Contenu connexe Similaire à Deliver Projects On Time, Every Time (20) Deliver Projects On Time, Every Time1. Deliver Projects On Time, Every
Time!
(Applying PMBOK Guide to Agile
Software Development)
®
Ken Whitakerı
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Are You in the Right Class?
§ There appears to be a gap …
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2. Are You in the Right Class?
§ This seminar is designed to bridge that gap
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Deliver Projects On Time, Every
Time!
(Applying PMBOK Guide to Agile
Software Development)
®
Ken Whitakerı
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Reserved.
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Deliver Projects On Time, Every Time- AM 2
3. Background
Ken Whitaker, PMP, CSM
§ Over 25 years of software leadership
experience
§ Speaker at dozens of software industry events
§ Creator of Software Success
“Delivery of On-time, Bug-Free Software” US/
Canadian tour
§ Project Management Professional (PMP)®
§ Certified ScrumMaster
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Background
Ken Whitaker, PMP, CSM
§ Author of Managing Software
Maniacs (J Wiley & Sons)
§ Author of Principles of
Software Development
Leadership
(Course Technology PTR)
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4. Drawing For a Free Book!
Leave your business card on the back table.
One free copy of Managing Software Maniacs
will be given away at the end of the class!
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Drawing For a Free Book!
Leave your business card on the back table.
One free copy of Managing Software Maniacs
will be given away at the end of the class!
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Reserved.
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5. Legal Stuff …
Leading Software Maniac Marks
Applying Project Management Principles to Software Development
Leadership, Principles of Software Development Leadership, 4Ps,
Leading Software Maniacs, Soft-Audit, jus’ e’nuff, Nerd Herd Game, the
4Ps logo, the Leading Software Maniacs logo, and the Nerd Herd Game
logo are marks of Leading Software Maniacs, LLC.
Project Management Institute Marks
PMI, PMP, PMBOK, the PMI logo, and the PMI Registered Education
Provider logo are registered marks of the Project Management Institute,
Inc.
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Reserved.
One simple question…
What do you want to learn today?
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16
Deliver Projects On Time, Every Time- AM 5
6. Agenda
Morning
§ Is a New Process Methodology Needed?
§ Align to Your Company Vision
§ Introduction to Agile Thinking
§ Overview of the Agile Workflow
§ What Have We Learned?
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Agenda
Afternoon
§ How the Scrum Workflow Really Works
§ Define Project Scope the First Time
§ Successfully Transition to an Agile Organization
§ What Have We Learned?
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7. Agenda
Morning
§ Is a New Process Methodology Needed?
§ Align to Your Company Vision
§ Introduction to Agile Thinking
§ Overview of the Agile Workflow
§ What Have We Learned?
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Reserved.
Is a New Process Methodology
Needed?
Topics:
§ Statistics You May Not Want to Know About
§ The Importance of Process
§ Is Waterfall All That Bad?
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8. Is a New Process Methodology
Needed?
Disclaimer
This class is not a ScrumMaster
Certification class!
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Is a New Process Methodology
Needed?
Disclaimer
This class is
Sooo, if that’s what not a ScrumMaster
you thought—pack
Certification class!
your bags and
GIT OUT!
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9. Is a New Process Methodology
Needed?
Statistics You May Not Want to Know About
§ Was your project successful?
Succeeded
29%
Failed
18%
Challenged
53%
CHAOS 2004 Resolution of Projects survey results (The Standish Group)
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Is a New Process Methodology
Needed?
Statistics You May Not Want to Know About
§ Key impacts from project failure
1. Restarts
2. Cost overruns
3. Time overruns
CHAOS 2000 survey results (The Standish Group)
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10. Is a New Process Methodology
Needed?
Statistics You May Not Want to Know About
§ Do large projects and large software companies
(with lots of resources) predict success?
Project Size
People
Time (in Months) Success Rate
< $750K
6
6
55%
$750K to $1.5M
12
9
33%
$1.5M
25
12
25%
> $10M
500
36
0%
CHAOS 2000 survey results (The Standish Group)
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Is a New Process Methodology
Needed?
