Lean & Agile Project Management

Lean & Agile Project Management
for Large Programs & Projects Dr. David F. Rico, PMP, CSM Website: LinkedIn: Facebook:

Author Background DoD contractor with 28+ years of IT experience
B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe Published six books & numerous journal articles Adjunct at George Washington, UMUC, & Argosy Agile Program Management & Lean Development Specializes in metrics, models, & cost engineering Six Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000 Cloud Computing, SOA, Web Services, FOSS, etc.

 Intro to Agile Project Mgt.
Agenda  Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling of Agile Project Mgt. EVM for Agile Project Mgt. Summary of Agile Project Mgt.

Today’s Whirlwind Environment
Global Competition Work Life Imbalance Demanding Customers Overruns Vague Attrition Requirements Escalation Runaways Cancellation Organization Downsizing Technology Change System Complexity

What is Agility? A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness, lightness, and ease of movement; To be very nimble The ability to create and respond to change in order to profit in a turbulent global business environment The ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift A very fast response to sudden market changes and emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution Maximizing the Business Value with right sized, just-enough, and just-in-time processes and documentation F E Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley. 5

Values of Agile Project Mgt.
People-centric way to create innovative solutions Market-centric model to maximize business value Alternative to large document-based methodologies Agile Methods Agile Methods Traditional Methods ‘Values’ ‘Principles’ ‘Values’ Customer Collaboration Customer Interaction Contract Negotiation also known as valued more than Individuals & Interactions High Performance Teams Processes & Tools also known as valued more than Working Systems Iterative Development Comprehensive Documentation also known as valued more than Responding to Change Adaptability or Flexibility Following a Plan also known as valued more than Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from

When to use Agile Proj. Mgt.
On exploratory or research/development projects When fast customer responsiveness is paramount In organizations that are highly innovative & creative Traditional Project Management Agile Project Management Predictable situations High levels of uncertainty and unpredictability Low technology projects High technology projects Stable, slow moving industries Fast paced, highly competitive industries Low levels of technological change Rapid pace of technological change Repeatable operations Research oriented, discovery projects Low rates of changing project performance Large fluctuations in project performance Long term, fixed price production contracts Shorter term, performance based RDT&E contracts Achieving concise economic efficiency goals Achieving high impact product/service effectiveness Highly administrative contracts Highly creative new product development contracts Mass production and high volume manufacturing Customer intensive, one off product/service solutions Highly predictable and stable market conditions Highly volatile and unstable market conditions Low margin industries such as commodities High margin, intellectually intensive industries Delivering value at the point of plan Delivering value at the point of sale Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. 7

F E Agile World View “Agility” has many dimensions other than IT
It ranges from leadership to technological agility The focus of this brief is program management agility Agile Leaders Agile Organization Change Agile Acquisition & Contracting F Agile Strategic Planning E Agile Capability Analysis Agile Program Management Agile Project Management Agile Systems Development Agile Processes & Practices Agile Tools Agile Information Systems Agile Tech.

 Types of Agile Project Mgt.
Agenda Intro to Agile Project Mgt.  Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling of Agile Project Mgt. EVM for Agile Project Mgt. Summary of Agile Project Mgt.

Scrum Project Management
Created by Jeff Sutherland at Easel in 1993 Product backlog comprised of customer needs Barely-sufficient project management framework Initial Planning Sprint Cycle Discovery Session Agile Training Project Discovery Process Discovery Team Discovery Initial Backlog Release Planning Business Case Desired Backlog Hi - Level Estimates Prioritize Backlog Finalize Backlog Product Backlog Prioritized Requirements Sprint Planning Set Sprint Capacity Identify Tasks Estimate Tasks Sprint Review Present Backlog Items Record Feedback Adjust Backlog Daily Scrum Completed Backlog Items Planned Backlog Items Impediments to Progress Sprint Backlog List of Technical Tasks Assigned to a Sprint Potentially Shippable Product Working Operational Software Sprint Select Tasks and Create Tests Create Simple Designs Code and Test Software Units Perform Integration Testing Maintain Daily Burndown Chart Update Sprint Backlog Sprint Retrospective Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.

