agile project management - everything you wanted to know but were too afraid to ask

The road to

Agile Project Management

Adrian Pyne

Pyne Consulting l

About Adrian...... • Organisation culture development

• Coaching and mentoring

• Collaboration

• Professional Services build and management

• Business Transformation programme delivery and rescue

• Portfolio, programme and project management capability development

• Enterprise PMO design/build/operate

• Intelligent Client model development

• Member of APM approx. 20 years

• APM Audit Committee

• Frequent speaker , conference chair and blogger

• Cabinet Office White Paper

• OGC: MSP, P3M3 & Portfolio Mngt review panels

• APM – Intro to Programme Mngt & Portfolio Mngt

• The Gower Handbook of Programme Management

• APM Registered Project Professional and Assessor 2

Pyne Consulting l Applied Impact Technology 3

Pyne Consulting l

The value of Agile and how to achieve it

The principles of Agile and agile thinking

The agile camel

What an agile culture and environment

looks like

The wreckage of agile projects

Avoiding the rocky road

Content

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The value of Agile(?)

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The value of Agile

"Vercingetorix Throws Down His Arms at the Feet of Julius Caesar", 1899, by Lionel Noel Royer

http://en.wikipedia.org/wiki/Lionel_Royer

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The value of Agile

• PWC report – 3rd Global survey on the state of project management:

Project success rates 59% with agile approaches. ~ 30-40% without

• PMI Pulse of the Profession 2012:

Organisations with the best initiative success rates were agile.

• UK Government ICT Strategy 2011 and Digital Strategy 2012

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The value of Agile:

Myths of Agile number 1

Agile is a magic bullet

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The Principles of Agile The Agile Manifesto - 2001

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's

competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter

timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to

get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face

conversation.

Working software is the primary measure of progress.

Agile processes promote sustainable development. The sponsors, developers, and users should be able to

maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour

accordingly.

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The Principles of Agile

Satisfy the customer, produce outcomes that result in benefits

Embrace changing requirements

Provide an environment for success that is sustainable

Collaborative behaviours based on Trust

Keep it simple

At regular intervals – reflect, learn and adjust

Steve Messenger

Chair: DSDM Consortium


The Agile camel:


Scrum is a project management method

Galileo


The Agile camel:

One hump or two?

Bactrian camel

Agile

Development

method

Agile

Project

Management

approach

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Prepare for operational readiness

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The agile camel:

Agile PM and Agile Development

Start a

project

Manage

stage

boundaries

Control

a stage

Initiate a

project

Direct a project

Close a

project

Manage product delivery

Sprint 3

Operate

the

capability

Project planning

Sprint 2 Sprint 1 Inte

gra

tion

Establish

Backlog


The Agile camel:


There is such a thing as Agile Project Management

Why would a professional PM do more than they

needed to?

Good project management is agile?

Discuss…………………..


What an agile culture and

environment looks like:


Agile cannot work in my organisation


Agile is only for software engineering

�Agile doesn’t scale to large systems

„Agile doesn't use project management

„Agile doesn't have any requirements

„Agile requires a traditional system architecture

„Agile doesn't have any documentation

„Agile isn't disciplined or measurable

„Agile has low quality, maintainability, and security

Here be

dragons!

Agile cannot work in my organisation

Well here is how it can……….


environment looks like:

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Organisation Culture

Vision

Strategy

Technology

Process Policies

Values Organisation

Rules

Behaviours

Symbols

Relationships

Perceptions

Beliefs

Assumptions

Unwritten rules

Common practice

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environment looks like What needs to be overcome?

Non-agile organisation culture

– Lack of flexibility

– Non-release of operational resources

– Lengthy decision making, e.g. change

– Resistance to Matrix working

– Top down governance

– Lack of Trust and empowerment

– Very risk averse – loathing of uncertainty

Gathering organisational anti-bodies to anything new in the culture

And some people simply get it wrong……



environment looks like

Organisational agility normally stated in terms of changing markets

But what IS organisation agility?

