agile project management: breaking old software management
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Copyright 2003-2005, Rally Software Development Corp
Agile Project Management: Breaking Old Software Management ParadigmsPresented by Ryan MartensPresident & Founder, Rally SDC
Slide 2 Copyright 2003-2005, Rally Software Development Corp
Background on Speaker
∙ Ryan Martens ₋ President & Founder, Rally
Software Development Corp.₋ Former Director Product
Management, BEA Systems₋ VP Services, Avitek (Custom
Java Development Firm)₋ Director/Project Manager, BDM
Technologies (Systems Integrator)
₋ MBA, BSCE (Construction Mgmt) & Minor CS
The Most Agile Route Between Two Points
On Course On Time
Rally increases the reliability and responsiveness of software-driven
companies by enhancing development productivity and
agility
Slide 3 Copyright 2003-2005, Rally Software Development Corp
∙ What part of the software industry do you work in?
1. Software (ISV, ASP)2. Corporate (IT)3. Services (ISV,
Consultant)4. Other
∙ How many people are PMP certified?1.YES2.NO
Audience Survey
Slide 4 Copyright 2003-2005, Rally Software Development Corp
Objectives for Today
∙ Thesis: Agile Project Management is becoming a mainstream alternative to “Plan Driven” Project Management. Agile is both disciplined and innovative; it makes your team more reliable and responsive.
∙ What you will learn:₋ What does Agile look like?₋ What project management paradigms are we breaking with Agile versus Plan-Driven Development?₋ How do you get to Agile?₋ How does it change the “Day-in-the-life” of a PM?₋ How do you get started?₋ What tools and resources are available?
Slide 5 Copyright 2003-2005, Rally Software Development Corp
Agile Adoption Survey
∙ What is your current level of experience in Agile Project Management and Development?
1. Know the concept2. Learning3. Some experience on a team using it4. Active practitioner
Copyright 2003-2005, Rally Software Development Corp
What does Agile look like?
Slide 7 Copyright 2003-2005, Rally Software Development Corp
Survey of Agile Methods
∙ Dynamic System Development Method (Dane Faulkner)∙ Adaptive Software Development (Jim Highsmith)∙ Crystal (Alistair Cockburn)∙ SCRUM (Ken Schwaber)∙ XP (Kent Beck)∙ Lean Software Development (Mary Poppendieck)∙ Feature Driven Development (Jeff DeLuca)∙ Agile RUP
Slide 8 Copyright 2003-2005, Rally Software Development Corp
A Generalized Agile Process
ReleaseIteration 1 Iteration 2 Iteration 3 Iteration …
• Feature 1• Feature 2• Feature 3a
• Feature 3b• Feature 4a
• Feature 4b• Feature 5
• Feature 4c• Feature 6• Feature 7
Backlog
• Feature 8• Feature 9• ….
Slide 9 Copyright 2003-2005, Rally Software Development Corp
An Agile Iteration
Copyright 2003-2005, Rally Software Development Corp
What project management paradigms are we breaking?
Slide 11 Copyright 2003-2005, Rally Software Development Corp
What Paradigms Are We Breaking?
Culture
Measure of Success
WaterfallDevelopment Iterative Development
Iterative andIncremental
Development
ParallelDevelopment
AcceptanceTest Driven Development
Command-and-Control Leadership /Collaborative
Conformance to Plan Response to Change
Design
QA
Process
Big Design Up Front Continuous
Big Test on Backend Continuous
Agile Development
Tool Support Highly specific Fully Integrated
Slide 12 Copyright 2003-2005, Rally Software Development Corp
New Measures of Success
∙ Critical Path -------------------------∙ Work Breakdown Structure
-----------------------------------------
∙ % Complete of tasks -------------- ∙ Serial functions --------------------∙ Procedural process -----------------∙ Fixed scope -------------------------
∙ Critical Chain∙ Feature Breakdown
Structure∙ # of Features accepted∙ Parallel functions∙ Empirical time boxes∙ Fixed time and resources
Measure of Success
WaterfallDevelopment Iterative Development
Iterative andIncremental
