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Lean & Agile Project Management

Leading Large Programs & ProjectsDr. David F. Rico, PMP, CSEP, ACP, CSM

Twitter: @dr_david_f_ricoWebsite: http://www.davidfrico.com

LinkedIn: http://www.linkedin.com/in/davidfricoFacebook: http://www.facebook.com/profile.php?id=1540017424

Dave’s Agile Articles: http://davidfrico.com/agile-message.doc

Author Background DoD contractor with 30+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe

2

Published six books & numerous journal articlesAdjunct at George Washington, UMUC, & ArgosyAgile Program Management & Lean DevelopmentSpecializes in metrics, models, & cost engineeringSix Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000Cloud Computing, SOA, Web Services, FOSS, etc.

Need for Agile Project Mgt.Intro to Agile Project Mgt.Model of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.Metrics for Agile Project Mgt.Leading for Agile Project Mgt.Summary of Agile Project Mgt.

Agenda

3

Today’s Whirlwind Environment

4

OverrunsAttritionEscalationRunawaysCancellation

GlobalCompetition

DemandingCustomers

OrganizationDownsizing

SystemComplexity

TechnologyChange

VagueRequirements

Work LifeImbalance

InefficiencyHigh O&MLower DoQVulnerableN-M Breach

ReducedIT Budgets

81 MonthCycle Times

RedundantData Centers

Lack ofInteroperability

PoorIT Security

OverburdeningLegacy Systems

ObsoleteTechnology & Skills

Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.

Traditional Projects

5

Big projects result in poor quality and scope changes Productivity declines with long queues/wait times Large projects are unsuccessful or canceled

Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill.

Size vs. Quality

DE

FEC

TS

0.00

3.20

6.40

9.60

12.80

16.00

0 2 6 25 100 400

SIZE

Size vs. Productivity

PR

OD

UC

TIV

ITY

0.00

1.00

2.00

3.00

4.00

5.00

0 2 6 25 100 400

SIZE

Size vs. Change

CH

AN

GE

0%

8%

16%

24%

32%

40%

0 2 6 25 100 400

SIZE

Size vs. SuccessS

UC

CE

SS

0%

12%

24%

36%

48%

60%

0 2 6 25 100 400

SIZE

Global Project Failures

6Standish Group. (2010). Chaos summary 2010. Boston, MA: Author.Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.

Challenged and failed projects hover at 67% Big projects fail more often, which is 5% to 10% Of $1.7T spent on IT projects, over $858B were lost

16% 53% 31%

27% 33% 40%

26% 46% 28%

28% 49% 23%

34% 51% 15%

29% 53% 18%

35% 46% 19%

32% 44% 24%

33% 41% 26%

0% 20% 40% 60% 80% 100%

1994

1996

1998

2000

2002

2004

2006

2008

2010

Year

Successful Challenged Failed

$0.0

$0.4

$0.7

$1.1

$1.4

$1.8

2002 2003 2004 2005 2006 2007 2008 2009 2010

Trill

ions

(US

Dolla

rs)

Expenditures Failed Investments

Requirements Defects & Waste

7Sheldon, F. T. et al. (1992). Reliability measurement: From theory to practice. IEEE Software, 9(4), 13-20Johnson, J. (2002). ROI: It's your job. Extreme Programming 2002 Conference, Alghero, Sardinia, Italy.

Requirements defects are #1 reason projects fail Traditional projects specify too many requirements More than 65% of requirements are never used at all

Other 7%

Requirements47%

Design28%

Implementation18%

Defects

Always 7%

Often 13%

Sometimes16%

Rarely19%

Never45%

Waste

Need for Agile Project Mgt.

Intro to Agile Project Mgt.Model of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.Metrics for Agile Project Mgt.Leading for Agile Project Mgt.Summary of Agile Project Mgt.