XP Project Management Created by Kent Beck at Chrysler in 1998
Release plan is comprised of customer needs Lightweight, rigorous near-term planning element Release Planning Exploration Phase Iteration Planning Build a Team Write User Stories Estimate User Stories Split User Stories Spike User Stories Write User Tests Commitment Phase Sort by Value Sort by Risk Set Velocity Choose a Scope Set Iteration Length Develop Release Plan Steering Phase Select Iteration Adjust Velocity Insert New Stories New Release Plan Select Tools Adjust Teams Analyze Release Plan Identify Iteration Goal Select User Stories Read User Stories Develop Tasks Split Tasks Accept Tasks Set Individual Velocity Estimate Tasks Analyze Schedules Set Load Factors Balance Tasks Select Partner Write Unit Tests Design and Code Unit/Integration Test User Acceptance Test Record Progress Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.

Agile Project Management
Created by Jim Highsmith at Cutter in 2003 Focus on strategic plans and capability analysis Most holistic agile project management framework Innovation Lifecycle Envision Speculate Explore Launch Close Product Vision Gather Requirements Iteration Management Final Review Clean Up Open Items Product Architecture Product Backlog Technical Practices Final Acceptance Support Material Project Objectives Release Planning Team Development Final QA Final Retrospective Project Community Risk Planning Team Decisions Final Documentation Final Reports Delivery Approach Cost Estimation Collaboration Final Deployment Project Celebration Iterative Delivery Technical Planning Development, Test, & Evaluation Operational Testing Adapt Story Analysis Development Pairing Integration Testing Focus Groups Task Development Unit Test Development System Testing Technical Reviews Task Estimation Simple Designs Operational Testing Team Evaluations Task Splitting Coding and Refactoring Usability Testing Project Reporting Task Planning Unit and Component Testing Acceptance Testing Adaptive Action Continuous Story Deployment Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and Integration Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Flexible Project Management
Created by Doug DeCarlo at Cutter in 2004 Focus is on collaboration, scoping, and speed Thinner traditional project management approach Visionate Speculate Innovate Re-Evaluate Disseminate Sponsor’s Vision Planning Meeting Learning by Doing Business Questions Product Launch Interview Sponsor Collective Vision SCORE Model Who Needs It? Acceptance Testing Describe Objectives Size Deliverables Architecture What Will It Take? Documentation Project Prospectus Map Schedule Development Can We Get It? Support Plan Business Questions Choose Life Cycle Construction Is It Worth It? Maintenance Plan Requirements ID’d Testing Deploy Solution Development Tools Time Boxing Collective Vision Project Review Customer Service Risk Planning Trial and Error Scope Meeting Check Performance Collaboration Future Scenarios Check Schedule Stabilization Post Meeting Project Skinny Check Costs Training/Education Project Boundaries PM Infrastructure Generate Results Check Benefits Utilization Project Vision Financial Goals Visibility Check Project ROI Performance Win Conditions Benefit Plan Early Value Go / No - Go Decision Feedback Benefit Map Partner Agreements Fast Failures Corrective Action Wow Factor Project Changes Uncertainty Profile Business Questions Business Questions Lessons Learned Re-Direct As-Needed Go/No-Go Decision Modify Questions Update Vision Collective Vision Team Rewards Update Stakeholders Select Core Team Update Prospectus Update Prospectus Re-examine Team Track Benefits DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.

Adaptive Project Framework
Created by Bob Wysocki for consulting in 2008 Designed to be a generic model for non-IT projects Lightweight traditional project management approach Adaptive Project Framework Scoping Planning Feasibility Checkpoint Review Identify Opportunity Identify Project Type Develop Prototype Analyze Needs Finalize Documents Develop CoS Prioritize Constraints Reprioritize Needs Evaluation Solution Lessons Learned Write PoS Develop WBS Detailed WBS Estimate Value Process Changes Document Needs Team Formation Estimate Resources Determine Success Final Report Stage Gate 1 Review Stage Gate 2 Review Stage Gate 3 Review Stage Gate 4 Review Stage Gate 5 Review Cyclical Product or Service Implementation Cycle Planning Product or Service Implementation Daily Meetings Cycle Reviews Responsibilities Select Personnel with Needed Skills Arrange Facilities Update Requirements Timelines Identify Detailed Technical Tasks Prepare Agendas Update Scope Work Packages Create Detailed Architectures and Designs Send Meeting Notices Update Schedules Communications Select and Implement Technical Solutions Facilitate Meetings Update Plans Governance Perform Development and Operational Tests Record Action Items Inform Stakeholders Continuous Improvement Stage Gate 3.n Review Continually improve process, documents, team, architecture, designs, implementation, tests, etc. Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education. 14