Statistics You May Not Want to Know About
§ And, there’s more …
§ Requirements change about 25% of the time
… talk about being set up for failure!
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11. Is a New Process Methodology
Needed?
Statistics You May Not Want to Know About
§ Over 50% of requested features aren’t even used
Could this
be an
example of
the 80/20
rule?
Always
7%
Often
13%
Never
45%
Sometimes
16%
Rarely
19%
Jim Johnson, XP 2002 requested feature survey results (The Standish Group)
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Is a New Process Methodology
Needed?
The Importance of Process
§ PMI® provides guidance for process
management
§ About 300,000 project managers belong to PMI
§ Many are in the technology (software) world …
… and struggling with embracing agile concepts
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12. Is a New Process Methodology
Needed?
The Importance of Process
§ How many of you belong to PMI®?
§ PMI has worldwide recognition
§ How many of you that belong to PMI are
Project Management Professional (PMP)®
certified?
§ The PMBOK ® Guide is the key reference of PMI
and for PMP® certification
§ PMBOK ® Guide updated every four years
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Is a New Process Methodology
Needed?
The Importance of Process
§ Project Management
The application of knowledge, skills, tools, and
techniques to project activities to meet project
requirements
§ Project Management System
The set of tools, techniques, methodologies,
resources, and procedures used to manage a
project
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13. Is a New Process Methodology
Needed?
Two class types of projects
§ Predictive
§ Adaptive
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Is a New Process Methodology
Needed?
The Importance of Process
§ Definitive guide for project best practices
§ Divided into nine knowledge areas
Integration
Scope
Time
Cost
Quality
Human
Resources
Communications
Risk
Procurement
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14. Is a New Process Methodology
Needed?
The Importance of Process
§ Five distinct, sequenced process groups
Process Groups
Initiating
Planning
Executing
Monitoring &
Controlling
Closing
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Is a New Process Methodology
Needed?
The Importance of Process
§ Each knowledge area defines processes
Process Groups
Implementation
Initiating
Planning
Executing
Monitoring &
Controlling
Closing
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15. Is a New Process Methodology
Needed?
Best Practice
§ Every project manager and every software
manager should:
§ Join PMI®
§ Become Project Management Professional
(PMP)® certified
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Is a New Process Methodology
Needed?
The Importance of Process
§ A process should provide predictability
§ Repeatable set of steps
§ Guidance for the team (rules of engagement)
§ Clear roles and responsibilities
§ Produces results that deliver quality projects
on time
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16. Is a New Process Methodology
Needed?
Famous Last Words
§ A not-so-famous marketing consultant said
“Any software development team can get by
without a process once …
… but they’ll always get beaten by a competitor
with a process in the long run.”
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Is a New Process Methodology
Needed?
Is Waterfall All That Bad?
§ A
logical,
ordered
set of
steps
Requirements
Design
Detailed Design
Coding & Debugging
Testing &
Documentation
Release
Time
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17. Is a New Process Methodology
Needed?
Is Waterfall All That Bad?
§ Highlights
Feature
Description
Specifications
Well-defined requirements and specifications
Schedules
Laid out usually to a specific date (desired)
Sequence of Events
One process after another (mostly)
Adaptable to Change Not at all, any change usually slips the schedule
Easy to Understand
Yes, especially to non-technical stakeholders
Involve Customers
Near the end of a project (or with a beta program)
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Is a New Process Methodology
Needed?
Waterfall projects encounter risks
late in a project’s life cycle
Risk Impact
Is Waterfall All That Bad?
§ There’s
the
impact
of
risk…
Waterfall
Time
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Deliver Projects On Time, Every Time- AM 17
18. Is a New Process Methodology
Needed?
Is Waterfall All That Bad?
§ According to Steve McConnell’s Rapid
Development, there are waterfall variations
§ Sashimi waterfall
§ Waterfall with subprojects
§ Also, jot down how much time you and your
team dedicate to meetings per week on a
typical project?
