Downloaded 14 times
Uploaded byBorja ARRIZABALAGA URIARTE
Agile Fundamentals for Project Managers.pdf
The document provides an overview of an upcoming workshop on Agile Fundamentals for Project Managers. It includes an agenda with various activities planned such as icebreakers, explanations of Agile principles and values, simulations of Agile practices like daily stand-ups, and discussions of different Agile methods like Scrum and Kanban. The goal is for attendees to understand Agile fundamentals, differentiate Agile methods, learn Agile practices, and have fun.
More Related Content
Similar to Agile Fundamentals for Project Managers.pdf
More from Borja ARRIZABALAGA URIARTE
Agile Fundamentals for Project Managers.pdf
- 1. Agile Fundamentals forProject Managers Saturday Workshop PMI Lakeshore Chapter Aleem Khan Agile Coach and Trainer aleem.khan@360pmo.com @tweetaleem https://ca.linkedin.com/in/aleemkhan
- 2. Aleem Khan –Agile Coach and Trainer About me… 18+ years experience in managing complex projects & programs in financial, banking, manufacturing and telecom verticals. Led multiple agile transformations Methodology development and PMO expertise Coach high performance agile teams Author of agile case studies Agile/PMI-ACP® course designer Passionate about agile coaching, training and believe in life long learning…….. M.S in Project Management PMP, PMI-ACP CSM Work as an agile coach, trainer, facilitator, program manager, project manager, and consultant in various organizations….. Diploma in Computer Science SAFe Agilist
- 3. Explain, Explore -Ice Breaker • Need is a piece of paper and pen per person • Take a minute and write down a word or phrase that is true for you • Find some stranger, and introduce yourself, exchange names and then explain to each other, why your description is true for you • Now swap your cards for someone else’s at least 4 times • Take a look of card you have, find different partner, introduce yourself and explore how this could be true for you - 3 - 15 Minutes
- 4. Begin with Endin Mind Understand the Fundamentals of agile Differentiate between various agile methods Learn many agile practices and Most importantly………..Have fun! - 4 -
- 5. Workshop Logistics Aha moments Parkinglot items Rules of engagements Any other business (AOB) - 5 -
- 6. Rules of Engagement/ Team Contract 1. Be open to new approaches and listen to new ideas 2. Give everyone the opportunity for equal participation specially encourage introverts to be part of a team 3. Avoid blame or name, instead discuss the process and explore how it can be improved 4. Always find new ways to improve by exploring, inspecting and adapting 5. Seek first to understand, and then to be understood 6. Listen openly to other point of view 7. Keep discussion on track 8. Parking lot will be used to capture "off topic" questions, ideas and concerns - 6 - 4 Minutes
- 7. - 7 - Source:http://www.learning30.co/learning-3-0/ LEARNING 1.0 FOCUS ON BEING TAUGHT LEARNING 2.0 FOCUS ON ASKING LEARNING 3.0 FOCUS ON SHARING
- 8. Process Miniature Run theentire process in a very short time period (a few minutes to a few weeks) - 8 -
- 9. # Activity 1 Explain,Explore - Ice Breaker 2 Learning Patterns 3 Process Miniature 4 What & Why of Agile 5 Agile History 6 Agile Values 7 Pocket Size Principles 8 Methodology Selection 9 Traditional phases vs. Increments 10 Agile teams # Activity 11 Team Collaboration 12 Various Agile methods 13 Scrum 14 Daily Stand-up Simulation 15 Extreme Programming 16 Kanban 17 Lean 18 Agile Myths and Facts 19 Waterfall & agile differences 20 Parking lot / Q&A Lecture Group Activity
- 10. What is Agile? Methodology? Framework? No Documentation! No Design… Process? Approach? No Discipline No Planning! Iterative Another Fad …Silver Bullet - 10 -
- 11. Agile is aan approach of building products or services by EMPOWERING and TRUSTING people, acknowledging CHANGE AS NORM, and promoting CONSTANT FEEDBACK. Definition - 11 -