 Phases of Agile Project Mgt.
Agenda Intro to Agile Project Mgt. Types of Agile Project Mgt.  Phases of Agile Project Mgt. Scaling of Agile Project Mgt. EVM for Agile Project Mgt. Summary of Agile Project Mgt.

Envision Phase Determine product vision and project objectives
Identifies project community and project team The major output is a “Product Vision Box” Envision Phase Delivery Approach Self-Organization Strategy Collaboration Strategy Communication Strategy Process Framework Tailoring Practice Selection and Tailoring Project Objectives Project Data Sheet Key Business Objectives Tradeoff Matrix Exploration Factor Requirements Variability Product Architecture Product Skeleton Architecture Hardware Feature Breakdown Software Feature Breakdown Organizational Structure Guiding Principles Project Community Get the Right People Participant Identification Types of Stakeholders List of Stakeholders Customer-Developer Interaction Product Vision Product Vision Box Elevator Test Statement Product Roadmap Product Features Product Vision Document Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Speculate Phase Determine organizational capability/mission needs
Identifies feature-sets and system requirements The major output is a “System Release Plan” Speculate Phase Release Planning Project Startup Activities Assign Stories to Iterations First Feasible Deployment Estimate Feature Velocity Determine Product Scope Risk Planning Risk Identification Risk Analysis Risk Responses Risk Monitoring Risk Control Product Backlog Product Features List Feature Cards Performance Requirements Prioritize Features Feature Breakdown Structure Cost Estimation Establish Estimate Scope Establish Technical Baseline Collect Project Data Size Project Information Prepare Baseline Estimates Gather Requirements Analyze Feasibility Studies Evaluate Marketing Reports Gather Stakeholder Suggestions Examine Competitive Intelligence Collaborate with Customers Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Explore Phase Determine technical iteration objectives/approaches
Identifies technical tasks and technical practices The major output is an “Operational Element” Explore Phase Team Development Focus Team Molding Group into Team Develop Individual Capabilities Coach Customers Orchestrate Team Rhythm Team Decisions Decision Framing Decision Making Decision Retrospection Leadership and Decision Making Set and Delay Decision Making Technical Practices Reduce Technical Debt Simple Design Continuous Integration Ruthless Automated Testing Opportunistic Refactoring Collaboration Pair Programming Daily Standup Meetings Daily Product Team Interaction Stakeholder Coordination Customer Interactions Iteration Management Iteration Planning Estimate Task Size Iteration Length Workload Management Monitoring Iteration Progress Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Adapt Phase Determine the effectiveness of operational elements
Identifies customer feedback and corrective actions The major output is a “Process Improvement Plan” Adapt Phase Team Evaluations Communications Quality Team Cohesiveness Interpersonal Trust Individual Talent and Effort Team Performance/Effectiveness Project Reporting Scope and Quality Status Cost and Schedule Status Risk and Value Status Customer Satisfaction Status Team and Agility Status Technical Reviews Desk Checks/Individual Reviews Structured Walkthroughs Formal Software Inspections Quality Assurance Audits Configuration Management Audits Adaptive Action Release Plan Adaptations Iteration Plan Adaptations Feature Set Adaptations User Story Adaptations Task Plan Adaptations Customer Focus Groups Requirements Reviews Preliminary Design Reviews Critical Design Reviews Product Demonstration Reviews Acceptance Testing Reviews Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Close Phase Determine project outcome and effectiveness
Identifies strengths, weaknesses, and rewards The major output is a “Lessons-Learned Report” Close Phase Support Material Finalize Documentation Finalize Production Material Finalize Manufacturing Material Finalize Customer Documentation Finalize Maintenance Information Final Reports End-of-Project Reports Administrative Reports Release Notes Financial Reports Facilities Reports Final Retrospective Process Performance Assessment Internal Product Assessment External Product Assessment Team Performance Assessment Project Performance Assessment Project Celebration Individual Rewards Group Rewards Partner Rewards Managerial Rewards Product Rewards Clean Up Open Items Close Open Action Items Close Open Change Requests Close Open Problem Reports Close Open Defect Reports Close Open Project Issues Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

