Agile Project Management

Presented by Only Agile

Introductions

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Roy SchillingAgile Coach/TrainerCSM, CSPO, CSP, PMI-ACP30+ years in IT10+ years practicing AgileFinance, Insurance, FDA, Federal, Manufacturing

Session Approaches

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Approaches to learning in this session:Cell phones on silentOne conversation at a time The goal is understanding vs. slide coverageUse Backlog for future discussionsRespect Time Boxes

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Session Objectives

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Present Agile benefits

Provide a solid understanding of Agile principles and practices

Present methods for planning, tracking and scaling Agile projects

Exercise: Distribution

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2 Minutes

Agile/Lean Knowledge

1 Awareness – heard of it, read about it.

2 Limited – dabbled in it, used some of the techniques.

3 1-2 years of experience with some practices and principles.

4 3+ years of experience with some practices and principles.

5 5+ years of experience with practices and principles.

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Burning Questions

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10 Minutes

In Each Group• Introduce yourselves, if you haven’t already• Develop questions about Agile that your group would

like to have answered before the end of the course• Write each question on a post-it - 1 question per note

• Each group read their top question• Put the questions on a flip chart on the wall

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Why Agile?

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9%

10%

11%

14%

15%

16%

18%

23%

26%

29%

37%

39%

37%

40%

39%

35%

42%

46%

42%

48%

39%

51%

46%

38%

Improve/Increase Engineering Discipline

Enhance Software Maintainability/Extensibility

Improve Team Morale

Reduce Cost

Simplify Development Process

Reduce Risk

Project Visibility

Enhance Software Quality

Better Align IT/Business

Increase Productivity

Manage Changing Priorities

Accelerate Time to Market

Highest Importance Very Important Somewhat Important Not Important

Source: VersionOne State of Agile Survey

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What is Agile?

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Practices

Principles

Values

“Agile is an idea supported by a set of values and principles. Agile defines a target culture for

successful delivery of product.”

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Steve Denning

Agile Manifesto

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We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

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

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

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Agile Principles

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1) Satisfy the Customer

2) Welcome changing requirements

3) Deliver working software frequently

4) Business people and developers working together daily

5) Build projects around motivated individuals

6) Face-to-face conversation is the best form of communication 7) Working software is the principle measure of progress8) Agile processes promote a sustainable pace9) Continuous attention to technical excellence & good design

enhances agility10) Simplicity11) Self-organizing teams12) The team reflects regularly on how to become more effective,

then tunes and adjusts and adapts its behavior accordingly

Methodologies

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52%

14%

9%

8%

3%

3%2%

2%2% 2% 1%1%1% Scrum

Scrum/XP Hybrid

Custom Hybrid

Don't Know

Kanban

Scrumban

Feature-Driven Development

Extreme Programming XP

Lean

Other

Agile Unified Process (AgileUP)

Agile Modeling

Dynamic Systems DevlelopmentMethod (DSDM)

Source: VersionOne State of Agile Survey

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Scrum in a Nutshell

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Split your organization into small cross-functional teams.

Split your work into small concrete deliverables. Prioritize and estimate relative to other work.

Split time into short, fixed-length iterations.

Optimize and update priorities in collaboration with your customers.

Optimize your process through retrospectives after each iteration.

Kanban in a Nutshell

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Visualize the workflow Split the work into small pieces Use named columns to visualize the state in the

workflow

Limit Work in Progress (WIP) Assign explicit limits to how many items may progress in

each workflow state

Measure the “Lead” time Lead Time = average time to complete one item Optimize the workflow to make the lead time as small

and predictable as possible

Which Tool is Best?

