agile project management
DESCRIPTION
Presentation done during the European Master in Project Management. 23rd of October 2010TRANSCRIPT
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
A
L
U
E
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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
r
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t
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M
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e
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Specific Area Global
EFQM
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Methodologies
Based on Agile
P
r
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t
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c
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M
o
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l
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