 Scaling of Agile Project Mgt.
Agenda Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt.  Scaling of Agile Project Mgt. EVM for Agile Project Mgt. Summary of Agile Project Mgt.

Multi-Level Teams Enables projects to plan for the future and present
Decomposes capabilities into implementable pieces Unclogs the drainpipes to let the execution flow freely Multi-Level Teams Product Management Team Product Management Team Chief Product Manager Chief Architect Product Development Manager Release Management Team members (1-2 per release team) Release Management Team Release Management Team Product Manager Project Manager Chief Architect Feature team members (1-2 per feature team) Feature Team Feature Teams Product Specialist (and owner) Iteration Manager Technical and product Members Development team members (1-2 per development team) Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Multi-Level Planning Enables multiple level enterprise plans to co-exist Allows stakeholders to build viewpoint-specific plans Ensures capabilities are delivered at regular intervals Multi-Level Planning Product Roadmap Product Roadmap Enterprise architecture needs Capability focused Vision, objectives, and backlog 18 to 36 weeks Release Plan Release Plan Subsystem architecture Feature set focused Strategy, objectives, and backlog 6 to 12 weeks Iteration Plan Iteration Plan Component-level architecture User story focused Implementation plan, objectives, and backlog 2 to 4 weeks Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Multi-Level Backlog Enables multiple levels of abstraction to co-exist
Allows customers and developers to communicate Makes optimum use of people’s time and resources Multi-Level Backlog Capabilities Capability Mission goal or objective level Capability Capability Capability High-level business or product function 1 2 3 Also called an Epic, i.e., multiple feature sets Comprises 18 - 90 days worth of work Feature Sets Feature Set Cross-functional mission threads Feature Feature Feature Related user stories that are grouped together 1 2 3 Also called a Theme, i.e., implemented as an entity Comprises 6 to 30 days worth of work User Stories User Story Functional, system-level requirements Story 1 Story 4 Story 7 Simple requirement written by customer or user Story 2 Story 5 Story 8 A small unit of functionality having business value Story 3 Story 6 Story 9 Comprises 2 to 10 days worth of work Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Multi-Level Coordination
Enables lean and agile methods to scale-up Allows enterprises to create large-scale programs Unleashes optimum productivity and overall control Multi-Level Coordination Capability Team Feature Set Team Feature Set Team Feature Set Team Feature Team Feature Team Feature Team Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Multi-Level Governance
Enables enterprises to achieve functional needs Allows programs to coordinate functional activities Ensures optimal technical performance is achieved Multi-Level Governance Governing Team R T S Functional Team Functional Team Functional Team R R R T T T S S S R R R T T T S S S R R R T T T S S S Feature Team Feature Team Feature Team R A D R A D R A D R A D R A D R A D R A D R A D R A D I T C I T C I T C I T C I T C I T C I T C I T C I T C Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S R A D R A D R A D R A D R A D R A D R A D R A D R A D I T C I T C I T C I T C I T C I T C I T C I T C I T C Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S R A D R A D R A D R A D R A D R A D R A D R A D R A D I T C I T C I T C I T C I T C I T C I T C I T C I T C Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

 EVM for Agile Project Mgt.
Agenda Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling of Agile Project Mgt.  EVM for Agile Project Mgt. Summary of Agile Project Mgt. 27

Burndown Most basic tracking chart for agile projects
Tracks number of work or time units completed Commonly used to track no. story points completed Burndown Chart Work (Story, Point, Task) or Effort (Week, Day, Hour) Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day) Rawsthorne, D. (2009). Agile metrics. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA. 28

