introduction to agile delivery for project managers

Agile Delivery

Transformation from task focus to continuous delivery ofvalue

Stephanie BySouth

Agile Delivery

Stephanie BySouth

• 0402 329 258• stephanie@bysouth.com.au• www.innovationbysouth.com.au

Agile ConsultantCertified Scrum Master

• Introduction to Agile

• Key concepts & practices

• How does is it differ to traditional Project management

• What problems does it solve

• Where can you learn more

Agile Methodology. Value Driven Outcomes

• Lean Business

• Collaborative Ownership

• Iterative Framework - Scrum

• Quality Commitment

• Continuous Delivery

Agile Evolution

PPP to Sashimi to Scrum

Hirotaka Takeuchi and Ikujiro Nonaka.The New New Product Development Game

Harvard Business Review1986

Waterfall - Scrum

Time Boxed iterations drive shorter time till value

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Business Ownership, Transparency, Collaboration

Rob ThomsettThomsett International

The Biggest ValueThe highest painThe greatest impact.

Revenue OpportunityNow.

Business Prioritisation to drive market disruption soonerValue

Team Characteristics of Scrum

'Multilearning'

Subtle Control

Built-in instability

Self-organising teams

Overlapping phases

Organisational transfer of learning

Hirotaka Takeuchi and Ikujiro Nonaka.The New New Product Development Game

Harvard Business Review1986

Team Roles Leadership based not authority assigned

Owner Scrum Master Team

Team is driven frequent deadlines

There's no time to let perfection (being right)

getting in the way of better(making money)

Time Boxed iterations drive task innovation

Project management to Value management

• Forces decisions back onto the owners 'not the facilitator'

• Leadership is not directive, it is serving

• Assumes human ability to predict is poor; therefore, doesn't claim to be able to estimate into the future

• Change Management is inherent in the process

Dissolving the PM as everything

Owner Scrum Master

Responsibility

Ownership

Accountability

Assertive

Serving

Leader

Why is the team so important

• Self esteem drives productivity

• Ownership is collective; therefore, accountability is assigned to the individuals

• Choice creates ownership, and greater acceptance of fault

• Difficult to stand & deliver everyday

• Routine, Discipline and continuous learning are essential

Humans are poor at predicting

1. Forces the use of relative estimating

2. Focuses us on estimating the size, not the duration

3. Puts estimates in units that we can add together

†Lederer and Prasad, 1998. A Causal Model for Software Cost Estimating Error and Vicinanza et al.,

1991. Software Effort Estimation: An Exploratory Study of Expert Performance.

© Mountain Goat Software, LLC

Release Burndown Charthttp://www.mountaingoatsoftware.com/scrum/alt-releaseburndown

Mike Cohen

Delivery Probability is based on performance record

Impediment Management!

• Anything that blocks the velocity, the delivery, the outcomes

• Tools down, stand-up, resolve

• Scrum master is responsible for removing any blocks to productivity

(relative)

Agile Summary

• Frequent time boxed iterations

• Outcome driven value by priority of requirements

• Roles: ownership, leadership, unified teams

• Estimation based velocity history

• Change & Issue Management built into the process

• Collaboration, Responsiveness, Transparency

Further Learnings• The New New Product Development

o http://www.cs.utexas.edu/users/downing/papers/SCRUM.pdf

• Scrum Allianceo www.scrumalliance.org

• Agile Allianceo www.agilealliance.org

• The Agile Manifestoo www.agilemanifesto.org

• Adelaide Scrum Meetupo http://www.meetup.com/Scrumliscious-Adelaide-Scrum-Meetup/

• Stephanie BySoutho 0402 329 258o stephanie@bysouth.com.auo www.innovationbysouth.com.au