An exponential increase in complexity, a strong reduction of a product's lifecycle and market time frames are drastically challenging projects and their success. In a context like this, what tools and techniques can be used by project management? A proactive approach would seem to be highly effective. But, is trying to anticipate any decision of an unpredictable future the best solution? Alternatively, a reactive approach puts less effort on planning and greater attention in tackling any change. But, are we sure that we can be completely reliant on this way?

1. AGILE PROJECT MANAGEMENT
A trade-off between pro-activity and re-activity
Emiliano Soldi PMP, PMI-ACP, CSM
Sr Project Manager, Agile Coach
HTTP://WWW.EMILIANOSOLDIPMP.INFO
1 Agile Project Management: A trade-off between pro-activity and re-activity

2. Abstract
An exponential increase in complexity, a strong reduction
of a product's lifecycle and market time frames are
drastically challenging projects and their success.
In a context like this, what tools and techniques can be
used by project management?
A proactive approach would seem to be highly effective.
But, is trying to anticipate any decision of an unpredictable
future the best solution?
Alternatively, a reactive approach puts less effort on planning
and greater attention in tackling any change.
But, are we sure that we can be completely reliant on this way?
2 Agile Project Management: A trade-off between pro-activity and re-activity

3. IIBA® ITALY CHAPTER
To be the leading Italian professional association for Business Analysis,
IIBA® Italy Chapter with local representatives in the whole Italian regions.
Vision (www.italy.iiba.org)
To promote and develop the profession of business analysis,
IIBA® Italy Chapter adapting IIBA® standards and best practices to the Italian
Mission Professionals and Industries
• Create and develop awareness & recognition of the value & contribution of the role of the Business
Analysis Professionals in all the Italian Industry Sectors.
• Promote and Support the development of the BA best practices at Country level to help the
organizations to improve their business results through the application of BA competences, methods,
techniques and tools.
• Support Italian Business Analysts in the Certification Process.
• Create and develop a Community of Business Analysis Professionals that encourages networking and
generate opportunities to meet organizations, associations and industries interested in the BA.
3 Agile Project Management: A trade-off between pro-activity and re-activity
© International Institute of Business Analysis
© International Institute of Business Analysis

4. IIBA® ITALY CHAPTER
Successes Challenges
• High chapter members growth rate in • Continue to mantain the high member’s
2011 and 2012 (+200%) growth rate in our Chapter
• In 2012 second Country in EMEA Region • We are opening a new Branch in Rome
for the number of CBAP ® Certificates – Lazio
• Michele Maritato, Vice President • Goal: At least one Branch per year
Education, has been qualified as • Become the first Country in the EMEA
candidate for the election in the IIBA ® Region for the number of CBAP ® Certificate
Board of directors • Organize an important Event every year
• Organization and active support to 3 • First BA WORKSHOP ITALY –
CBAP® Study Groups 15/10/2012
• Organization of several events, and • Launch projects with the objective to apply
participation as speakers to relevant the tasks of the BABOK Guide through Hard
events in Italy and Soft tools
• Cooperation with other Associations • Create Networking events and Job Career
(PMI-NIC) Opportunities for Business Analysts
4 Agile Project Management: A trade-off between pro-activity and re-activity
© International Institute of Business Analysis
© International Institute of Business Analysis

5. Proactivity vs Reactivity
Proactive?
To think ahead, in anticipation of future problems.
Solve matters before they become an issue.
Influencing or conditioning the future.
… or reactive?!
React to a stimulus.
Solve matters as they arise.
5 Agile Project Management: A trade-off between pro-activity and re-activity

6. Perché?
6
… COMPLEXITY IS INCREASED EXPONENTIALLY!
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Agile Project Management: A trade-off between pro-activity and re-activity
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6

7. Stable requirements, changes under control, known technology, few risks.
Sistemi Semplici o Complicati
READY, AIM, FIRE
7 Agile Project Management: A trade-off between pro-activity and re-activity

8. Sistemi Complessi
…otherwise: ALMOST-READY, AIM, FIRE, AIM, ADJUST, AIM, ADJUST
Continuously read the feedback and adjust your plans
8 Agile Project Management: A trade-off between pro-activity and re-activity
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9. COMPLEXITY
9 Agile Project Management: A trade-off between pro-activity and re-activity