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Tool = anything you use to accomplish a task or purposeProcess = how you work

Prescriptive or Adaptive

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Waterfall(Many)

RUP(120+)

XP(13)

Scrum(9)

Kanban(3)

Do Whatever(0)

Tailor Down Tailor Up

Fixed

Estimated

Plan Driven or Value Driven

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Features

Time

Time

Features/ValueBudget

Budget

Plan Driven

Value/Vision Driven

Traditional Agile

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We tend to build the wrong stuff

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Never45%

Rarely19%

Sometimes16%

Often13%

Always7%

Source: Standish Group 2012

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Prioritization

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Financial Value Return on Investment (ROI) Net Present Value (NPV) Internal Rate of Return (IRR)

Customer Value MoSCoW

Must Have, Should Have, Could Have, Won’t Have Kano Analysis

Must Be, Performance, Delighter, Not Relevant Cost of Delay / Weighted Shortest Job First

Risk-Adjusted Backlog Expected Monetary Value (EMV) = Risk Impact ($) * Risk Probability (%) Risk Factor (RF) = Risk Impact (Days) * Risk Probability (%)

Relative Prioritization / Ranking Ranked Order List

Risk

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High Risk

Low Value

High Risk

High Value

Low Risk

Low Value

Low Risk

High Value

Source: Agile Estimating & Planning by Mike Cohn

Do last, if at all

High

Low

Start Here

Minimize Risk and Realize Value

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Agile delivers value incrementally while reducing the risk of failure over time.

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Resource Allocation

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Build

Test

DefineBuild

Test

Define

Multiple projects Assigned but not many tasks yet

Multiple projects, rolled off some

Build

Test

Define

Resource Optimization

Time-to-market Optimization

Exercise: Focus

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Rules:• Instructor will give you the rules

Materials: • Sheet of paper and writing utensil

30 Seconds Each

Team Structures

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FeaturesFeatures

Product Backlog

FeaturesFeaturesFeaturesFeatures

Middleware

UI

Backend

Feature A

UI

MW

BE

Product

Inte

grat

ion

Feature A

UI MW BE

Feature B

Feature C

Feature A

UI MW BE

UI MW BE

FeaturesFeatures

Product Backlog

FeaturesFeaturesFeaturesFeatures

Agile Team B

Agile Team A

Agile Team C

Feature Teams

Component Teams

Colocated / Distributed Teams

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Common Practices Team norms Core hours Working agreements

Colocated Osmotic Communication Tacit Knowledge

Distributed Webcams Instant Messaging Interactive Whiteboards Heavier reliance on documentation Colocate geographically Get together whenever possible

Cone of Uncertainty

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RequirementsDesign

CodeTest

Deploy

Uncertainty

Cost of change increases over time

Planning Users

Progressive Elaboration

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The process of adding more detail as information emerges

Plans Architectural designs Risk assessments Requirements definitions Acceptance criteria Estimates Test scenarios

Continuous Planning

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Vision

Roadmap

Release

Sprint

Daily

Big PictureAs necessary by Product Owner/Stakeholders

Ties Vision to ApproachEvery release by Product Owner

View of HorizonEvery release by Product Owner and Team

Near-term PlanAt the start of each sprint by Team

Inspect and AdaptDaily by Team

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Traditional Roadmap

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Days

90 180 270 3600

12 Month Roadmap

Project A

Project B

Project C

Enhancements

Agile Roadmap

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Days

90 180 270 3600

12 Month Roadmap

Release Plans– MVP/MMF

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SearchSearch PayPay ShipShip

By TitleBy TitleBy

Credit Card

By Credit Card

Via UPSVia UPS

Via USPS

Via USPS

By Gift Card

By Gift Card

Via FedEx

Via FedEx

By Pay Pal

By Pay Pal

By Genre

By Genre

By Author

By Author

Buy a BookBuy a Book

Buy known book by credit card and ship via UPS ground

Buy known book by credit card and ship via UPS ground

Story Map

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Pay Ship

Search by Genre

Pay by Gift Card

Pay by Credit Card

Ship Via USPS

Search by Author

Ship via FedEx

Ship via UPS

Pay by Pay Pal

Select Shipping Options

Wish List

Store Account

Data

ModifyAccount

Data

Delete a Book

Enter Payment

Info

Criti

calit

y

Always Use

SeldomUse

Requirements

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Brief, simple statement from a User perspective Emphasize verbal rather than written communication. Clearly defined acceptance criteria Great for planning Starting point for a conversation Details will come later

As a patient, I want access to my test results online, so that I don’t need to call the doctor.

