Anaheim, CA | February 2-5, 2014

Rob HirschmannPartnerProjilityV-TSP - Project

Deploying Agile in Microsoft PPM…Using Agile!

PC250

AgendaSession ObjectivesTwo Approaches to Agile in PPMDemonstrationCase Study – Deploy PPM using Agile!Q & A

Session Objectives• Provide insight and ideas/options to

supporting an Agile framework with PPM• Demonstrate a ‘connected’ Agile solution

set

This session is NOT…A deep dive into Agile methods, frameworks, or tools

It IS… A walk through of effective ways to use Microsoft PPM to support Agile within organizations

Agile Tenants

Agile Principles

How things work in the Agile worldKey to success is prioritizing the list of

functionality needed that will return highest ROI.• The Product Owner prioritizes the requirements or features through feedback from the Stakeholders & interaction

with the core team

• The Team takes a subset of the prioritized features and works on them from development to testing in “Sprints” – short intervals of 2 weeks

• The Daily Scrums meetings are held for 15 minutes - same time, same place, every day

• The Team demonstrates what’s been completed by showing working software to the Stakeholders. The Product Owner accepts or rejects

• The Team continues with this process until the product is ready to implement for the businessBusiness Vision

1

2

3

4

Prioritized List of what is

required, features, bug fixes

Development, Testing

, Docum

ents

Subset of the Prioriti

es

Features

worked on in 2 Week

“Sprints”

Demo for Stakeholder

Review/FeedbackDelivery / “Release”

of the Product

SCRUM Retrospective

Team dialog Stop/Start/Continue

Continual Iterative Process to Deliver Incremental Value

Agile Projects have…ObjectivesBudgetResourcesScheduleDeliverablesWork ProductsCollaboration needs

Why do they push back on using PPM tools???

Ummmm, I dunno…Where’s my pizza? I have the munchies.

Assumptions/Misconceptions about Agile projects• They need to be managed differently than

traditional waterfall projects• They don’t need to be managed, only done• They require different PM tools (or no PM

tools at all!)• Creating outputs, not managing the project,

is the most important factorAccording to SEI, as many Agile projects fail as

SDLC/Waterfall projects!! So why is the thinking so different???

The Missing LinkEnvironments & Connectivity!

Agile Development Teams

Project Management TeamsStructure

Vs.Unstructure

d

Developersvs.

Managers

All have the same

goals!

Two Approaches to Agile PPMAlignment is possible in both scenarios!

Two systems (PPM, Dev suite)Information shared manually

Disconnected

Two systems (PPM, Dev suite)Information alignment

Connected

Scenario 1: ConnectedPPM system dynamically linked to Dev suite

Work items/stories initiate in Dev suite, create tasks in PPM, tracked in Dev suite

PMs order work according to plan, adjust schedules

Resource utilization can be effectively tracked and reported

Connected

Scenario 1: ConnectedConnected

Scenario 1: Connected - Benefits1. Allows work to be captured where

people do their work2. Provides both sides detail required

to plan and deliver effectively3. Doesn’t overly burden Agile dev

teams away from their mission4. PM gains insight real-time into work

item status5. Reporting relevance

Requires two well-aligned systems and processes for

effectiveness

Connected

Scenario 2: DisconnectedPPM system used to create schedules, updated manually via team sessions

Work items/stories live in Dev suite

Alignment occurs via pure process

Each team works in environment comfortable to them

Doesn’t require systems integration

Disconnected

Scenario 1: DisconnectedDisconnected

Collaboration, Communication, Alignment

via meetings/conversation/other

Scenario 1: Disconnected - Benefits1. Allows work to be captured where

people work2. Provides both sides detail required

to plan and deliver effectively3. Doesn’t overly burden Agile dev

teams away from their mission4. PM gains insight real-time into work

item statusDisadvantages5. Manual cross-activity reporting6. Opportunity for inconsistent data

Disconnected

Demo – Connected Agile environment

Rob HirschmannProjility

Aligning Agile to Microsoft PPMAgile Framework How ?A product owner creates a prioritized wish list called a product backlog.