Development
ParallelDevelopment
AcceptanceTest Driven Development
Conformance to Plan Response to Change
Process
Agile Development
Slide 13 Copyright 2003-2005, Rally Software Development Corp
Culture of Discipline and Collaboration
∙ Culture of sign-offs -----------------∙ High-level plans = Roll-up of
detailed plans ------------------------∙ Detailed Planning early ------------∙ Protect the Project Scope ----------∙ Demonstrate at End -----------------∙ Weekly PM meetings --------------
∙ Culture of learning∙ Gross estimates of backlog
create the high-level plans∙ Detailed Planning in chunks∙ Protect the Iteration Scope∙ Demonstrate every Iteration∙ Daily Stand-up meetings
WaterfallDevelopment Iterative Development
Iterative andIncremental
Development
ParallelDevelopment
AcceptanceTest Driven DevelopmentProcess
Agile Development
Culture Command-and-Control Leadership /Collaborative
Slide 14 Copyright 2003-2005, Rally Software Development Corp
Continuous Design & Test
∙ Contract with Customer ----------∙ Big Design sign off ---------------∙ Dreaded Integration phase
-------∙ Never miss Dev. Cmpt date -----∙ Work in big phases ---------------∙ Testing squeezed -----------------
∙ Partner with Customer∙ LPM Design Decisions∙ Continuous Integration∙ Never break the build∙ Work in small chunks∙ Low Features squeezed
WaterfallDevelopment Iterative Development
Iterative andIncremental
Development
ParallelDevelopment
AcceptanceTest Driven DevelopmentProcess
Agile Development
Design
QA
Big Design Up Front Continuous
Big Test on Backend Continuous
Slide 15 Copyright 2003-2005, Rally Software Development Corp
Agile Project Tooling
∙ Focus on Individuals -------------∙ Optimize the parts ----------------∙ Integrate with batch update -----∙ Manage large inventories --------∙ Un-integrated with the WBS ----∙ Visibility through manual PM
report --------------------------------
∙ Focus on the team∙ Optimize the whole∙ Tight integration∙ Manage rapid throughput∙ Manage the FBS∙ Real-time visibility up, down
and across the team
WaterfallDevelopment Iterative Development
Iterative andIncremental
Development
ParallelDevelopment
AcceptanceTest Driven DevelopmentProcess
Agile Development
Tool Support Highly specific Fully Integrated
Slide 16 Copyright 2003-2005, Rally Software Development Corp
Benefits from Implementing Agile
1. Deliver benefits early (First Iteration is demonstrable)2. Avoid significant rework by only doing just-in-time detailed
design 3. Avoid dead-end design decisions by managing with LPM
decisions and trade-off matrix4. Raise quality by moving testing forward in the process5. Become responsive by supporting scope adjustments every
iteration6. Become reliable by instituting regular heartbeats to the team7. Increase estimating accuracy by working in small chunks8. Decrease risk by always having working software9. Increase throughput via real-time visibility10. Increase team moral by dropping the “death marches.”
Copyright 2003-2005, Rally Software Development Corp
How do you get to Agile?
Slide 18 Copyright 2003-2005, Rally Software Development Corp
Four Paths to Great Software(Consistently Responsive)
Hierarchical
Agility &Innovation
Culture of DisciplineHigh
High
Low
Low
Bureaucratic Start-up
GreatOrganization
(Adapted from Collins’ Good-to-Great Matrix of Creative Discipline, 2002)
Slide 19 Copyright 2003-2005, Rally Software Development Corp
Four Paths to Great Software(Consistently Responsive)
Hierarchical
Agility &Innovation
Culture of DisciplineHigh
High
Low
Low
Bureaucratic Start-up
Agile Development
Agile Organization
Waterfall
GreatOrganization
Chaos Solo Virtuosos
(Adapted from Collins’ Good-to-Great Matrix of Creative Discipline, 2002)
Slide 20 Copyright 2003-2005, Rally Software Development Corp
Four Paths to Great Software(Consistently Responsive)
Hierarchical
Agility &Innovation
Culture of DisciplineHigh