Agenda

8

What is Agility? A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness,

lightness, and ease of movement; To be very nimble The ability to create and respond to change in order to

profit in a turbulent global business environment The ability to quickly reprioritize use of resources when

requirements, technology, and knowledge shift A very fast response to sudden market changes and

emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery

to converge on an optimal customer solution Maximizing BUSINESS VALUE with right sized, just-

enough, and just-in-time processes and documentationHighsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.

9

What are Agile Methods?

10

People-centric way to create innovative solutions Product-centric alternative to documents/process Market-centric model to maximize business value

Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.orgRico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf

Customer Collaboration

Working Software

Individuals & Interactions

Responding to Change

valuedmore than

valuedmore than

valuedmore than

valuedmore than

Contracts

Documentation

Processes

Project Plans

Frequent comm. Close proximity Regular meetings

Multiple comm. channels Frequent feedback Relationship strength

Leadership Boundaries Empowerment

Competence Structure Manageability/Motivation

Clear objectives Small/feasible scope Acceptance criteria

Timeboxed iterations Valid operational results Regular cadence/intervals

Org. flexibility Mgt. flexibility Process flexibility

System flexibility Technology flexibility Infrastructure flexibility

Contract compliance Contract deliverables Contract change orders

Lifecycle compliance Process Maturity Level Regulatory compliance

Document deliveries Document comments Document compliance

Cost Compliance Scope Compliance Schedule Compliance

Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.Rico, D. F. (2012). Agile vs. traditional projects. Retrieved February 6, 2013, from http://davidfrico.com/tpm-vs-apm-ii.pdf

Agile Project Management

High levels of uncertainty and unpredictability

High technology projects

Fast paced, highly competitive industries

Rapid pace of technological change

Research oriented, discovery projects

Large fluctuations in project performance

Shorter term, performance based RDT&E contracts

Achieving high impact product/service effectiveness

Highly creative new product development contracts

Customer intensive, one off product/service solutions

Highly volatile and unstable market conditions

High margin, intellectually intensive industries

Delivering value at the point of sale

Traditional Project Management

Predictable situations

Low technology projects

Stable, slow moving industries

Low levels of technological change

Repeatable operations

Low rates of changing project performance

Long term, fixed price production contracts

Achieving concise economic efficiency goals

Highly administrative contracts

Mass production and high volume manufacturing

Highly predictable and stable market conditions

Low margin industries such as commodities

Delivering value at the point of plan

11

Exploratory or research/development projects When fast customer responsiveness is paramount In organizations that are highly innovative/creative

When to use Agile Methods

How do Lean & Agile Intersect?

12

Agile is naturally lean and based on small batches Agile directly supports six principles of lean thinking Agile may be converted to a continuous flow system

Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas.Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6).

Economic View

Decentralization

Fast Feedback

Control Cadence& Small Batches

Manage Queues/Exploit Variability

WIP Constraints& Kanban

Flow PrinciplesAgile Values

CustomerCollaboration

EmpoweredTeams

IterativeDelivery

Respondingto Change

Lean Pillars

Respectfor People

ContinuousImprovement

Customer Value

Relationships

Customer Pull

Continuous Flow

Perfection

Value Stream

Lean Principles Customer relationships, satisfaction, trust, and loyalty Team authority, empowerment, and resources Team identification, cohesion, and communication

Lean & Agile Practices

Product vision, mission, needs, and capabilities Product scope, constraints, and business value Product objectives, specifications, and performance As is policies, processes, procedures, and instructions To be business processes, flowcharts, and swim lanes Initial workflow analysis, metrication, and optimization Batch size, work in process, and artifact size constraints Cadence, queue size, buffers, slack, and bottlenecks Workflow, test, integration, and deployment automation Roadmaps, releases, iterations, and product priorities Epics, themes, feature sets, features, and user stories Product demonstrations, feedback, and new backlogs Refactor, test driven design, and continuous integration Standups, retrospectives, and process improvements Organization, project, and process adaptability/flexibility

Need for Agile Project Mgt.Intro to Agile Project Mgt.

