Post on 05-Jul-2020
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Are you Ready for Agile – Agile Relevance and Readiness Speaker: Dennis L. Baldwin Company: Experis Website: www.linkedin.com/pub/dennis-baldwin/0/806/66a/ Edit
Welcome to the PMI Houston Conference & Expo and Annual Job Fair 2014
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• Q&A will be taken at the close of this presentation
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WHY AGILE?
Reduce Cost.
Increase Quality.
Improve IT and Business Collaboration.
Reduce Idea to Implementation Timeframe.
AGILE MYTHS
Agile is a “one size fits all” solution.
Agile projects do not need to be planned.
Agile allows you to develop code sooner.
Agile does not require documentation.
Agile projects don’t need a Project Manager.
Real Business Quotes…..
“After IT can make projects go quicker, cost less money and
have better quality, we’ll join the Agile bandwagon….”
Corporate CFO
“I just sent my entire staff to Scrum Master certification
training….we’re now Agile….”
Corporate CIO
“Mariam’s husband just finished a project as a Scrum Master.
He’s going to make us Agile. Oh, his rates are cheap and he’s a
great golfer, too!!....”
PMO Director
“It ain’t what you know that gets you into trouble. It’s what you know for sure that just ain’t so.”
Mark Twain
IS AGILE RELEVANT?
Why are you moving to Agile?
What are your realistic expectations for Agile?
How will you define success for using Agile?
The questions you should be able to answer before embracing Agile…
Why are you moving to Agile?
Improve the Ability to Adapt Businesses need to be able to adjust their aim as project needs change
Obtain Benefits Sooner IT organizations need to deliver while the need still exists
• Satisfy customers with early and often delivery
• Understand that project discoveries (i.e. change) will not be eliminated with extensive upfront planning
• Remove communication waste and misunderstandings
• Pursue continuous improvement
• Deliver code that is extensible
• Manage and track delivery metrics, but mainly focusing on how much software is complete for project status
What are your realistic expectations for Agile?
For best results, Executives need to:
• Prioritize the projects
• Limit how many projects the team works on concurrently
• Ensure organization support
What are your realistic expectations for Agile?
Courtesy VersionOne
• Metrics on Agile are of marginal value • Difficult to compare Agile to Waterfall • Measure based on organizational KPIs
How will you define success for using Agile?
ARE YOU READY TO ADOPT AGILE?
Effective Steps for Agile Adoption
1. Understand your current state
2. Assess your potential
3. Design your framework
4. Pilot your framework
5. Review the output
6. Determine how/if to scale & sustain
Understand Your Current State
• Interviews • Surveys • Review what you
currently do
Summarize your findings and review them • What things do you keep • The areas with the biggest
opportunity • The biggest risks • The practices you think you
are ready for • Practices that would be good
for you down the road • Reach an agreement and
outline a design
Understand Your Current State
Document Existing Agile Practices
Understand Your Current State
Assess your Potential
Leverage what you already know • Which practices are easy to roll out?
• Which ones are easy to roll out and provide high value?
• Which ones can be used stand alone?
• Which practices tie most directly to business goals?