- 12. Definition Agile is aPHILOSOPHY that uses organizational models based on people, collaboration and shared values. Agile uses rolling wave planning; iterative and incremental delivery; rapid and flexible response to change; and open communication between teams, stakeholders, and customers. - 12 -
- 13. Agile is aMINDSET…… established through 4 VALUES, grounded by 12 PRINCIPLES & manifested through many DIFFERENT PRACTICES Definition - 13 -
- 14. - 14 - 4agile values 12 agile principles Many agile practices Scrum
- 15. 4 AGILE VALUE 12AGILE PRINCIPLES MANY AGILE PRACTICES 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • Time-boxing • Retrospective • Spike Solution • Planning Poker • Backlog Prioritization • Progress Elaboration • Minimal marketable Features • Personas • Story Mapping • User Stories • Product Backlog • Visualize Workflow • Wireframe • Daily Stand-up • Limit Work in Progress (WIP) • Avoid Waste • Short Iterations • Sprint Goals • Servant Leader • Self -organization • Team Agreements • Release Goals • Release Plan • Project Chartering • Quality Assurance • Refactoring • Relative Sizing • Product Vision Doing Agile…… Being Agile…… • Pair Programming • Face to Face Conversation • Osmotic Communication • Test Driven Development (TDD) • Velocity • Unit Testing • Test First Development • Technical Debt • Task board • Swarming • Regression Test • Minimum Viable Product • Last Responsible Moment (LRM) • …….. 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done-- is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 16. Why Agile? Accelerate timeto market Managing change priorities Better align IT/Business Increase productivity Enhance software quality Reduce cost Enhance software maintainability Improve team morale Improve/increase engineering discipline Project visibility Reduce risk Simplify development process - 16 -
- 17. 1960 • Project Mercury– NASA First time used iterative and incremental development (IDD) in software • Time-boxed Half day iterations • Applied XP test-first development practice 1976 • Tom Gilb Introduced the terms “evolution” and “evolutionary” to the process lexicon • Adaptive iterations • Fast time to value 1980 • Gerald Weinberg wrote in Adaptive programming • Small increments with customer driven feedback 1985 • Barry Boehm Created spiral model • Team prioritization based on risk • Risk driven/exposing risk early 1985 • Hirotaka Takeuchi & Ikujiro Nonaka Introduced human driven/knowledge work • The new production development game • Cross-functional team • Self-organize • Legitimate power • Sense of mission 1995 • Ken Schwaber and Jeff Sutherland • First co-presented Scrum that they were using from previous few years • Time-boxed iterations • Small and co-located team • Transparency, inspect and adapt 1995 • Rum Baugh & Jacobson • Rational unified process (RUP) • User cases, UML, architecture centric 1994 • 16 RAD practitioner formalized RAD • Dynamic System Development Method (DSDM) • Used most commonly in Europe 1996 • Kent Beck, Ward Cunningham and Ron Jefferies • Extreme Programming • Focused on Engineering practices 1997 • Jeff de Luca • Feature Driven Development • Deliver Tangible working Software in timely manner • Focused on value-driven approach 1998 • Alistair Cockburn • Crystal Family • Situational specific practices • People and communication, design, principles, domain 2000 • Robert Charette • Lean development • Strategic focus, lean production, Stretch goals 2001 Agile Manifesto
- 18. Meet the Agileinfluencers Ken Schwaber Jeff Sutherland Mike Beedle Arie Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Dave Thomas Kent Back Robert C. Martin Steve Mellor
- 19. Agile Values - 19- Individuals & interactions Processes & tools over Working software Comprehensive documentation over Customer collaboration Contract negotiation over Responding to change Following a plan over That is, while there is value in the items on the right, we value the items on the left more.
- 20.