Model of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.Metrics for Agile Project Mgt.Leading for Agile Project Mgt.Summary of Agile Project Mgt.

Agenda

13

Models of Agile Project Mgt.

14

Dozens of Agile project management models emerged Many stem from principles of Extreme Programming Vision, release, iteration, & learning are common

XP(2001)

Scrum(2004)

Flexible(2004)

Adaptive(2005)

Agile(2010)

User Stories

Estimating

Release Plan

Iteration Plan

Task Plan

Iterating

Release Plan

Sprint Plan

Sprinting

Daily Standup

Sprint Review

Retrospective

Visionate

Speculate

Innovate

Re-Evaluate

Disseminate

Terminate

Culture Planning

Vision Planning

Release Plan

Team Building

Iterating

Improving

Envision

Speculate

Explore

Iteration

Launch

Close

Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.


Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Created by Jim Highsmith at Cutter in 2003 Focus on strategic plans and capability analysis Most holistic agile project management framework

Innovation Lifecycle

Envision

Product Vision Product Architecture Project Objectives Project Community Delivery Approach

Speculate

Gather Requirements Product Backlog Release Planning Risk Planning Cost Estimation

Explore

Iteration Management Technical Practices Team Development Team Decisions Collaboration

Launch

Final Review Final Acceptance Final QA Final Documentation Final Deployment

Close

Clean Up Open Items Support Material Final Retrospective Final Reports Project Celebration

Iterative Delivery

Technical Planning

Story Analysis Task Development Task Estimation Task Splitting Task Planning

Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and IntegrationStory Deployment

Adapt

Focus Groups Technical Reviews Team Evaluations Project Reporting Adaptive Action

Operational Testing

Integration Testing System Testing Operational Testing Usability Testing Acceptance Testing

Development, Test, & Evaluation

Development Pairing Unit Test Development Simple Designs Coding and Refactoring Unit and Component Testing

Continuous

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Need for Agile Project Mgt.Intro to Agile Project Mgt.Model of Agile Project Mgt.

Phases of Agile Project Mgt.Scaling of Agile Project Mgt.Metrics for Agile Project Mgt.Leading for Agile Project Mgt.Summary of Agile Project Mgt.

Agenda

16

Envision Phase


Determine product vision and project objectives Identifies project community and project team The major output is a “Product Vision Box”

Envision Phase

Delivery Approach

Self-Organization Strategy Collaboration Strategy Communication Strategy Process Framework Tailoring Practice Selection & Tailoring

Project Objectives

Project Data SheetKey Business ObjectivesTradeoff MatrixExploration FactorRequirements Variability

Product Architecture

Skeleton Architecture Hardware Feature Breakdown Software Feature Breakdown Organizational Structure Guiding Principles

Project Community

Get the Right People Participant Identification Types of Stakeholders List of Stakeholders Customer-Developer Interaction

Product Vision

Product Vision Box Elevator Test Statement Product Roadmap Product Features Product Vision Document

17

Speculate Phase


Determine organizational capability/mission needs Identifies feature-sets and system requirements The major output is a “System Release Plan”

Speculate Phase

Release Planning

Project Startup Activities Assign Stories to Iterations First Feasible Deployment Estimate Feature Velocity Determine Product Scope

Risk Planning

Risk Identification Risk Analysis Risk Responses Risk Monitoring Risk Control

Product Backlog

Product Features List Feature Cards Performance Requirements Prioritize Features Feature Breakdown Structure

Cost Estimation

Establish Estimate Scope Establish Technical Baseline Collect Project Data Size Project Information Prepare Baseline Estimates

Gather Requirements

Analyze Feasibility Studies Evaluate Marketing Reports Gather Stakeholder Suggestions Examine Competitive Intelligence Collaborate with Customers

18

Explore Phase


Determine technical iteration objectives/approaches Identifies technical tasks and technical practices The major output is an “Operational Element”

