Inno tech 2014v1

transcript

Authored by Darrel Raynor, PMP, MBA

Managing Director, Data Analysis & Results, Inc.and the Data Analysis & Results Team

www.DataAnalysis.com DARaynor@DataAnalysis.com

A&I ™ Best Practice

Agile for Adults

Best Results come from Structure: Meetings, Estimates,

and Expectations set via Planning and Status

A&I™ Agile for Adults – Best Results come from Structure: Meetings, Estimates, and Expectations set via Planning

and StatusAgile was once viewed as a free for all with little documentation, process, or required results. We have all grown up since reading the Agile Manifesto. While working on Agile coaching and processes for firms like JPMorgan, The Hartford, ConAgra, and many other firms and agencies, large and small, we exposed Best Practices around Agile and share them here.

Fallacy: Agile is unstructured! Nonsense! Agile is very structured, it is just *different* structure to aid, not delay,development and other projects.

Fallacy: Agile does not report status well. Agile status can be reported in a more granular way, much of it automated, without the agony of extended inquisitions in the form of status meetings. Let’s review some basics of meetings, including roles & responsibilities, timing, agenda, and deliverables… These sessions always have lively interaction with experienced attendees. Let’s discuss!

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Today’s Presentation

• Introduction & Expectations

• Agile was once viewed as a free for all.

• Fallacy: Agile is unstructured!

• Fallacy: Agile does not report status well.

• Fallacy: Agile is all new

• Best Practices around Agile

• Agile meetings, including roles & responsibilities, timing,

agenda, & deliverables

Agenda

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Introduction & Expectations

AttendeesHow many are: Developers, Managers, Executives, Operations?

Agile ChallengesWhat is your biggest problem with moving to or improving Agile?

Management understanding & acceptance? Sponsor & SME time?

Developer and other role knowledge? What else?

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Introductions•Facilitator & Primary AuthorAgile &

Integrated™ Business Analysis, Project Management, and Leadership CoursesDarrel A. Raynor, PMP, MBAManaging Director & Founder, Data Analysis & Results, Inc.Director, St. Edward’s PE Project Management, Business Analysis, & Leadership Programs

Author of the forthcoming book,"Agile & Integrated Project Management™ - Knocking the Stupid out of Project Management"

Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc.

A&I™ Agile was once viewed as a free for all

No more reportingNo more statusNo more meetingsEveryone chooses their tasksNo deadlinesNo interferenceChocolate Cake for Everyone!

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Fallacy: Agile is unstructured!

Agile, done right, or at least in many instances done well, is very structured, more on that later…Agile has reporting, status, meetings, task assignment, deadlines & more!

Agile in fact needs very specific roles & does try to avoid interference...

A&I™ Fallacy: Agile does not report status well

Agile..., well, you got me here…<just kidding>

Agile status is actually far more accurate,for WIP or Done. Especially around Technical Debt.

Agile status does not report the future well, other than velocity, story points, or using history as a guide...

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Fallacy: Agile is newAgile techniques have been around for, well, decades!

Planning Poker comes from the <gasp> 1940’s

Daily Stand-ups have been done at least since the 60’s

Early Prototyping stems from at least the 80’s

I was irritated by all the new, cool names until someone told me it was part of Agile Change Management… Ah ha.

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Best Practices around Agile

Agile arranges team time and process around involving & satisfying the customers as early as possible

Structure your• meetings (we just cover meetings today…)• roles• status (done & ETC estimate to complete)• pre-make many decisions• and more…

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Agile 4 & ½ Meetings

Iteration Planning

Daily Stand UpDaily Help is the half…

Retrospective

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Agile Meeting 1: Iteration Planning

Hush now, don’t call them planning meetings!Well maybe that is ok…

1. Start with a ‘groomed’ (prioritized & loosely defined) Product Backlog (requirement or feature list)

2. Use a fast estimation process such as Planning Poker to ballpark S, M, L, XL then break down the XL

3. Assess ‘bucket of hours’ available4. Map, not commit, to appropriate Product

Backlog Items5. Tasks: duplicate steps in much more

detail… Commit now

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Agile Meeting 2: Daily Stand Up

Hush now, don’t call them status or project meetings!

Our process: Online, Screen Share, fast movement, fixed agenda1. Booked for 45 minutes, 1st half goes 11

minutes2. Circle attendees four times if time3. Agenda is Blocked, Issues, Help, Going to

do, Done.4. Usually no time for last 2…5. Anyone requests help from anyone else for

remaining time

A&I™ Agile Meeting 2: Daily Help (the ½)

Hush now, don’t call them mentoring or working meetings!

1. Scrum Master (PM, Lead, whoever…) arranges breakouts for all who ask, knowing who needs who, sometimes have to stagger

2. Team meets to discuss whatever is needed, hard stop at 45

3. If further collaboration is needed, Team self-organizes

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Agile Meeting 3: Demo

Hush now, don’t call them show & tell or requirements meetings!

1. Team, Customers, Management, anyone can attend

2. Output is ONLY Product Backlog Itemsa. New Featuresb. Changesc. Defectsd. New or changed Process

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Agile Meeting 4: Retrospective

Hush now, don’t call them lessons learned meetings!

1. Team, Customers, Management, anyone can attend, usually just the Team other than occasional

2. Output is almost always Process Changes (documented), Template updates, with now and then a new Product Backlog Item if analysis, research, Quality information or other work is needed -- use these sparingly

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Agile is Easy & Structured

Agile (done right)• gets more work done faster at higher

quality• is less frustrating to team & customers,

perhaps more frustrating to management• appropriate structure removes some

frustration• removes some to a great deal of repetitive,

useless process

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A&I Courses & Support

Agile & Integrated ™ Consulting and Course Information on www.SEUPEC.com

St. Edward’s University Professional Education

www.DataAnalysis.com contact ExecAsst@DataAnalysis.com

Consulting: Contact us for customized, lean, project consulting

512-968-0770 DARaynor@DataAnalysis.comTo subscribe to The Management Advisor™ blog/column see website or visit http://www.TheManagementAdvisor.net/

Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc.PMI, PMP, CAPM, PMBOK Guide, are registered marks of the Project Management Institute, Inc.

Authored by Darrel Raynor, PMP, MBA

Managing Director, Data Analysis & Results, Inc.and the Data Analysis & Results Team

www.DataAnalysis.com DARaynor@DataAnalysis.com

A&I ™ Best Practice

Agile for Adults

Best Results come from Structure: Meetings, Estimates,

and Expectations set via Planning and Status