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28 e 29 NOVEMBRO 2014 Hotel TIVOLI ORIENTE LISBOA - PORTUGAL
Aplicar práticas ágeis em ambientes tradicionais de Gestão de Projeto
Applying agile practices in traditional project management environments
Luis Sequeira
ITIL, P2, PM2, DSDM Agile PM Certified, Professional Senior Consultant
Co-author of the Agile@EC Guide
@L_FS_S
h6ps://www.linkedin.com/in/lsequeira
Management of
Programs & Projects
Organiza)onal Resources
Project PorEolio Planning &
Management
VISION
Management of On-‐Going OperaIons
(recurring acIviIes)
Projects
Por2olios
Programs
Source: PMI
Strategy & ObjecIves
Projects and the organisa)onal strategy
High-‐Level OperaIons Planning & Management
A transforma)on process
Project Environments
Inputs PROJECT
Stakeholders
HR/€
Outputs à Benefits à Outcomes
Is an agile approach the silver bullet?
Value Driven
vs Plan Driven
Source: DSDM
Source: h.p://www.agilemanifesto.org
individuals & interac)ons processes & tools
quality solu)ons comprehensive documenta)on
customer collabora)on contract nego)a)on
responding to change following a plan
While there is value in the items on the right, we value the items on the le1 more
Agile manifestos
The DeclaraIon of Interdependence (DOI) presents a set of guiding principles to employ Agile and adapIve approaches for linking people, projects and value.
The DO I f o cuses on the pro jec t management side of agile projects.
1. The highest priority is to sa)sfy the customer/user needs.
2. Deliver benefits frequently.
3. Requirement changes are welcome !!
4. Business people and project team must work together throughout the project.
5. Build projects around mo)vated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effec)ve method of communica)on is face-‐to-‐face conversa)on.
7. Benefits delivered is the primary measure of progress.
8. Agile processes promote sustainable development (be able to maintain a constant pace indefinitely)
9. Con)nuous aben)on to quality: excellence, good infrastructure & design.
10. Simplicity is essen)al -‐ the art of maximizing the amount of work not done!!
11. The best solu)ons emerge from self-‐organizing teams.
12. At regular intervals, the team reflects on how to improve, then tunes and adjusts its behavior accordingly.
Agile Manifesto: Principles
ALN: Declara)on of Interdependence – DOI
Agile and adap)ve approaches for linking people, projects and value
We are a community of project leaders that are highly successful at delivering results. To achieve these results:
• We increase return on investment by making conInuous flow of value our focus.
• We deliver reliable results by engaging customers in frequent interac)ons and shared ownership.
• We expect uncertainty and manage for it through iteraIons, anIcipaIon, and adaptaIon.
• We unleash creaIvity and innova)on by recognizing that individuals are the ul)mate source of value, and crea)ng an environment where they can make a difference.
• We boost performance through group accountability for results and shared responsibility for team effec)veness.
• We improve effecIveness and reliability through situaIonally specific strategies, processes and prac)ces.
Merge com o slide anterior
Tradi)onal vs Agile Project Management
TradiIonal Project Management Agile Project Management
Focus on plans and arIfacts Focus on customer sa)sfac)on (value) and interacIon
Change is controlled via correcIve acIon Change is managed through adapIve acIon
Scope-‐based delivery Customer prioriIzaIon, Ime-‐boxed delivery
Heavy up-‐front planning Progressive elaboraIon, rolling-‐wave planning
Work breakdown structures Requirements (features) breakdown structures
Top-‐down control Self-‐organized disciplined teams
Business Implementa)on
Solu)on Delivery
It’s omen a maber of perspec)ves…
Applying agile prac)ces in tradi)onal PM environments concerns two complementary project perspecIves.
The project lifecycle
Time
Effort
Ini)a)ng Planning Execu)ng Closing
Monitor and Control
Project phases to daily cycles
"serial in the large and itera(ve and incremental in the small"
Daily Cycles
Ini)a)ng Planning Execu)ng Closing Agile PracIces
The effect of the clycles
Time
Effort
Ini)a)ng Planning Execu)ng Closing Ini)a)ng Planning Execu)ng Closing
Monitor and Control
• Project OrganisaIon and Agile Teams • Planning • PrioriIsaIon • Es)ma)on • Requirements • Backlogs • Communica)on • Progress Visualisa)on • CoordinaIon & Control
Key agile prac)ce areas
Boss
Team
YOU Project Manager
FROM TO
Client Side Provider Side
Agile Team
Collabora)on & Communica)on
Channel
Client Representa)ve
Delegates Delegates
Boss Client Boss
YOU Project Manager
Project organisa)on
Agile Project Team
Agile Project Team
Team Lead
Product Owner Architecture Owner
Agile Team Member
Domain Expert
Technical Expert
Tester
Integrator
Core agile roles
Other roles
Agile teams
Source: h.p://www.dsdm.org/content/7-‐roles-‐and-‐responsibiliAes
Source: h.p://disciplinedagiledelivery.wordpress.com/2012/12/18/roles-‐in-‐disciplined-‐agile-‐delivery/
Example: Agile teams in DSDM and DAD
• Business Case founda)on, high-‐level user-‐stories (epics)
• Rolling wave planning of Imeboxed deployments (releases)
• Itera)on planning (detailed and “tasked”) by Agile Team
“An ongoing dynamic ac)vity that peers into the future for indica)ons as to where the solu)on might emerge and treats the plan as a complex situa)on, adap)ng to an emerging solu)on.”
Planning
Priori)sa)on
The MoSCoW ini)als mean: M – Must have S – Should have
C – Could have W – Won't have
Define what the meaning of MoSCoW in your environment
Backlogs
Source: DSDM
Source: Disciplined Agile Delivery
Coordina)on and Control
Ensure that the project management level has visibility into the soluIon development work:
• Demonstrate value amer small cycles of work, incrementally.
• Use “informaAon radiators”: burndown charts, visual models, kanban boards, etc.
• Manage and align strategies in respect to management of Risks, Issues, Decisions, and Changes.
Challenges in respect to agility
Cultural
Behavioural
Governance
DevOps
Service Management
Outsourcing
Source: Serena-‐Agile-‐2012-‐Survey
Summary
28 e 29 NOVEMBRO 2014 Hotel TIVOLI ORIENTE LISBOA - PORTUGAL
Luis Sequeira
ITIL, P2, PM2, DSDM Agile PM Certified, Professional Senior Consultant
Co-author of the Agile@EC Guide
@L_FS_S
h6ps://www.linkedin.com/in/lsequeira