Explore Phase

Team Development

Focus Team Molding Group into Team Develop Individual Capabilities Coach Customers Orchestrate Team Rhythm

Team Decisions

Decision Framing Decision Making Decision Retrospection Leadership and Decision Making Set and Delay Decision Making

Technical Practices

Reduce Technical Debt Simple Design Continuous Integration Ruthless Automated Testing Opportunistic Refactoring

Collaboration

Pair Programming Daily Standup Meetings Daily Product Team Interaction Stakeholder Coordination Customer Interactions

Iteration Management

Iteration Planning Estimate Task Size Iteration Length Workload Management Monitoring Iteration Progress

19

Adapt Phase


Determine the effectiveness of operational elements Identifies customer feedback and corrective actions The major output is a “Process Improvement Plan”

Adapt Phase

Team Evaluations

Communications Quality Team Cohesiveness Interpersonal Trust Individual Talent and Effort Team Performance/Effectiveness

Project Reporting

Scope and Quality Status Cost and Schedule Status Risk and Value Status Customer Satisfaction Status Team and Agility Status

Technical Reviews

Desk Checks/Individual Reviews Structured Walkthroughs Formal Software Inspections Quality Assurance Audits Configuration Management Audits

Adaptive Action

Release Plan Adaptations Iteration Plan Adaptations Feature Set Adaptations User Story Adaptations Task Plan Adaptations

Customer Focus Groups

Requirements Reviews Preliminary Design Reviews Critical Design Reviews Product Demonstration Reviews Acceptance Testing Reviews

20

Close Phase


Determine project outcome and effectiveness Identifies strengths, weaknesses, and rewards The major output is a “Lessons-Learned Report”

Close Phase

Support Material

Finalize Documentation Finalize Production Material Finalize Manufacturing Material Finalize Customer Documentation Finalize Maintenance Information

Final Reports

End-of-Project Reports Administrative Reports Release Notes Financial Reports Facilities Reports

Final Retrospective

Process Performance Assessment Internal Product Assessment External Product Assessment Team Performance Assessment Project Performance Assessment

Project Celebration

Individual Rewards Group Rewards Partner Rewards Managerial Rewards Product Rewards

Clean Up Open Items

Close Open Action Items Close Open Change Requests Close Open Problem Reports Close Open Defect Reports Close Open Project Issues

21

Need for Agile Project Mgt.Intro to Agile Project Mgt.Model of Agile Project Mgt.Phases of Agile Project Mgt.

Scaling of Agile Project Mgt.Metrics for Agile Project Mgt.Leading for Agile Project Mgt.Summary of Agile Project Mgt.

Agenda

22

Multi-Level Teams


Enables projects to plan for the future and present Decomposes capabilities into implementable pieces Unclogs the drainpipes to let the execution flow freely

Multi-Level Teams

Product Management Team Product Management Team

Chief Product Manager Chief Architect Product Development Manager Release Management Team members (1-2 per release team)

Release Management Team

Feature Team

Release Management Team

Product Manager Project Manager Chief Architect Feature team members (1-2 per feature team)

Feature Teams

Product Specialist (and owner) Iteration Manager Technical and product Members Development team members (1-2 per development team)

23

Multi-Level Planning


Enables multiple level enterprise plans to co-exist Allows stakeholders to build viewpoint-specific plans Ensures capabilities are delivered at regular intervals

Multi-Level Planning

Product Roadmap Product Roadmap

Enterprise architecture needs Capability focused Vision, objectives, and backlog 18 to 36 weeks

Release Plan

Iteration Plan

Release Plan

Subsystem architecture Feature set focused Strategy, objectives, and backlog 6 to 12 weeks

Iteration Plan

Component-level architecture User story focused Implementation plan, objectives, and backlog 2 to 4 weeks

24

Multi-Level Backlog


Enables multiple levels of abstraction to co-exist Allows customers and developers to communicate Makes optimum use of people’s time and resources