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Is a New Process Methodology
Needed?
Is Waterfall All That Bad?
§ According to Agile & Iterative Development, the
waterfall method has some real deficiencies
1. Users aren’t always sure what they want …
… and once they see the work, they’ll want
it changed
2. Details usually come out during the work
3. Forcing up-front specs are rarely accurate
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19. Is a New Process Methodology
Needed?
Is Waterfall All That Bad?
§ Final thoughts
§ Waterfall is a long series of consecutive steps
… that appear disconnected
§ Handoffs are typically sloppy
§ Success seems far, far away
§ Integration and late testing introduce risk
§ In practice, schedules are rarely predictable
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Agenda
Morning
§ Is a New Process Methodology Needed?
§ Align to Your Company Vision
§ Introduction to Agile Thinking
§ Overview of the Agile Workflow
§ What Have We Learned?
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Deliver Projects On Time, Every Time- AM 19
20. Align to Your Company Vision
Topics:
§ Partner with Product Management
§ Introducing the Decision Pyramid
§ Clearly Define the Project Charter
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Align to Your Company Vision
Project Integration Management Knowledge Area
§ How important is setting the vision at project
initiation?
Process Groups
Implementation
Initiating
Planning
Execution
Monitoring &
Controlling
Closing
Develop Project
Charter
Develop Project
Management
Plan
Direct and
Manage Project
Execution
Monitor and
Control Project
Work
Close Project or
Phase
…
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21. Align to Your Company Vision
Partner with Product Management
§ Close collaboration required
Project
Management
Product
Management
Development
Management
The “Boss” (Customer)
The Project Team
Clear ownership of the
Specification (the
WHAT)
Clear ownership in
building of the product
(the HOW)
Collaboration is required!
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Align to Your Company Vision
Partner with Product Management
§ Frequent interactions assume:
§ Many decisions throughout life cycle
§ Unified overall roadmap
§ Success requires collaborating
§ Roles will blend and sometimes cross over
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22. Align to Your Company Vision
Partner with Product Management
§ Deciding which features are in scope
Out of Scope
Possibly In Scope
E
In Scope
A
C
B
D
J
G
F
H
I
L
M
K
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Align to Your Company Vision
Introducing the Decision Pyramid
§ Let’s group Stakeholders into decision makers
(“decisionakers”)
Decisionaker
Description
Company
Most concerned about the business
Employee
The team producing the product or service
Customer
Users and resellers
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Deliver Projects On Time, Every Time- AM 22
23. Align to Your Company Vision
Introducing the Decision Pyramid
§ Story Time…
§ Probability of failure
§ Decision to attempt all features
§ It didn’t go quite as expected
§ What was the decision criteria?
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Align to Your Company Vision
Movie Time
Excerpt copyright © 1990, 20th Century Fox, Miller’s Crossing. Joel and Ethan Coen.
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Deliver Projects On Time, Every Time- AM 23
24. Align to Your Company Vision
Introducing the Decision Pyramid
§ Define how decisions are to be prioritized
#1 Decisionaker – the King of the
Mountain, who generally makes the
decision?
1
Company
?
#2 -- Who is next most
important if the #1 group can’t
decide?
2
Employee
Customer
3
#3 – Last but definitely not least,
Who provides the foundation that
everyone relies on (when #1 and
#2 can’t decide)?
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Align to Your Company Vision
Introducing the Decision Pyramid
§ So what does your Decision Pyramid look like?
1
Company
?
2
Employee
Customer
3
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25. Align to Your Company Vision
Introducing the Decision Pyramid
§ Here’s a sample Decision Pyramid that works
Customer
1
2
Company
3
Employee
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Align to Your Company Vision
Best Practice
§ Keep decision criteria simple and intuitive
§ Consistently apply Decision Pyramid
methodology
§ Remind the staff by reinforcing how decisions
are made
§ Take a lesson from Guy Kawasaki: “Make
meaning, not money.”
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Deliver Projects On Time, Every Time- AM 25
26. Deliver Projects On Time, Every
Time!