- 21. 12 Principles ofAgile Manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale 4. Business people and developers must work together daily throughout the project 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation - 21 - 15 Minutes
- 22. 12 Principles ofAgile Manifesto (Continued…) 7. Working software is the primary measure of progress 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility 10. Simplicity -the art of maximizing the amount of work not done -is essential 11. The best architectures, requirements, and designs emerge from self- organizing teams 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly - 22 -
- 23. Select a principleand think how we can apply in our traditional projects
- 24. Technology Requirement Known/Certain Unknown/Uncertain Known Unknown Project Noiseand Method Selection - 24 -
- 25. Traditional Project Phases -25 - Requirements Analysis Design Coding Integration Testing Deployment Operations and Maintenance Final Software Out Time
- 26. Agile Incremental Delivery -26 - Final Software Out Product Increments Product Increments Product Increments Agile adapts to frequent feedback by delivering working tested code Feedback Loops Review and Adjust Inspect & Adapt Analysis Design Code Integrate Test Deploy Analysis Design Code Integrate Test Deploy Time
- 27. Agile Planning - 27- 1 2 3 4 Iterative & Adaptive Higher Priority Lower Priority Velocity
- 28. Value Delivery - 28- Value Delivery Risk of Failure Time Time Traditional Agile
- 29. Sample Project StatusReporting - 29 - 100% of the system 30% done No testing yet TRADITIONAL AGILE 30% of the system 100% done With known quality
- 30. Operating Model ofAgile Team - 30 - Product Management Architecture Backend Database Development Testing and QA Product Management Architecture Backend Database Development Testing and QA Functional Silos Agile Teams Agile Teams Value Flow
- 31.
- 32. Team Collaboration • Whydo we need team collaboration? • What essential skills require to collaborate? • Discuss and identify signs of collaboration. How can we improve collaboration in the team? 15 Minutes Transparent Respect Listening…seeking to understand Decision making Self Organized Empowered Trust Motivation Honesty and Openness Negotiation Problem Solving Self-Accountability Self-Awareness Truthfulness - 32 -
- 33.
- 34. Agile Methodology Used Source:VersionOne 9th Annual State of Agile Development Survey, 2015
- 35.
- 36. Prescriptive vs. AdaptiveMethods PRESCRIPTIVE ADAPTIVE (fewer rules to follow) (more rules to follow) RUP • 3 roles; • 20 activities; and, • Over 70 artifacts. Do whatever Extreme Programming (XP) • Scrum + number of engineering practices e.g. pair programming, test first development Scrum • 3 pillars; • 3 roles; • 4 ceremonies; • 3 artifacts. Kanban • Visualize workflow; • Limit WIP. FDD • 5 Step Process • 6 Roles - 36 -
- 37.
- 38. Scrum (Continued…) - 38- Product Owner, Scrum Master and Development Team Product Backlog, Sprint Backlog and Increment ROLES CEREMONIES ARTIFACTS Sprint Planning, Daily Scrum, review, Backlog grooming / refinement, release planning and retrospective
- 39. Scrum (Continued…) • Themost common agile method • Easy to understand and adapt • Low barrier of entry • Provide high level mechanics for complex work involving knowledge creation, and collaboration - 39 - • No engineering practice defined • Easy to follow “Scrumbuts” path
- 40.
- 41. Daily Stand-up /Scrum • What I did YESTERDAY? • What I am planning to do it TODAY? • IMPEDIMENTS – If Any? - 41 -
- 42. Daily Stand-up /Scrum • The daily stand-up is for and about the team and its commitments. In this meeting, the team checks in on how their work is progressing in the sprint, adjusts plans and gets assistance with removing impediments. • Every day, same time, same place, same people. This provides a regular rhythm and cadence on everyone’s calendar. The meeting last no more than 15 minutes. - 42 -
- 43. Daily Scrum orDaily Stand-up Each team member addresses three questions: 1. What has been done since the last meeting? 2. What will be done before the next meeting? 3. What obstacles/impediments are in the way? - 43 -
- 44. Extreme Programming (XP) •Developed by Kent Beck when working for Chrysler in 1996. • Software development-centric Agile method which is intended to improve software quality and responsiveness to changing customer requirements. • It places a strong emphasis on technical practices in addition to the more common teamwork and structural practices. • Teams apply appropriate practices in their own context. - 44 -
- 45. Extreme Programming (Continued…) •Sound engineering practices • First popular agile method • Quality focused - 45 - • Software development focus makes it hard to implement in other business areas