Multi-Level Backlog

Capabilities Capability

Mission goal or objective level High-level business or product function Also called an Epic, i.e., multiple feature sets Comprises 18-90 days worth of work

Feature Set

Cross-functional mission threads Related user stories that are grouped together Also called a Theme, i.e., implemented as an entity Comprises 6 to 30 days worth of work

User Story

Functional, system-level requirements Simple requirement written by customer or user A small unit of functionality having business value Comprises 2 to 10 days worth of work

Capability1

Capability2

Capability3

Feature Sets

Feature1

Feature2

Feature3

User Stories

Story 1 Story 4 Story 7



25

Multi-Level Coord. & Governance


Enables agile methods to scale to big programs Allows programs to coordinate functional activities Ensures optimal technical performance is achieved

26

Multi-Level Coordination & Governance

User Story Teams User Story Teams User Story Teams

Feature Set Team

Capability Team

Feature Set Team Feature Set Team

Agile Enterprise Delivery Model

Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Larman, C., & Vodde, B. (2010). Practices for scaling lean and agile development. Boston, MA: Addison-Wesley.Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.

Begins with a high-level product vision/architecture Continues with needs development/release planning Includes agile delivery teams to realize business value

27

Need for Agile Project Mgt.Intro to Agile Project Mgt.Model of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.

Metrics for Agile Project Mgt.Leading for Agile Project Mgt.Summary of Agile Project Mgt.

Agenda

28

Studies of Agile Methods Dozens of surveys of agile methods since 2003 100s of Agile and CMMI case studies documented Agile productivity, quality, and cost better than CMMI

29Rico, D. F. (2008). What is the return-on-investment of agile methods? Retrieved February 3, 2009, from http://davidfrico.com/rico08a.pdf Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.

Agile Cost of Quality (CoQ) Agile testing is 10x better than code inspections Agile testing is 100x better than traditional testing Agile testing is done earlier “and” 1,000x more often

30Rico, D. F. (2012). The Cost of Quality (CoQ) for Agile vs. Traditional Project Management. Fairfax, VA: Gantthead.Com.

Agile Cost & Benefit Analysis Costs based on avg. productivity and quality Productivity ranged from 4.7 to 5.9 LOC an hour Costs were $588,202 and benefits were $3,930,631

31Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing.

d1 = [ln(Benefits Costs) + (Rate + 0.5 Risk2) Years] Risk Years, d2 = d1 Risk Years

5

1i

Benefits of Agile Methods Analysis of 23 agile vs. 7,500 traditional projects Agile projects are 54% better than traditional ones Agile has lower costs (61%) and fewer defects (93%)

Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada.

Project Cost in Millions $

0.75

1.50

2.25

3.00

2.8

1.1

Before Agile

After Agile

61%LowerCost

Total Staffing

18

11

Before Agile

After Agile

39%LessStaff

5

10

15

20

Delivery Time in Months

5

10

15

20

18

13.5

Before Agile

After Agile

24%Faster

Cumulative Defects

625

1250

1875

2500

2270

381

Before Agile

After Agile

93%Less

Defects

32

33

Agile Performance MeasurementW

ork

(Sto

ry, P

oint

, Tas

k)or

Eff

ort

(Wee

k, D

ay, H

our)

Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)

Burndown

Wor

k (S

tory

, Poi

nt, T

ask)

or E

ffor

t (W

eek,

Day

, Hou

r)


Cumulative Flow

Wor

k (S

tory

, Poi

nt, T

ask)

or E

ffor

t (W

eek,

Day

, Hou

r)


Earned Value Management - EVMCPI

SPI

PPC

APC

Wor

k (S

tory

, Poi

nt, T

ask)

or E

ffor

t (W

eek,

Day

, Hou

r)


Earned Business Value - EBV

Need for Agile Project Mgt.Intro to Agile Project Mgt.Model of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.Metrics for Agile Project Mgt.

