Calle r s ar e in a L iste n Only Mode Ac c e ss the te le c o nfe re nc e line b y c lic king o n the E ve nt Info ta b lo c a te d in the uppe r le ft-ha nd o f yo ur sc re e n. Use the liste d T e le c o nfe re nc e numb e r, Ac c e ss Co de , a nd Atte nde e I D to sync yo ur pho ne a nd we b c o nne c tio n. e c omme nde d. VOIP is not r
We lc ome to NCMA’s Cre a ting a n Ag ile Ac quisition Culture Ma rc h 10 th 2016 No o n—1:30 p.m. (E a ste rn)
Disc laime r T his Pre se nta tio n is fo r info rma tio na l purpo se s o nly a nd do e s no t c o nstitute le g a l a dvic e . F o r le g a l a dvic e o n a ny issue , yo u sho uld c o nsult with a n a tto rne y.
Cre a ting a n Ag ile Ac quisition Culture antle y , Asso c ia te Vic e Wayne Br Pre side nt o f Pro fe ssio na l E duc a tio n, Villa no va Unive rsity Ma rc h 10 th 2016 12:00 p.m.–1:30 p.m. (E a ste rn) 4
Cr e ating an Agile Cultur e T oday Wha t is Ag ile ? • Ag ile princ iple s • • Ca n a g ile wo rk fo r no n-I T e ffo rts? • Diffe re nc e s fro m tra ditio na l pro je c t ma na g e me nt Ag ile ro le s, e ve nts, a nd a rtifa c ts • Be ne fits o f using a g ile • • K e ys to a g ile suc c e ss 5
You have to do Agile • Cling e r-Co hn a c t o f 1996 – ma ke s a g ile pro c e ss ma nda to ry • F AR Pa rt 1.602-1(b ) – E nsure s tha t a ll re q uire me nts o f la w, e xe c utive o rde rs, re g ula tio ns, a nd a ll o the r a pplic a b le pro c e dure s, inc luding c le a ra nc e s a nd a ppro va ls, ha ve b e e n me t. – I n o rde r to pe rfo rm the se re spo nsib ilitie s, c o ntra c ting o ffic e rs sho uld b e a llo we d wide la titude to e xe rc ise b usine ss judg e me nt.
Ple a se a nswe r the se que stions 1. Do yo u ha ve c o mple x pro duc ts? 2. Do yo u wo rk in a c ha ng ing e nviro nme nt? 3. Do yo u ha ve c ro ss-func tio na l te a ms? 4. Do yo ur te a ms c o lla b o ra te ?
Wha t is a g ile ? › Ac c or ding to Dilbe r t
Wha t is a g ile ? • E vo lve d fro m so ftwa re de ve lo pme nt • Bre a ks wo rk into time b o xe d ite ra tive de live rie s o f wo rk • Prio ritize s wo rk so tha t the mo st va lue d wo rk is de live re d • Co ntinuo us de live ry
Wha t is a g ile ? › Ag ile is a n umb re lla te rm fo r a fra me wo rk tha t re fe rs to a g ro up o f me tho do lo g ie s – Sc r um is the mo st use d › Othe rs inc lude : – L e a n – K a nb a n – XP – Crysta l – DSDM
Wha t is a g ile ? Ba se d o n thre e pilla rs: Ada ptio n T ra nspa re nc y I nspe c tio n
Ag ile Va lue s › Ag ile Va lue s – F e b 2001 – Ag ile Ma nife sto – 4 Va lue s
Ag ile Va lue s › Ag ile Va lue s – F e b 2001 – Ag ile Ma nife sto – 4 Va lue s Most I mportant I mportant but not the focus
Ag ile Va lue s › Agile Values – Feb 2001 – Agile Manifesto – 4 Values Most I mportant I mportant but not the focus Individuals and interactions over processes and tools
Ag ile Va lue s › Ag ile Va lue s – F e b 2001 – Ag ile Ma nife sto – 4 Va lue s Most I mportant I mportant but not the focus Individuals and interactions over processes and tools Working ______________ over comprehensive documentation
Ag ile Va lue s › Ag ile Va lue s – F e b 2001 – Ag ile Ma nife sto – 4 Va lue s Most I mportant I mportant but not the focus Individuals and interactions over processes and tools Working ______________ over comprehensive documentation Customer collaboration over contract negotiation
Contra c t T ype for Ag ile Proje c ts • Bla nke t Purc ha se Ag re e me nt (BPA) • I nde finite Quo te I nde finite De live ry (I DI Q) – T a sk o rde rs use d in b o th to supply a de ta ile d sc o pe o f wo rk David Neumann, Excella Consulting
Ag ile Va lue s › Ag ile Va lue s – F e b 2001 – Ag ile Ma nife sto – 4 Va lue s Most I mportant I mportant but not the focus Individuals and interactions over processes and tools Working ______________ over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
Ag ile Ma nife sto 1. Our hig he st prio rity is to sa tisfy the c usto me r thro ug h e a rly a nd c o ntinuo us de live ry o f va lua b le so ftwa re . 2. We lc o me c ha ng ing re q uire me nts, e ve n la te in de ve lo pme nt. Ag ile pro c e sse s ha rne ss c ha ng e fo r the c usto me r's c o mpe titive a dva nta g e . 3. De live r wo rking so ftwa re fre q ue ntly, fro m a c o uple o f we e ks to a c o uple o f mo nths, with a pre fe re nc e to the sho rte r time sc a le . 4. Busine ss pe o ple a nd de ve lo pe rs must wo rk to g e the r da ily thro ug ho ut the pro je c t.