Agile / Scrum Teams here use Microsoft Team Foundation Server(TFS) to build and maintain their Product Backlogs. Each project in Project Server will have a Project Site for the storage of artifacts. Issues and Risks can also be maintained on the Project Site.

During sprint planning, the team pulls a small chunk from the top of that wish list, a sprint backlog, and decides how to implement those pieces.

TFS is used to house the Product Backlog and to select items to be included in the Sprint. Project Pro is used to manage the project schedule, which is visible to all users with access to project details via Project Server and the Project Site.

The team has a certain amount of time, a sprint, to complete its work - usually two to four weeks - but meets each day to assess its progress (daily scrum).

The developers use TFS to provide status on the specific work activities in the Sprint and the Scrum Master / PM uses Project Pro to manage the overall schedule. Other information can be stored on the Project Site.

Along the way, the Scrum Master keeps the team focused on its goal.

Notes can be stored on the Project Site

Aligning Agile to Microsoft PPMAgile Framework How ?At the end of the sprint, the work should be potentially shippable, as in ready to hand to a customer, put on a store shelf, or show to a stakeholder.

Any supporting artifacts (e.g., training materials, user guides, status reports, issues / risk logs, etc.) can be stored on the project site.

The sprint ends with a sprint review and retrospective.

The Review is a demo of capability delivered in the Sprint and the Retrospective is a lessons learned session … any notes documented from either session can be stored on the Project Site.

As the next sprint begins, the team chooses another chunk of the product backlog and begins working again.

TFS for the developers. Project Pro, Project Server and Project Site for the PM with visibility to other users (e.g., Team Members, Sponsors, etc.).

The cycle repeats until enough items in the product backlog have been completed, the budget is depleted, or a deadline arrives. Which of these milestones marks the end of the work is entirely specific to the project. No matter which impetus stops work, Scrum ensures that the most valuable work has been completed when the project ends.

Budget, schedule, deliverables, milestones … all can be managed and reported via Project Server.

Case StudyClient: Large Financial Services firmProject: Implement Project Server in support of Agile and Waterfall methods in ITScope: Pilot for Top Projects, create all reporting and trackingTeam size: 5 (3 internal FTEs, 2 Projility consultants)Approach: Disconnected, then connected once implemented successfullyTechnology: Project Server, SharePoint, Cloud hosted

The Schedule

The Approach•Established an “iterative” approach for delivery•Incorporated Agile concepts•Backlog•SCRUM Calls•Sprints

•A system walk through was performed at the end of each iteration to demonstrate functionality

Iteration Focus•Iteration 1: Minimal configuration needed to load “top ten” projects•Iteration 2: Additional configuration plus one workflow•Iteration 3: Two additional workflows plus reports•Iteration 4: Complete all reports, workflows, training and go-live

Outcomes•On time•Exceeded scope•Under budget (just a little)•Incorporated lessons learned for future phases (client and consultant)

The Solution

PlanGate

Agile Objectiv

es

Sprint Development

Release Gate

Sprint Gate

Scrum Closur

e

Product

Release

Methodol

ogy

Filter

Scrum

Agile

Waterfall

SDLC

New ProjectVision

The Project Vision is common to both methodologies

The user get trained on Pros and Cons

Then choose the EPT which has the project embedded to it

PDPs are used at each phase to collect information

Agile Process

PPM Workflow

Lessons Learned•Walk through

•Focus on the user experience•Plan at least a couple hours

•Get sign off early as you go•Define acceptance criteria for each requirement•Agile shops still have stakeholders with waterfall expectations that have to be managed

PPM and Agile – Best Practices• Trying to do all your work and deliverable

tracking in Project Server within Agile is tough

• Focus on the 2 environment approach for success

• Customizing Project Server with Agile specifics may not effectively solve the business problem

• Consider deploying PPM and Dev suite in alignment with one another (reduce rework later)

Summary• Strategic Resource Management is a

Process• You CAN address your organization’s needs• Put the process first, let the tools assist

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After the event, over 100 hours of resources; including all of the PPT decks and session videos will be available.

Q & ARob Hirschmann

Projilityrob@projility.com

Twitter: RobhProjility

© 2014 Microsoft Corporation. All rights reserved. Microsoft, Windows and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.