Assess your Potential
Valuable Current
Practices Practices
Within Capabilities
Low Resistance, High Value
Compliance Requirements
Design Your Framework
Pick Practices that are Within Your Capabilities and Provide High Value
4.4 Story Point Estimation 4.5 Requirements Prioritization 4.6 Requirements Modeling 4.7 Interaction Flows 4.8 Wireframes for Entire Project 4.9 UI Designs for Next Sprint 4.10 User Research Plan 4.11 Test Strategy 4.12 Architectural Spikes/ Spike Solutions 4.13 Gold Standard Stories Sprint Planning 5.1 Story Design and JAD Sessions 5.2 Story Acceptance Criteria 5.3 Definition of “Complete” by User Story 5.4 Task Identification 5.5 Task Estimates 5.6 Burn Down Reports 5.7 Task Dependencies 5.8 Team Availability 5.9 Build Schedule Construction Sprint 6.1 Unit Tests 6.2 Functional Test Cases
Design Your Framework
Design Your Framework
Condition XP Scrum Lean FDD AUP Crystal DSDM
Small Team √ √ √ X X - √
Highly Volatile Requirements
√ √ √ √ - - X
Distributed Teams
X √ √ √ √ X X
High Ceremony Culture
X X - - √ - √
High Criticality Systems
X - - - - √ X
Multiple Customers / Stakeholders
X √ √ - - - X
Rod Coffin and Derek Lane, 2006
(√) Favor (X) Discourage (-) Neutral
Pick a lifecycle to Pilot
Train Executives – How they set up the teams – Socializing agile – Tying agile support to manager
goals Train Managers
– Driving agile in your area – Your critical mentoring role – Rewarding agile support
Train the Business – Backlog fundamentals – Functional Prioritization
Train the Team – Agile fundamentals – Pilot Practices
Pilot your Framework
• Leverage SME training/coaching
• Look for items missed during the current state assessment
• Look for items that have been misunderstood during training
Pilot your Framework
Review Pilot Findings • 1st Pilot is slow • A lot of stops for “re-
training” • Some practices work better
than others • Integration issues identified
Pilot your Framework
• Grow the coaching skills in the company
• Get employees to seminars, workshops, conferences
• Have each manager establish an Agile roadmap for their area
• Have Executives communicate about Agile often
Determine how/if to Scale & Sustain
Other Thoughts on Agile
• Process Springboards
• Agile Tools
• Agile Trends
• Sample Case Study
Process centric Springboards - For companies who are averse to customization, you can:
Roll Out Pure Scrum •Most Scrum practices are level 1
•Easy to build on
•Numerous Resources
Roll Out Lean / Kanban
•You don’t have to do sprints
•Expose all of your work
•Follow the lean principles and examine your process for non-value add steps
o Waste – Often due to context switching o Quality Issues o Bottlenecks
•Switch to more Agile on your own schedule
Thoughts on Tools
• Pilot without tools
• Develop an effective process, then choose a tool that will work
• Main reasons for using tools: - No team rooms - Distributed development - Portfolio management - Gather team wide metrics - ALM goals
• The most effective and collaborative teams manage their projects with cards on a wall (even when using tools)
A Few Current Trends in Agile
• TDD & BDD – More coding, but better quality – Increased team collaboration
• Pair Programming – Improved design quality – Reduced defects
• Lean/UX – Lean User Experience (team design
collaboration) • Complete offshore distributed teams
– Gauge velocity based on team contribution versus team role(s)
Case Study Organization
• Fortune 100 ecommerce Company • Using a waterfall lifecycle • Competitive business environment • Main goal of projects is to not get blamed • Formal signoff on requirements and
estimates • Average time spent on documentation and
signoffs – 3 months, projects – 8 months • Tried Agile 3 years ago and failed • Team members leery of Agile
Assessment • Interviewed 40 employees, followed flows • Reviewed findings with management • Suggested an initial Agile lifecycle that
matched business model and team maturity
Agile – Pilot Results
The Plan • Created an Agile Core Team within the company • Reviewed and refined suggested lifecycle with core team • Identified 3 projects to pilot Agile on • Trained pilot teams on the custom Agile lifecycle • Coached teams through pilots • Provided a contract Scrum Master to one pilot team
The Results • Average project time down to 4 months • Project managers became Agile project managers • Team collaboration up 60 % per surveys • Product managers report better flexibility in dealing with
business environment changes mid-project • First delivery usually within 2 months (vs. 8 months) • “Us vs. Them” feelings subsided • Business more confident in projects
Agile – Post Pilot Results
After the 3 pilots • Took Agile across the enterprise (16 teams) • Evaluated Agile tools for 3 months and helped the
company make a selection • Added Agile to the portfolio management process • Scaled Agile to offshore teams in India and China • Attacked lifecycle constraints outside of the Agile
teams: - Time needed to provision environments - Time needed for integration and release - A model for production support
• Modified the Agile lifecycle to support localization and international applications
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Q & A
? • Please step up to the floor microphone to ask a question
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Contact Information • Speaker: Dennis L. Baldwin • Company: Experis • Website: www.linkedin.com/pub/dennis-baldwin/0/806/66a/ • Phone: 214.202.9363 • E-mail: dennis.baldwin@experis.com
Thank You
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Closing thoughts… Thank you for attending this session. We hope you found this presentation
added value to your knowledge of Project Management.
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