– Trusted organisation

– Adaptive operating model – i.e. not too centralised

– Devolved governance

– P3 embedded in business operations

– Continuous learning is embedded

– Self-organising teams and people

– Collaborative culture

– Leadership tolerant of ambiguity

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But we’re agile…….

Silver bullet or poisoned apple?

Agile as the wrong tool

Agile head, but not heart – no agile mindset

Self-organisation leads to constant escalation

Fear / lack of confidence / lack of delegation

Taking the eye of the ball

Are you providing a clear picture or a Rorschach picture

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© www.wallpoper.com

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Avoiding the rocky road:

What an agile project looks like

© Aunty Beeb

E.g.

• Iterative working

• Clear purpose

• Good and clear leadership

• Focus on delivery


What an agile project looks like

An agile friendly landscape

An adaptive and flexible project manager

Collaboration

High level requirements – you have to be able to start somewhere

Prioritised requirements

Lean decision making, e.g. for Changes

Document…..just enough

Constantly watches the bow wave

Constantly planning

Constantly learning

Constantly watching the sky ahead



Implementing Agile successfully I want to run an Agile project

See links on final slide


I want to run an Agile project

• And that is just one agile project


Implementing Agile successfully


1. Leadership (“C” level) must GET the value of agile

2. Leadership driving sustained change

3. Run it as a Change Programme

4. Its is culture change so remember the Iceberg

5. Think People, Process and Tools

People

ToolsProcess

Building an organisation fit for agile thinking projects



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1. Lead through inspiration, care and Trust

2. Open Minds, Make the Change, Embed the Change

3. Work with your environment

4. Understand what can stop you being successful

5. Know and communicate the purpose of the Change

6. Recombine and re-use

7. Prepare for delivery AND for operations.

8. Be flexible and adapt, e.g. plan, measure and adjust

9. Ensure people know what they are to do, where they fit and how they can work

10. Build a confident and professional team


Adrian’s Tactics for Change

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Don’t throw the baby out with the bathwater

Re-combine and re-use


Overcoming the Barriers to Change

Eric Abrahamson - Creative Recombination

people

networks (social not IT)

culture

processes

structure

Eric Abrahamson: Change Without Pain

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Pyne Consulting l 1. Increase urgency

Kotter’s 8 Step change model

2. Build guiding teams

3. Get the vision right

4. Communication for buy-in

5. Enable action

6. Create short-term wins

7. Don’t let up

8.Make it stick

Create a

Climate for

change

Engaging and

enabling the

organisation

Implementing and

sustaining change

Open Minds,

Make the Change,

Embed the Change


Sustaining Change

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Leadership must GET agile

Leadership to establish an agile friendly organisation

Persuade stakeholders so that they GET agile working

Define your goals for agile working

Determine how far agile needs to penetrate

Define who needs to be agile, and help them be so

Define how business processes need to change

Define what technology can help, and/or needs to change

Be an agile leader

People

ToolsProcess

Building an organisation fit for agile projects

Pyne Consulting l

The value of Agile and how to achieve it

The principles of Agile and agile thinking

The agile camel

What an agile culture and environment

looks like


Avoiding the rocky road

Content

31

Pyne Consulting l

Thank you

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Pyne Consulting l

[email protected]

Links

http://www.apm.org.uk/blog/agile-thinking-projects-thinking-out-process-box

http://www.apm.org.uk/news/transformational-change-what-do-and-yellow-brick-road

I want to run an agile project parts 1 and 2:

http://www.youtube.com/watch?v=4u5N00ApR_k

http://www.youtube.com/watch?v=lAf3q13uUpE

Brian Wernham

http://www.amazon.com/Agile-Project-Management-Government-Wernham/dp/0957223404































http://www.youtube.com/watch?v=lAf3q13uUpE











agile project management - everything you wanted to know but were too afraid to ask

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