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EURO MPMEuropean MasterIn Proyect Management
Bilbao, 23, October 2010
Andoni Gonzalo
Agile Project Management
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Agenda
I. What is Agile
II. A bit of History
III. Why agile is used in SW
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What is Agile
Concept Speculation
ExplorationRevision
Close
Iterations
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• Agile Manifesto• Individuals and interactions over processes and
tools
• Working software over comprehensive
documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
What is Agile
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What is Agile
Persons and
Interaction
Toolsand
Processes
V
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What is Agile
Working SW
Comprehensive
documentation
V
A
L
U
E
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What is Agile
Customer
collaboration
Contract
negotiation
V
A
L
U
E
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What is Agile
Responding to
change
Following a
plan
V
A
L
U
E
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• Agile = iterate
• Agile = increment
• Agile = collaboration with the client
• Agile = team player
• Agile = share responsibility
• Agile = Accept/Want change
What is Agile
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• Many years ago
• Not just in SW• Japan 1986
• The New New Product Developement Game, by Hirotaka
Takeuchi (Hitotsubashi University) y Ikujiro Nonaka
• Jeff Sutherland, John Scumniotales y Jeff McKenna
• First Scrum for SW agile development on 1993
• Use the Takeuchi y Nonaka study about teams as base.
• 1995 Ken Schwaber formalized the process for the SW
industry.
• 2001 Agile Manifesto
• 12 gurus (http://www.agilemanifesto.org)
History
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• Traditional methods DON’T WORK!!!!
Why being Agile in SW
the-curious-case-of-the-chaos-report-2009
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• Averages
Why being Agile in SW
Not on time 79%
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• New Agile methodologies
Why being Agile in SW
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• Clients don’t know what they
want• Changes come after every meeting
• Can’t follow a real plan
• “Most of the people don’t know
what they want until they try it”• Selling blue elephants (Howard Moskowitz &
Alex Gofman)
• Agile Marketing RDE (Rule Development
Experimentation)
Why being Agile in SW
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• ROI
Why being Agile in SW
JOHN GOODSEN
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• Quality• Working output at the end of the increment
• Short iterations
• Easy to react to wrong decisions
Why being Agile in SW
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• There isn’t a global model• Specific areas
• Management not always committed• Difficult to implement in whole company
• Think developers are translators
• Can’t share responsibility
• Clients refuse• Want clear objectives
• Feels “chaos” will take over the project
• Contract Think it’s safer
General problems
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Methodologies
Based on Processes
P
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Specific Area Global
EFQM
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Methodologies
Based on Agile
P
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Specific Area Global
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Tipos de Planificación
• Agile for SW development• Good Needed
• Constant Planning• RE-planning
• Other areas• Every creative work
• Where change is constant
• Uncertain environment
Conclusions
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Tipos de Planificación
Q&A
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References
www.scrummanager.net
Flexibilidad con Scrum -- http://www.navegapolis.net/content/view/905/89/
(Juan Palacio) https://www.safecreative.org/work/0711140303769