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Align to Your Company Vision
Clearly Define the Project Charter
§ How many of you start a project with a Project
Charter document?
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Deliver Projects On Time, Every Time- AM 26
27. Align to Your Company Vision
Clearly Define the Project Charter
§ What it is
Provides the initial requirements to formally
authorize a project
§ Who benefits
Every Stakeholder knows what the project is all
about
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Align to Your Company Vision
Clearly Define the Project Charter
§ What is the output?
§ Designate a project manager
§ Provide information
§ Objectives are set
§ Results in the sponsor funding the project
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Deliver Projects On Time, Every Time- AM 27
28. Align to Your Company Vision
Clearly Define the Project Charter
§ What does it include?
§ Clarification of the business need
§ Justification for the project
§ Defines market requirements
§ Briefly describes the product or service
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Align to Your Company Vision
Best Practice
§ According to the PMBOK
®
Guide:
There is no project
if there is no Project Charter.
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Deliver Projects On Time, Every Time- AM 28
29. Agenda
Morning
§ Is a New Process Methodology Needed?
§ Align to Your Company Vision
§ Introduction to Agile Thinking
§ Overview of the Agile Workflow
§ What Have We Learned?
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Reserved.
Introduction to Agile Thinking
Topics:
§ Quick Agile History Lesson
§ Developing Quality Products the Agile Way
§ Case Studies
§ Why Focus is So Critical
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30. Introduction to Agile Thinking
§ Quick Agile History Lesson
§ Started in 1986 with Fuji, Honda, Canon, …
… decided to build products differently
1. Small, cross-functional teams
2. Work is timeboxed (fail early, fail quick)
3. Adapt to change along the way
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Introduction to Agile Thinking
§ Quick Agile History Lesson
§ Result: got to market faster, Japan shook its
“Made in Japan” stigma
§ Where did this concept came from anyway?
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31. Introduction to Agile Thinking
Quick Agile History Lesson
§ Inspired by W.
Edwards Deming
(an American!)
§ Belief that designed-in
quality development
requires frequent
P-D-S-A cycles
Plan
Do
Act
Study
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Introduction to Agile Thinking
Quick Agile History Lesson
§ In 2001, a software development workshop
coined the term “agile”
§ A number of competing agile software
methodologies were developed
Agile
Less structured,
more adaptable
Ad hoc
Scrum
XP
Waterfall
More structured,
less adaptable
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32. Introduction to Agile Thinking
Quick Agile History Lesson
§ Agile Alliance’s “The Agile Manifesto”
emphasizes time and team efficiency
Key Agile Principles
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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Introduction to Agile Thinking
Quick Agile History Lesson
§ Scrum is not an acronym, but a Rugby term
§ Ken Schwaber and Jeff Sutherland created it
through evolution on aScrum isn’t just
real project
for
§ Formed the Scrum Alliancesoftware
and …
development,
neither!
… formalized Certified ScrumMaster training
§ Over 40,000 trained to date
§ Scrum is a key part of the “agile family”
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Deliver Projects On Time, Every Time- AM 32
33. Introduction to Agile Thinking
Developing Quality Products the Agile Way
§ Certified ScrumMasters act as project
managers, but they report to the team
§ Customer (user) provides the guidance
§ Fixed timeboxed delivery (no exceptions)
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Introduction to Agile Thinking
Developing Quality Products the Agile Way
§ Self-managed teams, minimal bureaucracy
§ Quality tests validate product along the way
§ Co-located and focused, focused, focused, …
§ Frequent communication and transparency
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Deliver Projects On Time, Every Time- AM 33
34. Introduction to Agile Thinking
Developing Quality Products the Agile Way
§ The Triple Constraint
is a popular PMBOK ®
Scope
Guide concept ...
... with dependent
relationships between
Quality
scope, cost, and time
Cost
Time
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Introduction to Agile Thinking
Developing Quality Products the Agile Way
§ When the feature
set (scope) expands
Expand feature set
Scope
or the effort takes
longer
than expected ...