10. [Complex system] A system composed of interconnected
parts that behave and communicate autonomously.
10 Agile Project Management: A trade-off between pro-activity and re-activity

11. Complexity - Stacey Matrix
No clear relationships between cause and effect even if inspected.
The approach is to Act, Sense, Respond and we can discover novel practice.
The relationship between cause and effect
can only be perceived in retrospect,
but not in advance. Inspect and Adapt.
Cause and effect can be understood
only analyzing or investingating the system
and its mechanisms. Apply good practices.
Ralph Stacey
Relationships between cause and effect are evident. Apply best practices.
11 Agile Project Management: A trade-off between pro-activity and re-activity

12. Empiricalsense and respond.
Probe, Approach
A never-ending process of learning, adjusting and producing.
TRANSPARENCY
INSPECTION ADAPTATION
12 Agile Project Management: A trade-off between pro-activity and re-activity
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13. Transparency
Acting as agreed, following clear rules,
knowing each one’s responsibilities, aiming
to clear objectives, communicating
effectively, having free access to
information and project progress.
Transparency
13 Agile Project Management: A trade-off between pro-activity and re-activity

14. Inspection
Inspection
Deeply (and wisely) analyzing the results of previous actions, to
see if they were successfull in achieving the planned goals
14 Agile Project Management: A trade-off between pro-activity and re-activity

15. Adaptation Decide what actions should be
executed in the next iteration,
according to the feedback.
Always pursuing excellence
Adaptation
15 Agile Project Management: A trade-off between pro-activity and re-activity

16. Complexity can be
managed only breaking it
up in small chunks, which
are easier to analyze and
understand
16 Agile Project Management: A trade-off between pro-activity and re-activity

17. RESPONSIVENESS
17 Agile Project Management: A trade-off between pro-activity and re-activity

18. It is not the strongest
of the species that survive,
nor the most intelligent,
but the one most responsive to change.
Charles Darwin
18 Agile Project Management: A trade-off between pro-activity and re-activity

19. Resilienza e Perturbazioni
[Self-organization] The ability of a system to resolve autonomously
an issue, relying on its own capacity of adapting its behavior.
19 Agile Project Management: A trade-off between pro-activity and re-activity

20. Resilienza e Perturbazioni
[Redundancy] Having onboard different parts with similar
attributes, which are able to substitute quickly any "broken" peers.
20 Agile Project Management: A trade-off between pro-activity and re-activity

21. [Resilience] A system's ability to withstand perturbations,
without losing its equilibrium state.
[Adaptability] If the perturbation is greater than resilience, the
system goes in search for a new equilibrium condition.
21 Agile Project Management: A trade-off between pro-activity and re-activity

22. ITERATIVE APPROACH
22 Agile Project Management: A trade-off between pro-activity and re-activity

23. Short and repetitive feedback cycles (iterations)
reduce the duration of the period necessary to learn.
The shorter the time
between planning,
acting and checking results,
the faster we learn.
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Where the proactivy ends and reactivity begins?
Agile Project Management: A trade-off between pro-activity and re-activity

24. Deming – PMBOK® - Iterations
Deming Cycle
PMBOK ®
4th Ed.
24 Agile Project Management: A trade-off between pro-activity and re-activity

25. AN (AGILE) FRAMEWORK TO HARNESS COMPLEXITY
25 Agile Project Management: A trade-off between pro-activity and re-activity

26. SCRUM Cockpit
26 Agile Project Management: A trade-off between pro-activity and re-activity

27. SCRUM Lifecycle
Sprint / Iteration
27 Agile Project Management: A trade-off between pro-activity and re-activity

28. SCRUM’s Pillars
SM E PO ARE DIFFERENT PEOPLE
Roles
TEAM DOESN’T CHANGE WITHIN SPRINT
NO CHANGES DURING CURRENT SPRINT
TIME BOXED MEETINGS
WELL-DEFINED RESPONSIBILITIES
ENFORCE QUALITY
DEFINITION OF DONE
Rules SCRUM Meetings
RELEASE PLANNING
SPRINT PLANNING
SCRUM DAILY
DEMO
RETROSPECTIVE
Artifacts
28 Agile Project Management: A trade-off between pro-activity and re-activity

