agile for project managers - a presentation for pmi

Agile for Project Managers A sailor’s look at Agile

A presentation for

A presentation for

1 Copyright 2012 Square Peg Consultiing, All Rights Reserved

Produced by Square Peg Consulting, LLC

Orlando, Florida www.sqpegconsulting.com

2

Agile and Sailing?

Really?

Photo: US Navy

Ok, let's get started!

Copyright 2012 Square Peg Consultiing, All Rights Reserved

Begin with small teams

3

Collaboration and trust

Instinctive action without direct commands

Photo: US Navy

Proven protocols

and practices

Crew master on

the helm (wheel)

Redundancy

among crew

Risks managed

real-time

Copyright 2012 Square Peg Consultiing, All Rights Reserved

Scope: sailing for the marks

Customer (sponsor)

prospective

expectation: ‘make

the mark’

Retrospective: Best

value—most that can

be accomplished

Every sailor—

individually and

collectively—is

committed


Sailing for the marks

Adjusting Scope

But… marks are

updated, added new,

or even deleted from

time to time

Architect drives the

distribution of marks


Sailing for the new mark

Lay-line is the backlog plan

Lay-line: most efficient

course from “here” to

“there”

Lay-line → ‘backlog’

Lay-line → ‘planned value’

PV

Sailing the ‘lay line'

accumulates value


Wind is a source of energy

Motive energy for the boat (project)

Source of risks and unknowns

Represents (also) stakeholder biases, attitudes, and pressures

Complex and unpredictable


It all interacts: complex and adaptive

Boat-sails-rigging: methodology and practices

Wind: energy, risks

Mark: scope and sponsor expectations

Lay-line: back-log & plan to make the ‘mark’

Overall course: architecture


Complex: A system of many structural parts with uncertain interactions and behaviors

Adaptive: A system with input-to-output transform that changes over time to maintain fidelity of expectation

From energy to value

1. Maximize energy from favorable wind

2. Apply wind energy to create velocity

3. Measure velocity along the lay-line

4. Accumulate value by distance sailed

on the lay-line


Accumulated valued (distance): velocity along the lay-line x elapsed time

Accumulate earned value

The segmented lay-line is the value plan

EV strategy: Sail as close to the line as

possible

Value is earned when the mark is reached


Tack to the mark

Tactical response to

circumstances

Emergent with the wind

Variance to the planned

lay-line

Short performance

increments (time box)


Tacking: sailing one direction and then the other across the lay-line

Most pessimistic forecast

Wind (risk) directly opposes the boat (project)

Least energy available in the direction of the lay-line

Strategy:

Find energy ‘off axis’ (evolve the plan)

Tack (incremental performance) across the lay-line

12

Wind

Progress on the lay-line

Most Pessimistic progress forecast

❖Output / Input

❖EV efficiency

❖Example

1.4 / 2 = 70%


Input

increments Output:

projected along

the lay-line

1

1

1.4

Wind (energy and risk)

Lay-line

Benchmarks forecast velocity


Velocity creates 'throughput'

Throughput is "miles sailed" on the lay-line

"Miles sailed" are like 'story points’ accomplished

Benchmark units of performance


Photo: City of Baltimore

Velocity = performance units per unit

of time

Performance Unit (Story point) =

Nautical mile (NM)

Unit of time (Time Box) = 1 hour

Example:

8 knots velocity = 8 NM per hour

Cost estimating with benchmarks

1. Backlog (performance units)

Vision, strategic direction, architecture

2. Velocity benchmark

Benchmark from reference case (similar architecture, similar environment, similar crew)

3. Unit cost benchmark (cost per unit of time )

Crew and boat

Expected cost = 𝐵𝑎𝑐𝑘𝑙𝑜𝑔

𝑉𝑒𝑙𝑜𝑐𝑖𝑡𝑦∗ Unit cost


Inputs

Calculation

Schedule (earned schedule)

Earned schedule: effective time

made along the lay-line

ES = Total duration x efficiency


Photo: US NIST

Efficiency: effective duration / total duration

Schedule Example

• Planning metrics

–40 NM lay-line –8 Knot velocity benchmark –Earnable schedule: 40/8 = 5 hours

• Most pessimistic forecast:

– 𝐼𝑛𝑝𝑢𝑡 =𝑂𝑢𝑡𝑝𝑢𝑡

𝐿𝑎𝑦 𝑙𝑖𝑛𝑒 𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑡𝑦=

40

0.7= 57NM

– 𝐷𝑢𝑟𝑎𝑡𝑖𝑜𝑛 =57

8= 7.2 ℎ𝑜𝑢𝑟𝑠


Scale is manageable


Photo: Nicoyogui on flickr

The fleet has sortied

Scale is manageable

Vision and strategic direction

Conveyed from the fleet captain

Each boat is a self-directing team,

But learns from the performance of others

Protocols observed

For communication, sequencing, and coordination

Each boat maintains situational awareness


Rolling Wave planning

Boats on the leading edge of the fleet relay 'over the

horizon' information to others

Far out lay-lines planned as approached

And finally:

Adjustments made for obstructions and wind shifts

The end!



All done and ready for questions!

The author of this seminar

John C Goodpasture, PMP

Program manager, author, coach,

and instructor • PMI eSeminarsWorldsm instructor for

Advanced Agile Project Management, and

• Advanced Risk Management, and

• Understanding Organizational Change

Portfolio manager and business unit

leader • Operations and IT professional


[email protected]

johngoodpasture.com

Read more …..

• Jim Highsmith: “Agile Project Management: Creating innovative products”

• Dean Leffingwell: “Agile Software Requirements: Lean requirements practices for Teams, Programs, and the Enterprise”

• Mike Cohn: “Agile Estimating and Planning”

• Lisa Crispin and Janet Gregory: “Agile Testing: A practical guide for Testers and Agile Teams”

• John Goodpasture: “Project Management the Agile Way: Making it work in the Enterprise”


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