Story ID Risk

EstimateValue

Who

What

Why

The system shall provide access to test results online

Acceptance Criteria

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Instead of replacing the conversation with an upfront, detailed document, we allow the details to emerge through conversations

Acceptance Criteria is the result of the conversations that we had about the User Story

Acceptance criteria spell out what the Product Owner expects and what a team needs to accomplish

Acceptance criteria are the story-specific part of the definition of done

Estimates

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Wideband Delphi and Planning Poker Team-based Estimation Consensus

Ideal Time Relative Sizing / Story Points

Based on Size and Complexity, not time Triangulate with other known factors

Smaller stories Similar stories Larger stories

Use abstract unit of measure: Story Points

Affinity Estimating

Yesterday’s Weather

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Velocity Average number of story points completed in a sprint

Lead Time Average time to complete one item

A good predictor of the future is what we’ve done in the past

Forecasting

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Managing Issues

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PotentialIssue

Issue/Impediment Done

Tooling

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The Agile Application Lifecycle Management Tools:

Track all aspects of an Agile Project Stories Defects Iterations Scrum/Kanban boards Team member capacity Progress Etc.

Tools are not a substitute for collaboration!!!

Tracking Progress - Team

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Source: Henrik Kniberg

Whole team maintains task boards Low-tech, high-touch approach More accurate and up to date than Gantt charts

020406080

100120

0 1 2 3 4 5

Effo

rt

Date

Burnup

Total Planned

Completed

Planned

Tracking Progress - Project

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0

20

40

60

80

100

1 2 3 4 5 6 7 8 9 10

Effo

rt

Date

Burndown

Tracking Progress - Features

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Source: Scaled Agile Framework – Dean Leffingwell

Tracking Flow

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Tracking Investments

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Track expenditures by Investment Category –Where are we spending our money?

Gartner Value Model Run, Grow, Transform

Geoffrey Moore Optimize, Neutralize, Differentiate

Custom New Market, Maintenance, Cost Savings Short Term Growth, Long Term Growth, BAU

Definition of Ready

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How do you know when you’re ready?

Story Ready:

INVEST

Acceptance Criteria

Estimated

Understood

Dependencies

Risks

Sprint/Release Ready:

Little or all research

Dependencies

Goal understood

Infrastructure

Resources

Risks

Definition of Done

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How do you know when you’re done?

Story Done:

Code

Test

Integration

Documentation

Configuration

Sprint/Release Done:

User Manual

Training

Release Notes

Install Docs

Scripts

Measuring Teams

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Reliability Value

Quality Improvement

Balanced Scorecard

Agile Contracts

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Money for Nothing, Change for Free Standard fixed price contract, some T&M for extra work “Change for Free” allows change to occur for no extra cost “Money for Nothing” allows for early termination if no value

Fixed Price Work Packages Smaller sequential SOWs Vendor can re-estimate subsequent packages based on new

information/risks

Fixed

Estimated

Features

Time

Time

Features/ValueBudget

Budget

Plan Driven

Value/Vision Driven

Traditional Agile

Scaling – Scrum of Scrums

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Scaling – SAFe

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Source: Scaled Agile Framework – Dean Leffingwell

http://www.scaledagileframework.com

Keys to Agility

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Small, Empowered Teams

Small, Frequent Releases

Transparency

Continuous Improvement

Eliminate Waste

Limit Work in Progress

Stop Starting and Start Finishing!

Exercise: Simulation

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Rules:• Each ball must be touched be each team member• A pass must have air time• Cannot pass to neighbor (shoulder to shoulder)• Drop or bad pass, is considered a defect

Planning (2 minutes):• Plan/design your process• Give estimate

Iteration 1 (2 minutes)• Pass as many balls as possible

Retrospective (2 minutes):• Review design and plan – Improve

Iteration 2 (2 minutes)• Pass as many balls as possible

See Instructions

Wrap-Up

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Only AgileEmail: rschilling@onlyagile.comURL: www.onlyagile.comLinkedIn: www.linkedin.com/in/royschilling

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