29. PRODUCTOWNER’S PROFILE
29 Agile Project Management: A trade-off between pro-activity and re-activity

30. Engaged leadership
Available within reason
Informed about the product
Prepared and responsible
Communicative in nature
Collaborative by choice
Agile in all things
Fun and reasonable
30 Agile Project Management: A trade-off between pro-activity and re-activity

31. Creates the product vision
Gathers the requirements
Grooms the product backlog
Plans the release
Works with the team
Manages the product roadmap
Attends the sprint meetings
31 Agile Project Management: A trade-off between pro-activity and re-activity
Collaborates with stakeholders

32. Be able to keep continuously
connected different worlds
that orbit around projects.
Tackle and respond to changes
and unexpected events.
32 Agile Project Management: A trade-off between pro-activity and re-activity

33. MANAGING THE PRODUCT BACKLOG
33 Agile Project Management: A trade-off between pro-activity and re-activity

34. 34 Agile Project Management: A trade-off between pro-activity and re-activity
Agilitrix.com

35. Product Backlog
http://matthieusuner.ch
35 Agile Project Management: A trade-off between pro-activity and re-activity

36. User Stories
Requirements Gathering
User Stories Creation
Profile User EPICS breakdown Development Specs
Use Cases UINVEST UI Prototypes
Business Process Diagrams Further Decomposition Business rules
Themes/Epics List Dependencies Identification Activity diagrams
Prioritization Prioritization Acceptance tests
As a registered user, I want the system to warn me
if my password is easy to guess, so that my account is harder to break into
U
I
N
http://agiletransformation.com/
V
E
S
T
36 Agile Project Management: A trade-off between pro-activity and re-activity

37. Balancing stability with flexibility,
Agilità
planning with execution,
standardization with exploration,
speed with control.
FINDING THE RIGHT COMPROMISE BETWEEN ORDER AND CHAOS,
THE TRADEOFF BETWEEN PROACTIVITY AND REACTIVITY.
37 Agile Project Management: A trade-off between pro-activity and re-activity

38. Bibliografy
Managing Agile Projects Agile Project Management with Scrum
Sanjiv Augustine Ken Schwaber
Prentice Hall PTR Microsoft Press
Agile for Dummies Scrum And XP from the trenche
Mario E. Moreira, Michael Lester, Steve Holzner Henrik Kniberg
CA Technologies Edition InfoQ
Do Better Scrum Agile Estimating and Planning
Peter Hundermark Mike Cohn
ScrumSense Prentice Hall
Official Scrum Guide Agile retrospective - making good teams great
Ken Schwaber, Jeff Sutherland Esther Derby, Diana Larsen
Scrum.org Leading Lean Software Development: results are not the
Scrum Primer point
Pete Deemer, Gabrielle Benefield, Craig Larman, Bas Vodde Mary Poppendieck and Tom Poppendieck
Addison-Wesley
The Scrum Papers: Nuts, Bolts, and Origins of an Agile
Process The Software Project Manager's Bridge to Agility
Jeff Sutherland, Ken Schwaber Michele Sliger and Stacia Broderick
Addison-Wesley
Kanban and Scrum (making the most of both)
Henrik Kniberg, Mattias Skarin The Art of Agile Software Development
InfoQ James Shore
O'Reilly
…MORE AT HTTP://WWW.EMILIANOSOLDIPMP.INFO/LIBRI/
38 Agile Project Management: A trade-off between pro-activity and re-activity

39. Thank you! Emiliano Soldi
emiliano.soldi@diesys.it
http://it.linkedin.com/in/emilianosoldi
http://www.emilianosoldipmp.info/
http://twitter.com/EmilianoSoldi
http://apps.facebook.com/blognetworks/blog/ THINK BIG
emiliano_soldi_pmp_project_management_agile_blog ACT SMALL
MOVE FAST
39 Agile Project Management: A trade-off between pro-activity and re-activity