Quality
... cost and time
expand
Cost
Cost
... not good!
Time
Time
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Deliver Projects On Time, Every Time- AM 34
35. Introduction to Agile Thinking
Developing Quality Products the Agile Way
§ But with agile, the
Triple Constraint
Cost
Scope
is turned upside down
§ Scope (feature set) is
Quality
driven by predefined
Quality
budget (cost)
and schedule (time)
Cost
Time
Scope
Time
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Introduction to Agile Thinking
Developing Quality Products the Agile Way
§ Using the Scope Management knowledge area
Process Groups
Implementation
Initiating
Planning
Executing
Monitoring &
Controlling
Collect
Requirements
Verify Scope
Define Scope
Closing
Control Scope
Create WBS
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Deliver Projects On Time, Every Time- AM 35
36. Introduction to Agile Thinking
Developing Quality Products the Agile Way
Risk
Impact
Agile projects attack
risks early
Waterfall
Agile
Time
… and risks steadily
decrease near release
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Introduction to Agile Thinking
Risk
Impact
Developing Quality Products the Agile Way
Waterfall
Agile
Time
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Deliver Projects On Time, Every Time- AM 36
37. Introduction to Agile Thinking
Developing Quality Products the Agile Way
§ Risk Management knowledge area
Process Groups
Implementation
Initiating
Planning
Executing
Plan Risk
Management
Monitoring &
Controlling
Closing
Monitor and
Control Risks
Identify Risks
...
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Introduction to Agile Thinking
Case Studies
§ Nokia
§ Patient Keeper
§ Symantec
§ Salesforce.com
§ Real Software
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Deliver Projects On Time, Every Time- AM 37
38. Introduction to Agile Thinking
Why Focus is So Critical
§ Habit is to multitask your senior staff
§ According to Peopleware, you are at your best
when you reach “flow”
§ According to Slack, immersion (or “emotional
inertia”) is what your want
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Introduction to Agile Thinking
Exercise
§ Open your workbook and make 3 columns like
Integers
Letters (A, z)
Roman
this:
1
A
I
…
…
…
26
Z
XXVI
§ You have 30 seconds to fill across the table
§ Ready?
§ Go!
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39. Introduction to Agile Thinking
Exercise
§ Open your workbook and make 3 columns like
Integers
Letters (A, z)
Roman
this:
1
A
I
…
…
…
26
Z
XXVI
§ You have 30 seconds to fill down the table
§ Ready?
§ Go!
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Introduction to Agile Thinking
Just the Facts
§ You can measure this with this simple formula:
E-factor % =
Uninterrupted hours
Body-present hours
§ For example if you have 6 uninterrupted hours
out of 8, your E-factor is 75%
§ If one person’s E-factor is 25% and another is
50% ...
… the first worker has to work twice as hard
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40. Introduction to Agile Thinking
Why Focus is So Critical
§ According to Tom DeMarco’s Slack, balancing
too many tasks carries a price!
Hours of Producrtivity
Software Developer
Productivity
7
6
5
4
3
2
1
0
A steady decline in
available time (not
to mention lack of
focus)
1
2
3
4
5
Projects Task Switching Per Day
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Introduction to Agile Thinking
Why Focus is So Critical
§ Focus with the Human Resource knowledge area
Process Groups
Implementation
Initiating
Planning
Execution
Develop Human
Resource Plan
Monitoring &
Controlling
Closing
Acquire Project
Team
Develop Project
Team
Manage Project
Team
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41. Introduction to Agile Thinking
Why Focus is So Critical
§ Impact of excessive multitasking
§ Unhappy workers
§ Not living up to full potential
§ Costs more
§ Impacts the team
§ Let’s take just 1 minute and brainstorm …
… What can you do to improve a team’s focus?
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Deliver Projects On Time, Every
Time!
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42. Agenda
§
§
§
§
§
Is a New Process Methodology Needed?
Align to Your Company Vision
Introduction to Agile Thinking
Overview of the Agile Workflow
What Have We Learned?
