3 Let’s talk projects: Almost all work is done as a “project” All projects have a plan, execute, inspect, accept modelIn Business projects are “managed” to ensure accountability and control.Project Management has become a practice and career unto itself.There are myriad methods and tools for project management.All are about “delivered on time and on budget”.
4 SDLC – What is it? Feasibility Study Systems Development Life Cycle: The most commonly used, and generally accepted, project management approach..
5 Classic SDLC Characteristics Requirements & Tasks are expected to be well defined at outset.Methodology is highly document driven.Project roles are highly structured and well defined.Communication is through PM and Sponsor.Typically long cycle
6 Let’s try something Must have at least two entrances. Must have a roof of uniform color.Must support a quarter10 minutes
7 So, what happened?Did the customer get what was wanted? Were the actual needs met?Why?
8 After 30 years of SDLC…What we’re doing is not working!
10 The Agile Manifesto (2001) - A statement of values Agile Practice favors: Process and toolsIndividuals and interactionsoverComprehensive documentationWorking ProductoverContract negotiationCustomer collaborationoverFollowing a planResponding to changeover
11 The Big Paradigm Shift We’re used to Agile Wants Time Lines We’re done when it’s done.Project ManagersDisciplined self managing teams.Fixed BudgetsAssumed change means no fixed cost.Predictable, all at once deliverablesIncremental deliverables driven by value and constant learning.Multiple matrixed units in multiple locations make up teamCo-location – one team.Communication by DocumentInformation Radiators.Customer is removedCustomer is part of team.Certain KnowledgeAction
12 The Key Components of Agile User Stories – Simple statements of requirements written from the “customer's” point of view. “As an AP processor, I need to be able to retrieve and update vendor address information.”Product Backlog – Collection of user stories that need to be addressed to consider the effort (Product) complete.Sprint (aka Iteration) – A fixed length work period in which items taken from the backlog are satisfied. An Agile project is a sequence of sprints.Sprint Planning Session – A team meeting in which the product owner reviews and explains each backlog items and it’s priority, the other team members task out the items and commit (or not) to performing each item, and the agile coach sets up the sprint management tools.Sprint Review Session – At the closure of each sprint, work completed is presented and reviewed, lessons learned discussed, the overall sprint is evaluated and reviewed.
13 Agile roles Is (or is the representative of) the Customer Product OwnerIs (or is the representative of) the CustomerDevelops and maintains the Product BacklogPrioritizes the Product BacklogEmpowered to make decisions for all customers and usersPresents and explains Product Backlog to teamScrum TeamPerforms the work directed by the CustomerSelf-organizingSeven plus or minus two performersBusiness and technical skills to build an increment of functionalityResponsible for estimating and committing to workFull autonomy and authority during a SprintScrumMasterGuides the Agile ExecutionResponsible for the processResponsible for maximizing team productivitySets up and conducts meetingsRepresentative to management and teamCharacteristics of a border collie or sheepdog
16 Agile Methods – Putting the Manifesto to work ‘Adaptable’ development approach‘Human-centric’ thinking for creating business valueCustomerCollaborationIndividuals&InteractionsWorkingSoftwareRespondingto ChangeInteractionHigh-PerformanceTeamsIterativeDevelopmentAdaptabilityor FlexibilityContractNegotiationProcessesToolsComprehensiveDocumentationFollowinga PlanAgile Methods‘Values’valuedmore than‘Principles’Traditional MethodsRealizedasRealizedasRealizedasRealizedasAgile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from
17 What makes Agile work? Better collaboration with business More adapted to change/learningCommunicationMotivationDoing LessCollective ownershipTime boxesInspect & adaptFocus on the real thingThree heads are better than oneCollocationInformation radiatorsShort feedback loopsTeam autonomyAccepted Responsibility
18 The Big Paradigm Shift – some reality We’re used toAgile WantsWhat WorksTime LinesWe’re done when it’s done.Time Boxes – not more than x timeProject ManagersDisciplined self managing teams.Collaboration between Coach and Product OwnerFixed BudgetsAssumed change means no fixed cost.Cost Boxes – not more than x to spend.Predictable, all at once deliverablesIncremental deliverables driven by value and constant learning.Pre-project user story sessions (Release Planning)Team spread outCo-location.Core time in room or on phone/virtual presenceCommunication by DocumentInformation Radiators & ConversationsInformation Radiators captured electronically and posted. Daily MeetingsCustomer is removedCustomer is in room as part of team.Core time in room
20 When is Agile best? Creative Projects New Technology Introductions New Process DesignsProjects driven by critical business timing.Projects with poorly defined needs
21 A word about ROI Agile (138 pt.) and Traditional Methods (99 pt.) Agile Methods fare better in all benefits categoriesAgile Methods 459% better than Traditional MethodsRico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.
22 About the Agile Coach New(ish) role introduced by Agile. NOT the same as or a replacement of the Project Manager.Focus on relationships, listening, facilitating.The Agile SMEIt’s not about the product!
23 An agile coach… Coordinating individual Coaching for contributions collaborationBeing a subjectmatter expertBeing a facilitatorfor the teamBeing invested inspecific outcomesBeing invested inoverall performanceKnowing theanswerAsking the team forthe answerLetting the team findtheir own wayDirectingDrivingGuiding23