Agile Project Management and Scrum Andrew Craddock Managing Partner at nlighten Agile Consultant, Trainer, Coach/Mentor Certified Scrum Master since 2002 (trained by Scrum co-creator Ken Schwaber) Co-author of the AgilePM handbook   Author of the AgilePM and Scrum pocket book © 2019 nlighten Agile Services Ltd

Why Agile? Improved Product Quality Improved Project Performance Better fit with business need Fewer defects Improved Project Performance Quicker time to market Reduced cost Better productivity A business more responsive to Market and other pressures © 2019 nlighten Agile Services Ltd

Challenges Governance Tradition Rules and Regulations Investment and Return Tradition Custom and Practice Time Cost Quality Feature Scope © 2019 nlighten Agile Services Ltd

Challenges Governance Tradition Rules and Regulations Investment and Return Tradition Custom and Practice Organisation Time Cost Quality Feature Scope © 2019 nlighten Agile Services Ltd

Agile Methods & Methodology Many Methods All with their own strengths And their own weaknesses Scrum Most widely used globally Excellent team focus Limitations with regards to: Project context Scaling Governance AgilePM Still growing in popularity globally Strong where Scrum is limited One size will not fit all All organisations are different All projects are different But method ‘alchemy’ is not easy Alchemy © 2019 nlighten Agile Services Ltd

AgilePM and Scrum Programme/Portfolio Project Management Product Development Technical Practices © 2019 nlighten Agile Services Ltd

Anchored to the same Values DSDM Agile Project Framework - Practitioner Training Anchored to the same Values Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: 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 to the items on the right we value the items on the left more. Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas Solution Solutions NON-CORE Run through each of the values Draw attention to the “That is…” statement – it often get conveniently forgotten by misguided Agile zealots Arie van Bennekum represented the International DSDM Consortium at the workshop that wrote the manifesto © 2019 nlighten Agile Services Ltd © 2014 nlighten Agile Services Ltd

Scrum Scrum Sprint Sprint Planning Review Retro- spective Simple, effective, elegant – great for Agile Product Delivery The approach most often used for Agile development world-wide But completely lacks a project context © 2019 nlighten Agile Services Ltd

AgilePM DSDM’s Agile Project Management Framework Full project lifecycle From idea to benefits evaluation Covers product delivery too But Scrum does it better © 2019 nlighten Agile Services Ltd

Why not take the best of both? © 2019 nlighten Agile Services Ltd

Why not take the best of both? Combined Approach: Centred on Scrum Agile Teams building Solutions Augmented by AgilePM Project Focus Governance ‘hooks’ Portfolio Management ‘hooks’ © 2019 nlighten Agile Services Ltd

Firm Foundations from AgilePM DSDM Agile Project Framework - Practitioner Training Firm Foundations from AgilePM Business Foundations Business vision established to guide the project Business case to provide the business drive High level requirements baselined to define scope Prioritised to ensure focus on value Solution Foundations High level design understood and agreed for: Target business processes and organisation Target systems / technical infrastructure Standards and review practices understood and agreed for: Technical implementation (focused on supportability/maintainability) Quality and compliance (internal and regulatory where applicable) Management Foundations Appropriate governance and organisation for the project in place Project lifecycle approach defined and agreed Approach to demonstrating and communicating progress agreed High-level schedule for development and deployment baselined Risk management practices established and active © 2019 nlighten Agile Services Ltd © 2014 nlighten Agile Services Ltd

Two sets of roles Each with a distinct: Focus Style Language © 2019 nlighten Agile Services Ltd

Easily Integrated Centred on Scrum Augmented by AgilePM Scrum Team Roles Product Owner Scrum Master Development Team ‘straight out of the box’ Augmented by AgilePM AgilePM Roles Corporate/Executive focus Project Management Direction Governance/Compliance © 2019 nlighten Agile Services Ltd

Key AgilePM Roles Responsible for Business Case and project budget throughout Senior project-level business role held by a single individual Provides Product Owner with strategic business direction Ensures over-all solution will enable business benefits to be achieved The project’s technical authority. Ensures: Project is technically coherent and meets desired technical standards Advises on technical decisions and innovation Subject matter experts Provide specific / specialist input into solution development and testing May provide legal / regulatory advice with which solution must comply © 2019 nlighten Agile Services Ltd

Product Owner Relationships Product Owner retains Scrum responsibilities for: Providing exclusive direction to the Development Team Optimising the value of development work AgilePM elements help: Anchor Product Owner role in the business/corporate context Ensure governing roles and domain specialists have a Scrum-compliant way to influence development © 2019 nlighten Agile Services Ltd

Project Governance? Project Governance Business Ownership Project Steering Potential approval points G G G G G © 2019 nlighten Agile Services Ltd

New/Modified Events Featuring: New Project Planning event to help: Refine the Product Backlog to: Reflect current business priorities Accommodate wider feedback Influence backlog priorities to: Coordinate cross-team delivery Proactively manage dependencies Two phase sprint Product Refinement Sprint Consolidation Consolidation Scrum Predicting delivery Planning consolidation © 2019 nlighten Agile Services Ltd

Discretionary Documentation Prototypes Supporting Materials Business Case G G Terms of Reference Benefits Assessment Product Backlog Models Evolving Product Deployed Product Solution Architecture Definition Testing & Assurance Development Approach Definition Documents used where they have real value Project Management Project Governance Compliance Product Increment Delivery Plan G Sprint Goal Sprint Backlog Sprint Review Management Approach Definition G G G Feasibility Assessment Foundations Summary Project Review © 2019 nlighten Agile Services Ltd

Other AgilePM ‘features’ On-time, On-budget delivery The unique focus of AgilePM (and other DSDM-inspired methods) on the guarantee of ‘on-time, on-budget, to-quality’ delivery can be adopted in the combined AgilePM/Scrum framework if desired Simply apply MoSCoW prioritisation to your Product and Sprint Backlogs. © 2019 nlighten Agile Services Ltd

Thank you Andrew.Craddock@nlighten.co.uk www.nlighten.co.uk In partnership with APMG please visit us on stand 114 © 2019 nlighten Agile Services Ltd