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Overview of the Agile Workflow
Topics:
§ Key Agile Roles
§ The Agile Project Manager
§ Introduction to XP
§ Basic Scrum
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43. Overview of the Agile Workflow
Key Agile Roles
§ Product Owner: Ultimately responsible for the
project’s success
§ ScrumMaster: Agile, the
In Coordinator, facilitator, and
Project Manager
obstacle-remover
reports to the
§ Development Team: Works to deliver the
team!
project to market
§ Customer: The ultimate authority, the Boss!
(Somebody must be the customer advocate)
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Overview of the Agile Workflow
The Agile Project Manager
§ It is all about being flexible …
… while adhering to a plan and a process
Less structured,
more adaptable
Ad hoc
Scrum
XP
Waterfall
More structured,
less adaptable
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44. Overview of the Agile Workflow
Movie Time
Excerpt copyright © 1993, New Line Cinema, Gettysburg. Ron Maxwell.
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Overview of the Agile Workflow
The Agile Project Manager
Process Group
Common Definitions
Initiating
Starts these process cycles
Planning
Establishes objectives and processes
Executing
Implement processes (“do the work”)
Monitoring &
Controlling
Track and apply improvements prior to
beginning of the next implementation
Closing
Ends the process cycles (Release!)
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45. Overview of the Agile Workflow
The Agile Project Manager
PDSA
Process Group
Common Definitions
Initiating
Sets the vision, starts these process cycles
Plan
Planning
Establishes objectives and processes
Do
Executing
Implement processes (“do the work”)
Study
Monitoring &
Controlling
Track and apply improvements prior to
beginning of the next implementation
Closing
Ends the process cycles (Release!)
Act
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Overview of the Agile Workflow
The Agile Project Manager
§ How PMBOK ® Guide process groups relate
§ PDSA: Progressive elaboration is both a project
management
Planning
Executing
concept and
Plan
Do
Initiating
Closing
an agile
concept
Act
Study
Monitoring and Controlling
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46. Overview of the Agile Workflow
The Agile Project Manager
§ PDSA: Agile can map onto PMBOK® Guide
process groups
§ “Discover
Planning
Executing
and deliver”
Plan
Do
Initiating
Closing
cycles
iterate until
the project
Study
Act
is done
Monitoring and Controlling
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Overview of the Agile Workflow
The Agile Project Manager
PDSA
Process Group
Common Definitions
Initiating
Sets the vision, starts these process cycles
Plan
Planning
Establishes objectives and processes
Do
Executing
Implement processes (“do the work”)
Study
Monitoring &
Controlling
Track and apply improvements prior to
beginning of the next implementation
Closing
Ends the process cycles (Release!)
Act
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47. Overview of the Agile Workflow
Introduction to XP
Work performed: Pairs pick Story Cards,
Create tests first, integrate, and validate
often with the customer
Explore and
create initial
Stories
1
2
Release
Planning
3
4
Iteration
Planning
Continue if Story Cards aren’t completed
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Overview of the Agile Workflow
Introduction to XP
Feature
Description
Specifications
Described as “stories”
Schedules
Project will have a certain number of cycles
Sequence of Events
Short cycle development, iterations follow another
Adaptable to Change Thrives on change
Easy to Understand
Concept of pair programming can be confusing
Involve Customers
Cohabitation with the team may not be possible
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48. Overview of the Agile Workflow
Show of Hands
§ How many of you already build products
nightly? ____
§ How many of you have dedicated testers? ____
§ How many of you have invested in automated
testing tools and technology? ____
§ How many of you are lying? ____
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Overview of the Agile Workflow
Basic Scrum
§ Timeboxed mini-development cycles
§ Each
Timebox
Timebox
Timebox
timebox
Plan
Do
is a fixed
Iteration
3
Iteration
Iteration
1
cycle
2
Ok?
Ok?
Ok?
§ Each, a
Study
Act
series of
PDSAs
Are you
kidding?
“Let’s ship this
pig!”