Leading for Agile Project Mgt.Summary of Agile Project Mgt.

Agenda

34

Agile World View “Agility” has many dimensions other than IT It ranges from leadership to technological agility The focus of this brief is program management agility

Agile Leaders

Agile Organization Change

Agile Acquisition & Contracting

Agile Strategic Planning

Agile Capability Analysis

Agile Program Management

Agile Tech.

Agile Information Systems

Agile Tools

Agile Processes & Practices

Agile Systems Development


35

Leadership Theory

36

Van Seters, D. A., & Field, R. H. (1990). The evolution of leadership theory. Journal of Organizational Change Management, 3(3), 29–45.Daft, R. L. (2011). The leadership experience. Mason, OH: Thomson Higher Education.Day, D. V., & Anbtonakis, J. (2012). The nature of leadership. Thousand Oaks, CA: Sage Publications.Northouse, P. G. (2013). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.

Many leadership theories emerged in last 100 years Many believe there is no unified theory of leadership Truth is somewhere in the midst of old and new ideas

Trait

Behavior

Contingency

Contextual

Skeptical

Relational

Charismatic

Transforming

Informational

Biological

Evolutionary

Trait

Contingency

Individual

Mind & Heart

Courage

Followership

Motivation

Communication

Team

Diversity

Vision & Culture

Emerging Leading Change

Personality

Influence

Early Behavior

Late Behavior

Operand

Situation

Contingency

Transactional

Anti-Leader

Culture

Transform

Trait

Skills

Contingency

Path-Goal

Exchange

Transforming

Servant

Authentic

Team

Gender

Culture

Integrative Future

Van Seters Northhouse Day Daft

Agile Leadership Theories

37

Numerous theories of agile leadership have emerged Many have to do with delegation and empowerment Leaders have major roles in visioning and enabling

Augustine(2005)

Pink(2009)

Denning(2010)

Poppendieck(2010)

Appelo(2011)

Organic Teams

Guiding Vision

Transparency

Light Touch

Simple Rules

Improvement

Autonomy

Alignment

Transparency

Purpose

Mastery

Improvement

Self Organizing

Communication

Transparency

Iterative Value

Delight Clients

Improvement

Talented Teams

Alignment

Systems View

Reliability

Excellence

Improvement

Empowerment

Alignment

Motivation

Scaling

Competency

Improvement

Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Penguin Books.Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education.Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.

Agile Project Leadership

38

Agile management is delegated to the lowest level There remain key leadership roles & responsibilities Communication, coaching, and facilitation key ones

Customer Communication

Product Visioning

Distribution Strategy

Team Development

Standards & Practices

Telecom Infrastructure

Development Tools

High Context Meetings

Coordination Meetings

F2F Communications

Performance Management

Facilitate selection of methods for obtaining and maintaining executive commitment, project resources, corporate communications, and customer interactionFacilitate selection of methods for communicating product purpose, goals, objectives, mission, vision, business value, scope, performance, budget, assumptions, constraints, etc.

Facilitate selection of virtual team distribution strategy to satisfy project goals and objectives

Facilitate selection of methods for training, coaching, mentoring, and other team building approachesFacilitate selection of project management and technical practices, conventions, roles, responsibilities, and performance measures

Facilitate selection of high bandwidth telecommunication products and services

Facilitate selection of agile project management tools and interactive development environment

Facilitate selection of high context agile project management and development meetings

Facilitate selection of meetings and forums for regular communications between site coordinatorsFacilitate selection of methods for maximizing periodic face to face interactions and collaborationFacilities selection of methods for process improvement, problem resolution, conflict management, team recognition, product performance, and customer satisfaction

Maholtra, A., Majchrzak, A., & Rosen, B. (2007). Leading virtual teams. Academy of Management Perspectives, 21(1), 60-70.Hunsaker, P. L., & Hunsaker, P. L. (2008). Virtual teams: A leadership guide. Team Performance Management, 14(1/2), 86-101.Fisher, K., & Fisher, M. D. (2001). The distance manager: A hands on guide to managing off site employees and virtual teams. New York, NY: McGraw-Hill.

