: • Think big, but start small • Small, frequent releases • Experimentation and learning culture • Frequent pivot or persevere decisions • Reward well executed failures as well as successes • Measure results and continually improve

Collaborative Teams

Customers #1

Bias Toward Action

Don’t Hate,

Iterate

Common barriers to achieving Agile success

Version One, 10th Annual State of Agile Report, 2016

Mega-Issue Iterating without

customer feedback

Mega-Issue Lack of Quick,

Frequent Decisions and Prioritization

Mega-Issue Bloated MVP

and Silos

Mega-Issue Agile Process

without Mindset

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The PMP Advantage and Key Learnings

The PMP Advantage

• People skills

• Vendor and Procurement Management

• Playing at the Big Boy Table

• Politics and Networking

• Knowing the language and translating to Executives

• Risk Management

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Key Learnings to Transition

• Agile sprints are not mini-waterfalls • No status meetings • Servant Leader • Embracing Change • Partnership with Product Owner • It is OK to embrace Failure! • Get out of BDUF thinking! • Not a silver bullet! • Retrospective and Daily Stand Ups are the GLUE

Changing from Waterfall to Agile

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Agile inverts the ‘Iron Triangle’ of traditional project constraints

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Wrap-up

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Favorable conditions for Agile

• Close collaboration and rapid feedback from customers is feasible

• Change is likely

• Modularization is possible

Agile is not a silver bullet

Agile is a journey

• Acquiring the Agile mindset can take time

• All journeys involve setbacks

• Agile is not a silver bullet … Agile does not solve problems, rather it highlights them earlier

• Adopt processes that fit

• The transition is happening everywhere

• The first step is to just get started

Embrace Change

“You cannot become what you need to be by remaining what you are” - Max DePree

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We deliver value early & often

Bias Towards Action

Don’t Hate,

Iterate

Customers #1

Collaborative Teams

THANK YOU! @AgileFamilyGuy