Not bad, just
not yet
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49. Overview of the Agile Workflow
Best Practice
Agile Methodology is geared towards
reducing complexity into small chunks
(“Sushi Delivery”) …
The goal is for your team to
operate in a quality “delivery” rhythm …
The mechanics are tough,
but the benefits can be great!
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Overview of the Agile Workflow
Basic Scrum
§ Scrum flow is intuitive, customer-driven, and
emphasizes team collaboration
The Sprint
1
2
Product Backlog
Work: Daily development,
check-ins, builds,
and validation
3
Sprint Backlog
Sprint
4
5
Meeting: Sprint
Review
Meeting: Sprint
Meeting: Create Planning
Meetings: Daily
Product Backlog
Scrum
Ship!
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50. Overview of the Agile Workflow
Basic Scrum
§ Step 1: Create the Product Backlog
The Sprint
1
Product Backlog
Meeting: Create
Product Backlog
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Overview of the Agile Workflow
Basic Scrum
§ Step 2: Sprint planning
The Sprint
1
2
Product Backlog
Sprint Backlog
Meeting: Sprint
Meeting: Create Planning
Product Backlog
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51. Overview of the Agile Workflow
Basic Scrum
§ Step 3: The Sprint
The Sprint
1
2
Product Backlog
Work: Daily development,
check-ins, builds,
and validation
3
Sprint Backlog
Sprint
Meeting: Sprint
Meeting: Create Planning
Meetings: Daily
Product Backlog
Scrum
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Overview of the Agile Workflow
Basic Scrum
§ Step 4: Sprint Review
The Sprint
1
2
Product Backlog
Work: Daily development,
check-ins, builds,
and validation
3
Sprint Backlog
Sprint
4
Meeting: Sprint
Review
Meeting: Sprint
Meeting: Create Planning
Meetings: Daily
Product Backlog
Scrum
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52. Overview of the Agile Workflow
Basic Scrum
§ Step 4: Sprint Review – Return for another
Sprint …
The Sprint
1
2
Product Backlog
Work: Daily development,
check-ins, builds,
and validation
3
Sprint Backlog
Sprint
4
Meeting: Sprint
Review
Meeting: Sprint
Meeting: Create Planning
Meetings: Daily
Product Backlog
Scrum
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Overview of the Agile Workflow
Basic Scrum
§ Step 5: Sprint Review – or release the product!
The Sprint
1
2
Product Backlog
Work: Daily development,
check-ins, builds,
and validation
3
Sprint Backlog
Sprint
4
5
Meeting: Sprint
Review
Meeting: Sprint
Meeting: Create Planning
Meetings: Daily
Product Backlog
Scrum
ü
Ship!
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53. Agile Software Project Best
Practices
Basic Scrum
§ Scrum Characteristics
Feature
Description
Specifications
Chisel away at feature backlog
Schedules
Fixed iterations
Sequence of Events
One iteration follows another in 30 day “sprints”
Adaptable to Change Thrives on change
Easy to Understand
Yes, few rules and very little documentation
Involve Customers
At sprint reviews at the end of each cycle
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Overview of the Agile Workflow
Best Practice
A Scrum-built product is
release-capable at the end of each Sprint …
… but may not be release-ready
We have rushed through a lot, we’ll cover this
entire process in more detail later …
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54. What Have We Learned?
The title of this training says it all: Deliver
Software Projects On Time, Every Time
§ The software industry as a whole is generally
not very productive
§ Waterfall technique isn’t adaptable to the work
that needs to “be discovered”
§ Customer-centric project decisions succeed
§ Embracing change (agile) transforms teams
§ Project management best practices can be agile
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What Have We Learned?
The title of this training says it all: Deliver
Software Projects On Time, Every Time
§ Having a company vision and reinforcing that
decision “tree” makes tough decisions easier
§ Embracing change (agile) transforms teams
§ Project management best practices can be agile
§ It is your job to keep staff focused
§ Scrum discovers and is adaptable to change
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55. Deliver Projects On Time, Every
Time!
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