Agile Leadership Coaching

39

Executive coaching considered latest development 100s of books on executive coaching and mentoring Well coached teams & individuals perform 10x better

Davies, R., & Sedley (2009). Agile coaching. Raleigh, NC: Pragmatic Bookshelf.Adkins, L. (2010). Coaching agile teams: A companion for scrummasters, agile coaches, and project managers in transition. Boston, MA: Addison-Wesley.

Respect. Always treat people with respect and dignity Peaceful. Be slow to speak, anger, and overreact Composed. Walk away from a situation when in doubt Space. Give space, don't crowd, and don't be pushy Patience. Be calm, cool, rational, and even-tempered Objective. Keep focus and don't escalate or exacerbate Maturity. Strive be a role model of maturity at all times Listen. Observe and wait for subtle cues to add value Guide. Gently and respectfully guide, correct, and lead

BE OPEN OBSERVE LISTEN LEARN CONNECT RESPECT PRIVACY

Agile Organizational Change

Satir, V., Banmen, J., Gerber, J., & Gomori, M. (1991). The satir model: Family therapy and beyond. Palo Alto, CA: Science and Behavior Books.Sidky, A. (2008). Becoming agile in an imperfect world. Washington, DC: Agile Project Leadership Network (APLN).

Humans can’t cope with large technological change Big changes create chaos and are resisted for years Reduce or divide the risk of change into small pieces

40

Organizational Change Models

Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.

Change, no matter how small or large, is difficult Smaller focused changes help to cross the chasm Shrinking, simplifying, and motivation key factors

41

Switch - How to Change Things When Change is Hard Influencer - The Power to Change Anything

Direct the Rider

Follow the bright spots - Clone what works Script the critical moves - Use prescriptive behaviors

Point to the destination - Focus on the end game

Motivate the Elephant

Find the feeling - Appeal to emotion

Shrink the change - Use incremental change

Grow your people - Invest in training and education

Shape the Path

Tweak the environment - Simplify the change

Build habits - Create simple recipes for action

Rally the herd - Get everyone involved

Make the Undesirable Desirable Create new experiences - Make it interesting Create new motives - Appeal to sensibility

Surpass your Limits Perfect complex skills - Establish milestones Build emotional skills - Build maturity and people skills

Harness Peer Pressure Recruit public personalities - Involve public figures Recruit influential leaders - Involve recognized figures

Find Strength in Numbers Utilize teamwork - Enlist others to help out Enlist the power of social capital - Scale up and out

Design Rewards and Demand Accountability Use incentives wisely - Reward vital behaviors Use punishment sparingly - Warn before taking action

Change the Environment Make it easy - Simplify the change Make it unavoidable - Build change into daily routine

Need for Agile Project Mgt.Intro to Agile Project Mgt.Model of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.Metrics for Agile Project Mgt.Leading for Agile Project Mgt.

Summary of Agile Project Mgt.

Agenda

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Agile Adoption

43House, D. (2012). Sixth annual state of agile survey: State of agile development. Atlanta, GA: VersionOne.

VersionOne found 80% using agile methods today Most are using Scrum with several key XP practices Lean-Kanban is a rising practice with a 24% adoption

ContinuousIntegration

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Agile Proliferation

Scrum Alliance. (2012). Scrum certification statistics. Retrieved February 6, 2013, from http://www.scrumalliance.org/resource_download/2505Taft, D. K. (2012). Agile developers needed: Demand outpaces supply. Foster City, CA: eWeek. 44

Number of CSMs have doubled to 200,000 in 2 years 558,918 agile jobs for only 121,876 qualified people 4.59 jobs available for every agile candidate (5:1)

Agile Industry Case Studies 80% of worldwide IT projects use agile methods Includes regulated industries, i.e., DoD, FDA, etc. Agile now used for safety critical systems, FBI, etc.