Cumulative Flow Advanced form of cumulative workflow
Tracks planned vs. finished work or time units Linear progression with good project performance Cumulative Flow Diagram Work (Story, Point, Task) or Effort (Week, Day, Hour) Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day) Anderson, D. J. (2004). Agile management for software engineering: Applying the theory of constraints for business results. Upper Saddle River, NJ: Pearson Education. 29

Agile EVM Adaptation of EVM for agile projects
Mapping between traditional and agile projects Work completed is more authoritative in agile projects Agile EVM Chart CPI SPI PPC Work (Story, Point, Task) or Effort (Week, Day, Hour) APC Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day) Sulaiman, T., Barton, B., & Blackburn, T. (2006). Agile EVM: Earned value management in scrum projects. Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 7-16. 30

Earned Business Value ROI is estimated for user stories in agile projects Value accrues with each completed user story Value of completed tasks is more meaningful Earned Business Value Work (Story, Point, Task) or Effort (Week, Day, Hour) Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day) Rawsthorne, D. (2010). Monitoring scrum projects with agile evm and earned business value metrics. Brisbane, CA: Collab.Net. 31

 Summary of Agile Project Mgt.
Agenda Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling of Agile Project Mgt. EVM for Agile Project Mgt.  Summary of Agile Project Mgt. 32

Case Studies 70% of worldwide IT projects use agile methods
Includes highly-regulated industries like U.S. DoD Even split between top-down and bottom-up adoption Industry Org Project Purpose Size Metrics 20 teams 1,838 User Stories Electronic Google Adwords Advertising 140 people 6,250 Function Points Commerce 5 countries 500,000 Lines of Code Project 15 teams 26,809 User Stories Shrink Primavera Primavera 90 people 91,146 Function Points Wrapped Management Collocated 7,291,666 Lines of Code Blood 4 teams 1,659 User Stories Health FDA m 2000 20 people 5,640 Function Points Care Analysis Collocated 451,235 Lines of Code Case File 10 teams 3,947 User Stories Law FBI Sentinel 50 people 13,419 Function Points Enforcement Workflow Collocated 1,073,529 Lines of Code Knowledge 3 teams 390 User Stories U.S. Stratcom SKIweb 12 people 1,324 Function Points DoD Management Collocated 105,958 Lines of Code Rico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean Enterprise Software and Systems, Helsinki, Finland, 33

Leadership Considerations
Agile management is delegated to the lowest level There remain key leadership roles & responsibilities Communication, coaching, & facilitation are key ones Customer Communication Facilitate selection of methods for obtaining and maintaining executive commitment, project resources, corporate communications, and customer interaction  Product Visioning Facilitate selection of methods for communicating product purpose, goals, objectives, mission, vision, business value, scope, performance, budget, assumptions, constraints, etc. Distribution Strategy Facilitate selection of virtual team distribution strategy to satisfy project goals and objectives Team Development Facilitate selection of methods for training, coaching, mentoring, and other team building approaches  Standards & Practices Facilitate selection of project management and technical practices, conventions, roles, responsibilities, and performance measures Telecom Infrastructure Facilitate selection of high bandwidth telecommunication products and services Development Tools Facilitate selection of agile project management tools and interactive development environment High Context Meetings  Facilitate selection of high context agile project management and development meetings Coordination Meetings Facilitate selection of meetings and forums for regular communications between site coordinators F2F Communications Facilitate selection of methods for maximizing periodic face to face interactions and collaboration Performance Management Facilities selection of methods for process improvement, problem resolution, conflict management, team recognition, product performance, and customer satisfaction 34 Rico, D. F. (2010). The paradox of agile project management and virtual teams. Fairfax, VA: Gantthead.Com.

Advanced Agile Measures
Agile Methods are a fundamentally new paradigm Agile Methods are “not” lighter Traditional Methods They should not be viewed through a traditional lens Customer Collaboration Contracts Interaction frequency Customer trust valued Contract compliance Comm. quality Customer loyalty more than Contract deliverables Relationship strength Customer satisfaction Contract change orders Individuals & Interactions Processes Team competence Team trust valued Lifecycle compliance Team motivation Team cohesion more than Process Maturity Level Agile Metrics Team cooperation Team communications Regulatory compliance Traditional Metrics Working Software Documentation Iteration size Operational builds valued Document deliveries Iteration length Operational releases more than Document comments Iteration number Verified/Validated releases Document compliance Responding to Change Project Plans Org. flexibility Process flexibility valued Cost Compliance Mgt. flexibility Design flexibility more than Scope Compliance Individual flexibility Technology flexibility Schedule Compliance Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing.