High
Low
Low
Bureaucratic Start-up
Agile Development
Agile Organization
Path 4 – Scaling & ExtendingAgile
Path 2 – Discipline
Path 1 – Agility
Waterfall
GreatOrganization
Chaos Solo Virtuosos
Path 3 – Agility & Discipline
(Adapted from Collins’ Good-to-Great Matrix of Creative Discipline, 2002)
Slide 21 Copyright 2003-2005, Rally Software Development Corp
How Organizations Become More Responsive
*D. Anderson: Agile Software Management Accounting for Systems
Three Levers to Increase Responsiveness
Increase Throughput Shorten cycle times to speed delivery of functionality to customers
Decrease Investment Reduce inventory and the cost capture, elaboration, communication and scheduling
Decrease Operating Expense Eliminate waste to produce higher quality with less effort
Slide 22 Copyright 2003-2005, Rally Software Development Corp
Agile = Increasing Success
WaterfallDevelopment Iterative Development
Iterative andIncremental
Development
ParallelDevelopment
AcceptanceTest Driven Development
Agile Development
Risks
Cycle Time Increasing Throughput
Increasing Success
Decreasing Investment
Decreasing Operating ExpenseFeedback
Delays
DetailedInventory
Slide 23 Copyright 2003-2005, Rally Software Development Corp
Incremental and Iterative
WaterfallDevelopment Iterative Development
Iterative andIncremental
Development
ParallelDevelopment
AcceptanceTest Driven Development
Agile Development
Cycle Time
FeedbackDelays
DetailedInventory
Risks
Year + Quarters Months
Whole Project
Entire Business
Project Iteration
Phase Iteration
Across JobFunctions
AcrossPhase
Across Iteration
Slide 24 Copyright 2003-2005, Rally Software Development Corp
Incremental & Iterative Cadence
Automate Tests
Elaborate Features
Into Requirements
Dem
onstration
Iteration N Iteration N+1Iteration N-1
Detailed Iteration
Planning & D
esign
Manual Test&
Bug Fix
Develop all Features in Parallel
DevelopmentComplete
Fix Deferred Defects
ElaborateManual Tests
Slide 25 Copyright 2003-2005, Rally Software Development Corp
Parallel Development Cadence
Automate Tests
Elaborate Features
Into Requirements
Dem
onstration
Iteration N Iteration N+1Iteration N-1
Detailed Iteration
Planning & D
esign
Test & Fix
Dev Feature Priority 1
DevelopmentComplete
Fix Deferred Defects
Elab. TestsFeature 1
Test & Fix
Dev Feature Priority 2
Elab. TestsFeature 2
Test & Fix
Dev Feature Priority 3
Elab. TestsFeature 3
Slide 26 Copyright 2003-2005, Rally Software Development Corp
Acceptance Test Driven Development Cadence
Elaborate Features
Into Requirements and Test Cases
Dem
onstration
Iteration N Iteration N+1Iteration N-1
Detailed Iteration
Planning & D
esign
Dev Feature Priority 1
Auto. TestsFeature 1Dev Feature
Priority 2Auto. TestsFeature 2
Dev Feature Priority 3
Auto. TestsFeature 3
Dev Feature Priority 4
Auto. TestsFeature 4Dev Feature
Priority 5Auto. TestsFeature 5
Slide 27 Copyright 2003-2005, Rally Software Development Corp
Increasing Agility & Success
WaterfallDevelopment Iterative Development
Iterative andIncremental
Development
ParallelDevelopment
AcceptanceTest Driven Development
Agile Development
Cycle Time Year + Quarters Months
Whole Project
Entire Business
Project Iteration
Phase Iteration
FeedbackDelays
DetailedInventory
Risks
Across JobFunctions
AcrossPhase
Across Iteration
Weeks < week
Increment Feature
Increment Feature
AcrossIncrement
Across Feature
Copyright 2003-2005, Rally Software Development Corp
The “Day in the Life” of an Agile Project Manager
Slide 29 Copyright 2003-2005, Rally Software Development Corp
Customer Success Story
∙ Before₋ 8 month release, 2 month iterations
∙ Dilemma ₋ Still missing the opportunities & Iteration goals
∙ After₋ 2 week iterations exposed issues₋ Separate Patch & Support team₋ Lowered defect inventory
∙ As a results: ₋ Reliably Responsive to new opportunities
Copyright 2003-2005, Rally Software Development Corp
How do I get started?