45

Industry

ShrinkWrapped

ElectronicCommerce

HealthCare

LawEnforcement

Org 20 teams 140 people 5 countries

Size

15 teams 90 people Collocated 4 teams 20 people Collocated 10 teams 50 people Collocated 3 teams 12 people Collocated

U.S.DoD

Primavera

Google

Stratcom

FBI

FDA

Project

Primavera

Adwords

SKIweb

Sentinel

m2000

Purpose

ProjectManagement

Advertising

KnowledgeManagement

Case FileWorkflow

BloodAnalysis

1,838 User Stories 6,250 Function Points 500,000 Lines of Code

Metrics

26,809 User Stories 91,146 Function Points 7,291,666 Lines of Code 1,659 User Stories 5,640 Function Points 451,235 Lines of Code 3,947 User Stories 13,419 Function Points 1,073,529 Lines of Code 390 User Stories 1,324 Function Points 105,958 Lines of Code

Rico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean Enterprise Software and Systems, Helsinki, Finland, 37-43.

Agile vs. Traditional Success Traditional projects succeed at 50% industry avg. Traditional projects are challenged 20% more often Agile projects succeed 3x more and fail 3x less often

Standish Group. (2012). Chaos manifesto. Boston, MA: Author.

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Agile Traditional

Success42%

Failed9%

Challenged49%

Success14%

Failed29%

Challenged57%

Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Institute. 47

Study of 15 agile vs. non-agile Fortune 500 firms Based on models to measure organizational agility Agile firms out perform non agile firms by up to 36%

Benefits of Organizational Agility

Agile Recap Agile methods DON’T mean deliver it now & fix it later Lightweight, yet disciplined approach to development Reduced cost, risk, & waste while improving quality

48Rico, D. F. (2012). What’s really happening in agile methods: Its principles revisited? Retrieved June 6, 2012, from http://davidfrico.com/agile-principles.pdfRico, D. F. (2012). The promises and pitfalls of agile methods. Retrieved February 6, 2013 from, http://davidfrico.com/agile-pros-cons.pdfRico, D. F. (2012). How do lean & agile intersect? Retrieved February 6, 2013, from http://davidfrico.com/agile-concept-model-3.pdf

What How ResultFlexibility Use lightweight, yet disciplined processes and artifacts Low work-in-process

Customer Involve customers early and often throughout development Early feedback

Prioritize Identify highest-priority, value-adding business needs Focus resources

Descope Descope complex programs by an order of magnitude Simplify problem

Decompose Divide the remaining scope into smaller batches Manageable pieces

Iterate Implement pieces one at a time over long periods of time Diffuse risk

Leanness Architect and design the system one iteration at a time JIT waste-free design

Swarm Implement each component in small cross-functional teams Knowledge transfer

Collaborate Use frequent informal communications as often as possible Efficient data transfer

Test Early Incrementally test each component as it is developed Early verification

Test Often Perform system-level regression testing every few minutes Early validation

Adapt Frequently identify optimal process and product solutions Improve performance

Conclusion

49

Agility is the evolution of management thought Confluence of traditional and non-traditional ideas Improve performance by over an order of magnitude

“The world of traditional project management belongs to yesterday”“Don’t waste your time using traditional methods on 21st century projects”

Agile methods are …

Systems development approachesNew product development approachesExpertly designed to be fast and efficientIntentionally lean and free of waste (muda) Systematic highly-disciplined approachesCapable of producing high quality systemsRight-sized, just-enough, and just-in-time tools

Scalable to large, complex mission-critical systems Designed to maximize business value for customers

Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.

Books on ROI of SW Methods Guides to software methods for business leaders Communicates business value of software methods Rosetta stones to unlocking ROI of software methods

http://davidfrico.com/agile-book.htm (Description) http://davidfrico.com/roi-book.htm (Description)

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