- 46. Kanban • Kanban ispull and flow based system • Team process rather than individual • Kanban focuses on how the workflow process can be improved rather than blaming an individual • True value lies in its requirement that the team creates a workflow with explicit defined rules and limits - 46 -
- 47. Kanban (Continued…) • Leanmethod, focus on elimination of waste • Starts where you are, no major process changes • Easy to implement - 47 - • Less prescriptive • No time-boxing • Seems never ending flow of work
- 48. Lean Development Principles •Lean development is a translation of well-know and accepted lean manufacturing practices to the software development domain. • Mary and Tom Poppendieck identify seven fundamental Lean principles - 48 - Eliminate Waste Build Quality In Empower Team Optimize as whole Delivery fast Defer decision Amplify learning
- 49. Lean (Continued…) • Goodlist of principles • Focus on elimination of waste • Value stream mapping - 49 - • Difficult co-relate concepts and some practices between Manufacturing and IT
- 50. Agile Myths andFacts
- 51. Agile recommend incremental& iterative delivery - 51 -
- 52. Agile has definedchange management process - 52 - X
- 53. Agile recommend bigupfront design (BUFD) - 53 - X
- 54. Agile teams maketheir own decisions - 54 -
- 55. Agile does notrecommend any documentation in the project - 55 - X
- 56. Agile recommends directiveteams - 56 - X
- 57. Agile measure progressby working software - 57 -
- 58. Agile recommends acceptingchange during iteration - 58 - X
- 59. Agile recommends faceto face interaction - 59 -
- 60. Agile follow ad-hoc process and is anti-planning - 60 - X
- 61. Agile base onempirical process - frequent inspect and adapt cycles - 61 -
- 62. High Level ProcessMap Iteration n Iteration 3 Iteration 2 Feasibility Project Visioning Initiation Release Planning Iteration 1 Close Out NPV, IRR, ROI Business Case with High level Estimates Project Charter Product Backlog High level estimating using affinity Product Roadmap Epic Stories Stories Estimating Using Planning Poker Theme L M S X L Release Plan Final Product Increment • Testing Agreement • Team Environment • Architecture approach • Dependencies • Risks Iteration Backlog Task Board Go back to Release Planning for another release, or if final release, go to project closeout Backlog To Do In Progress Done Iteration Planning Release Daily stand-up, Development, Testing, deployment, etc. Retrospective Review Burn up/down Iteration 0 Next Iteration Higher Priority Lower Priority Increment Envisioning Speculate Explore | Adapt Close Iteration Task
- 63. What’s Different? Traditional Agile Definedprocess: Control and Coordinated Empirical process: Inspect and Adapt Work is organize around the team Team organize around work Work is assigned or push to the team Work is store in queue and team pull the tasks Plan all in advance Plan as you go Work breakdown structure Feature breakdown structure Functional specs User stories Gantt chart Release plan Status report Information radiators/deliver as you go Learn at the end Learn every iteration Follow the plan Adapt everything Manage task Manage team Conventional project team Self-organized project teams Avoid change Embrace change Prescriptive Adaptive
- 64. Compare Agile &Waterfall
- 65. Waterfall vs. Agile •Waterfall is more efficient than Agile because… 1. ….. 2. ….. 3. ….. • Agile is more efficient than waterfall because… 1. ….. 2. ….. 3. ….. - 65 - 15 Minutes
- 66. Any Aha Momentsto Share? - 66 -
- 67. Q & A -67 -
- 68.
- 69. Agile Boot Camp& ACP Exam Preparation November 14, 21 and 28, 2015 http://www.360pmo.com/?p=2271 15 % Discount Code: PMILS15 * limited to first 10 registrations - 69 -
- 70. Following references areused in the preparation of this workshop: 1. Abstracted from Shuh, Peter (2005). Integrating Agile Development in the Real World 2. How sustainable is your agile transformation to sustainable organizational agility, Ahmed Sidky 3. Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle 4. 7th Annual state of Agile versionone® Agile made easier development survey 5. Process Miniature; http://c2.com/cgi/wiki?ProcessMiniature 6. The Agile impact report, Rallydev 7. Iterative and incremental development by Craig Larman, victor Basili 8. What’s the big fuss about Agile? by Ahmed Sidky 9. Manifesto for Agile Software Development & Principles behind the Agile Manifesto http://www.agilemanifesto.org/ 10. “Explain, Explore”, Luke Lackrone, coaching a new team
- 71. All registered andunregistered trademarks (service marks, brands, icons, copyrights etc.) mentioned on this presentation are the property of their respective owners. Content that references these trademarks is not sponsored by, endorsed by, or affiliated with the respective trademark owners. PMI-ACP®, PMBOK®, PMI®, and PMP® are either marks or registered marks of the Project Management Institute, Inc.
- 72.
- 73.