Slide 31 Copyright 2003-2005, Rally Software Development Corp
Evolution of Agile inside a team
1. Rollover∙Implement daily stand-up meetings, create an automated build process to always be close to shippable code
2. Apply Agile Project Management (APM) practices∙Create and track a Backlog of stories, a Release, and its Iterations through to Acceptance∙Create short iterations and release small batches
3. Extend APM upstream into requirements elaboration∙Capture use cases, scenarios for richer requirements statements, and build parent-child relationships to pull testing forward∙Build tight link to the customer for feedback
4. Extend APM into test to increase quality measures∙Track test case results to story cards, manage defects from iteration to iteration∙Implement an automated acceptance testing framework
Slide 32 Copyright 2003-2005, Rally Software Development Corp
Technical Team Disciplines
1. Develop coding and naming standards2. Track remaining on tasks3. Automate the build process and share results4. Implement a Testing Framework that includes unit test,
application tests and GUI tests5. Develop a continuous integration process and server6. Move toward collective code ownership7. Cross-train through pair programming to increase flexibility,
domain knowledge and reduce risk
Slide 33 Copyright 2003-2005, Rally Software Development Corp
∙ Suggested Process₋ Internal champion₋ Suggested reading₋ Brown bag discussions₋ Guest lectures₋ Local Agile/XP user groups₋ Agile Conferences
∙ Agile Development∙ XP / Agile Universe∙ Software Development
∙ Where to start on the web₋ www.agilealliance.org
∙ Articles, events & user groups∙ Great resource for getting started
with Agile
∙ Suggested Reading₋ Home of SCRUM
www.controlchaos.com/ ₋ Agile & Iterative Development
www.craiglarman.com₋ Lean Software Development
www.poppendieck.com/ ₋ Agile Project Management
www.jimhighsmith.com/
∙ Rally Whitepaper₋ Tactical Management of Iterative
Development: Achieving Competitive Advantage, www.rallydev.com
Resources to Self-teach Agile
Slide 34 Copyright 2003-2005, Rally Software Development Corp
∙ Training Opportunities₋ Lean Manager & Practitioners
Classes∙ www.poppendieck.com/courses.ht
m₋ SCRUM Master Class
∙ www.controlchaos.com/certifiedscrum/
₋ eXtreme Programming∙ www.xprogramming.com/xpmag/
services.htm₋ Rally’s 1-day Agile Workshop
∙ Mentoring Programs₋ Individual consulting:
∙ Ken Schwaber∙ Mary & Tom Poppendieck∙ Jim Highsmith∙ Mike Cohn∙ Or see www.agilealliance.org
₋ Rally Agile Pilot Program∙ 1-day team workshop∙ Developing the Agile Management
Team∙ Delivering the first Agile iterations
Professional Help
Slide 35 Copyright 2003-2005, Rally Software Development Corp
1. Pick a date two weeks from this Friday. Call it “Iteration 1 End Date.” Schedule a demo for stakeholders.
2. Decide which feature the team will accomplish (the bite-size chunk that can be completed).
3. Define the tasks required to achieve the objective and have the team bid each task.
4. Adjust scope until it looks like it might fit. Commit.
5. Execute - Have daily standup meetings for 15 minutes.
6. Be accountable. Hold the demo exactly when planned no matter how much you have achieved.
7. Reflect on what you’ve learned.
8. Do it again.
“Just give me two weeks”
Slide 36 Copyright 2003-2005, Rally Software Development Corp
Audience Survey
∙ How many people use these Project Management Tools for planning and tracking?
1. MS-Project Stand alone2. MS-Project Enterprise (or other Project Servers)3. Spreadsheets
Slide 37 Copyright 2003-2005, Rally Software Development Corp
Tools
∙ Open Source₋ M-ASE ₋ Story Server₋ TWiki XPTrackerPlugin ₋ UserStory.NET ₋ XPlanner₋ XpCgi ₋ XPWeb ₋ XPSwiki
∙ Commercial₋ Rally ₋ AgilePlan ₋ VersionOne ₋ Iterate ₋ Scope Manager ₋ ScrumWorks ₋ DevPlanner ₋ XpPlanIt
Most co-located teams start with paper, note cards and a whiteboard
Slide 38 Copyright 2003-2005, Rally Software Development Corp
Planning an Agile Project
1. Prioritized Backlog of features with gross estimates
2. Estimate of team velocity
3. Creates Release & Iterations
4. Draft Iteration FBS5. Detailed Planning for
the next Iteration
Slide 39 Copyright 2003-2005, Rally Software Development Corp
Tracking an Agile Project
1. Complete detailed estimates & tasks
2. Rank FBS for Iteration3. Start work & update
status4. Track status of tasks,
tests & defects5. Demonstrate new
features6. Collect metrics
Slide 40 Copyright 2003-2005, Rally Software Development Corp
Report on an Agile Project
1. Remaining burn-down
2. Accepted features3. Velocity of team4. Prioritized Backlog5. Test Coverage6. Outstanding bugs7. Current Iteration
dates
Slide 41 Copyright 2003-2005, Rally Software Development Corp
Objectives for Today
∙ Thesis: Agile Project Management is becoming a mainstream alternative to “Plan-Driven” Project Management. Agile is both disciplined and innovative; it makes your team more reliable and responsive.
∙ What you learned:₋ What does Agile look like?₋ What project management paradigms are we breaking with Agile versus Plan-Driven Development?₋ How do you get to Agile?₋ How does it change the “Day-in-the-life” of a PM?₋ How do you get started?₋ What tools and resources are available?
Copyright 2003-2005, Rally Software Development Corp