will agile kill project management
TRANSCRIPT
Project Challenge – Will Agile kill Project Management ?
Darren Wilmshurst : Radtac Delivery DirectorPeter Measey : Radtac CEO
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We believe in challenging the status quo and in the innate ability of people to rise to the challenges of
their organisation
Why Radtac exists – why we get up in the morning
Est.1998
Culture Consultancy Talent Training
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Introduction: Darren Wilmshurst
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Create some noise!
#projchallenge@dazzawilmshurst@PMeaseyRADTAC
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What dogs hear
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What programmers hear
blah blah blah blah NO DOCUMENTATION blah
blah blah blah blah
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What managers hear
blah blah blah QUICKER blah blah blah blah blah blah CHEAPER blah blah
blah BETTER QUALITY blah blah blah blah
blah
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Agile Manifesto
•(and Agile is not just about delivering software, it applies to all types of project)
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Mindset
Values
Principles
PracticesTools &
Processes
We use JIRA
We do stand-ups
We are co-located
We do just enough documentation
Trust
What is agile?
More visible, less powerful
Less visible, more powerful
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Is Agile always the right approach ?
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Is Agile a Silver Bullet ?
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Pragmatic Agile…..one size doesn’t fit all
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PracticesContinuous IntegrationTest Driven DevelopmentBehavior Driven DevelopmentRefactoringPlanning PokerTimeboxingPairing.....etc
Agile is an umbrella
FrameworksScrumKanban
Lean Software Development Extreme Programming (XP)
DSDMLean Software Development Agile Project ManagementScaling: SAFe, LeSS, DAD
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A LG I E
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Red Pill and the Blue Pill
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What is Project?
• Project is a short lived temporary structure to achieve a planned objective. Project management is the application of processes methods, knowledge skills and experience to achieve the project objectives.
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What are Prince2 Core Principles
• Continued business justification,• Learn from experience,• Defined roles and responsibilities,• Manage by stages,• Manage by exception,• Focus on products,• Tailor to suit the project environment.
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Agile - what’s it really all about Alfie ?
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Create more noise!
#projchallenge@dazzawilmshurst@PMeaseyRADTAC
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Introduction - Pete Measey
• Peter Measey – RADTAC CEO • Agile Transformation Consultant• 30 years mainly Information Technology• Agile Specialist Since 1994• Certified Scrum Trainer, DSDM Trainer, Agile PM
Trainer, APMG Lean, SAFe Scaled Agilist, Prince2 Practitioner, PMI Agile Certified Practitioner.
• Lead Author ‘Agile Foundations – principles, practices & frameworks’ – published by BCS
• Author of articles ‘Agile & Prince2’ and ‘Agile and ITIL’ for BCS
• Ex Director of DSDM Consortium• Ex Adjunct Professor Project Management Hult
University• Ex BCS Agile Committee
• A Project Manager & Agile expert
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Agile and waterfall are different – projects ain’t waterfall
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PRINCE2 Tailoring
• ‘Any project run under PRINCE2 will need to address each of the processes in some form. However, the key to successful use of PRINCE2 is its tailoring. Each process must be approached with the question 'How extensively should this process be applied on this project?'* From PRINCE2 Manual
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Will Agile kill Project Management – NOPE
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Agile Approach
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Are there Project Managers in Scrum/ XP etc ?
Corporate or Programme Management
Project Board
Project Support
Senior User Senior Supplier
Team Manager
Project Manager
ExecutiveProject Assurance
Business Arch Technical ArchGovernance
NOPE
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The Sensible Question – Does Agile Change Project Management ?
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Program
Portfolio
Project
Release
Sprint
Agile is more focussed on the planning than the plan.Agile enables change where required, can respond simply and quickly and enables a dynamic business.Is done throughout the project at different levels and different levels of granularity. Valuable featrures are constantly prioritised and the focus is on delivering greatest value first.
Are there Project Managers in scaled Agile
26 Copyright RADTAC
YEP
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Iron Triangle - The Choices
Traditional approach fixes• Scope• Quality (Try)
And places tolerance in• Cost• Time
Agile approach fixes• Cost• Time• Quality
And places tolerance in• Scope
What do you try to fix ?Does that reflect your real business drivers ?
What is the reality ?Does the reality better reflectyour real business drivers ?
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Traditional Plan-Driven Projects
• Create plan by predicting the future
• Agree plan with Board• Manage variances to plan
(constrain change)• Report against original plan• Manage “flack” from missing
un-hittable dates
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Agile Planning
• Project etc.– Very large stories
(aka Epics)• Release
– Large coarse-grain stories(aka Features)
• Iteration– Smallest Stories– Must fit into an
iteration(1-5 days effort)
– Most accurately estimated
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Command & Control vs Collaborative
• Traditional– Hierarchical management structure– Board ‘manages’ the Project Manager– Project Manager ‘manages’ the team
• Agile – Non-hierarchical management structure – Project Manager leads and facilitates the team– Board leads and facilitates the Project Manager
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A possible Agile Operating Model - BCS
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A possible Business Operating Model - BCS
Radtac turned OUR vision into operationGavin Beckett – Bristol City Council
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Unique in supplying certified training, coaching & talent via Culture and Agile
practices.
Come meet Radtac – for a coffee
THANK YOU !
Radtac Radtac Radtac @radtacltd
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Please stay in touch
Radtac Courses
www.radtac.co.uk/courses
Radtac Blogwww.radtac.co.uk/
blogs
Twitter@RADTACLtd
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Please stay in touch
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Do we need to change – are you competitive ?
• “the definition of insanity is doing the same thing over and over again and expecting different results”
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