Organizational Change
Change, no matter how small or large, is difficult Smaller focused changes help to cross the chasm Shrinking, simplifying, and motivation are key factors How to Cross the Chasm Switch How to Change Things When Change is Hard Influencer The Power to Change Anything Direct the Rider Make the Undesirable Desirable Create new experiences - Make it interesting Follow the bright spots - Clone what works Create new motives - Appeal to sensibility Script the critical moves - Use prescriptive behaviors Point to the destination - Focus on the end game Surpass your Limits Perfect complex skills - Establish milestones Build emotional skills - Build maturity and people skills Motivate the Elephant Harness Peer Pressure Recruit public personalities - Involve public figures Find the feeling - Appeal to emotion Recruit influential leaders - Involve recognized figures Shrink the change - Use incremental change Grow your people - Invest in training and education Find Strength in Numbers Utilize teamwork - Enlist others to help out Enlist the power of social capital - Scale up and out Shape the Path Design Rewards and Demand Accountability Use incentives wisely - Reward vital behaviors Tweak the environment - Simplify the change Use punishment sparingly - Warn before taking action Build habits - Create simple recipes for action Rally the herd - Get everyone involved Change the Environment Make it easy - Simplify the change Make it unavoidable - Build change into daily routine Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House. Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill. 36

Agile Contracting Models
New contract models emerged for agile contracts Goals, objectives, and visions are established early Buyers and suppliers collaborate throughout contract Contract Type Description Dynamic Value Specify initial scope and needs (with iterative enhancements) Performance Based Establish performance objectives (but not technical solutions) Target Cost Broad boundaries for time, cost, and quality (but not scope) Optional Scope Set minimum and maximum costs (based on initial scope) Collaborative Outline initial scope (with fixed no. of releases and iterations) Lean Lean tools such as small batches, Kanban, WIP constraints, etc. Rico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com. 37

How do Lean & Agile Intersect?
Agile is naturally lean and based on small batches Agile directly supports six principles of lean thinking Agile may be converted to a continuous flow system Agile Values Lean Pillars Lean Principles Lean & Agile Practices Flow Principles Customer relationships, satisfaction, trust, and loyalty Empowered Teams Relationships Team authority, empowerment, and resources Decentralization Team identification, cohesion, and communication Respect for People Product vision, mission, needs, and capabilities Customer Value Product scope, constraints, and business value Economic View Product objectives, specifications, and performance Customer Collaboration As is policies, processes, procedures, and instructions WIP Constraints & Kanban Value Stream To be business processes, flowcharts, and swim lanes Initial workflow analysis, metrication, and optimization Batch size, work in process, and artifact size constraints Control Cadence & Small Batches Iterative Delivery Continuous Flow Cadence, queue size, buffers, slack, and bottlenecks Workflow, test, integration, and deployment automation Continuous Improvement Roadmaps, releases, iterations, and product priorities Customer Pull Epics, themes, feature sets, features, and user stories Fast Feedback Product demonstrations, feedback, and new backlogs Responding to Change Refactor, test driven design, and continuous integration Manage Queues/ Exploit Variability Perfection Standups, retrospectives, and process improvements Organization, project, and process adaptability/flexibility    Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press. Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas. Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6). 38

“The traditional world of project management belongs to yesterday”
Conclusion Agility is the evolution of management thought Confluence of traditional and non-traditional ideas Improve performance by over an order-of-magnitude “The traditional world of project management belongs to yesterday” “Don’t waste your time using traditional project management on 21st century projects” Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Institute.

APM Textbooks Over 15 text books for agile project management
Many of them stem from Planning XP by Kent Beck Agile Project Mgt. by Jim Highsmith is most complete Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley. Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press. Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education. DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education. 40

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