Ag ile Ma nife sto 5. Build pro je c ts a ro und mo tiva te d individua ls. Give the m the e nviro nme nt a nd suppo rt the y ne e d, a nd trust the m to g e t the jo b do ne . 6. T he mo st e ffic ie nt a nd e ffe c tive me tho d o f c o nve ying info rma tio n to a nd within a de ve lo pme nt te a m is fa c e - to -fa c e c o nve rsa tio n. 7. Wo rking so ftwa re is the prima ry me a sure o f pro g re ss. 8. Ag ile pro c e sse s pro mo te susta ina b le de ve lo pme nt. T he spo nso rs, de ve lo pe rs, a nd use rs sho uld b e a b le to ma inta in a c o nsta nt pa c e inde finite ly.
Ag ile Ma nife sto 9. Co ntinuo us a tte ntio n to te c hnic a l e xc e lle nc e a nd g o o d de sig n e nha nc e s a g ility. 10. Simplic ity--the a rt o f ma ximizing the a mo unt o f wo rk no t do ne --is e sse ntia l. 11. T he b e st a rc hite c ture s, re q uire me nts, a nd de sig ns e me rg e fro m se lf-o rg a nizing te a ms. 12. At re g ula r inte rva ls, the te a m re fle c ts o n ho w to b e c o me mo re e ffe c tive , the n tune s a nd a djusts its b e ha vio r a c c o rding ly.
Ag ile Ma nife sto E xe rc ise › Ha ndo ut – I de ntify in yo ur a re a the re pla c e me nt wo rd fo r a ny re fe re nc e to so ftwa re in the Ag ile Ma nife sto .
Ca n a g ile work for non- IT e fforts? › F irst we ha d the a g ric ultura l re vo lutio n – Pla nt a nd hunt – Wa nde re d le ss a nd wo rke d in o ne pla c e › Ne xt we ha d the industria l re vo lutio n – De ve lo pme nt o f ma c hine s a nd fa c to rie s – L e d to ma ny pro je c t ma na g e me nt to o ls
Ca n a g ile work for non- IT e fforts? › No w we ha ve the info rma tio n re vo lutio n – F o c us is o n info rma tio n a nd c o lla b o ra tio n – Re lie s o n kno wle dg e wo rke rs o E ng ine e rs o Pro g ra mme rs o Co ntra c t Ma na g e rs o Pro je c t Ma na g e rs o T e a c he rs o Sc ie ntist o L a wye rs o Do c to rs o Ma rke ting o Ac c o unting a nd mo re
Ca n a g ile work for non- IT e fforts? Characteristics of I ndustrial Work Characteristics of Knowledge Workers Work is visible Work is invisible Work is stable Work is changing Emphasis is on running things Emphasis is on changing things More structure with fewer things Less structure with more decisions Focus on the right answers Focus on the right questions Define the task Understand the task Command and control Give autonomy Strict standards Continuous innovation Focus on quantity Focus on quality Continuously learn and teach Measure performance to strict standards Minimize cost of workers for a task Treat workers as assets and not as costs
Diffe re nc e s from tra ditiona l proje c t ma na g e me nt Traditional PM Agile PM Focus on processes and tools Focuses on team communication and interaction Anticipates limited changes and requires comprehensive Places priority on developing products and/or solutions documentation that will be progressively modified and improved Emphasizes the importance of contract negotiation and Emphasizes the importance of customer — project team tasks delineated in the contract collaboration and daily communication Works the plan; follows the plan to the end Features flexibility and response to change Treat workers as assets and not as Minimize cost of workers for a task costs
Diffe re nc e s from tra ditiona l proje c t ma na g e me nt
Compa rison of Ag ile a nd Wa te rfa ll De ve lopme nt
Diffe re nc e s from tra ditiona l proje c t ma na g e me nt
Ag ile Role s • Sc rum Ma ste r • Pro duc t Owne r • T e a m
Ag ile Role s – Sc rum Ma ste r • Sc rum Ma ste r will fa c ilita te the te a m • Re mo ve r o f the b a rrie rs (impe dime nts) to the te a m’ s wo rk • Se rva nt L e a de r • E nc o ura g e s c o lla b o ra tio n a nd o pe n c o mmunic a tio n
Ag ile Role s – Produc t Owne r • Pro duc t Owne r is the ke e pe r o f the re q uire me nts (b a c klo g ) • I nte rfa c e b e twe e n the b usine ss a nd c usto me r ne e ds a nd the te a m • Ma inta ins the pro duc t b a c klo g prio ritie s • Ac c o unta b le fo r ROI
Ag ile Role s - T e a m • Se lf o rg a nize d • Cro ss func tio na l • 5 – 9 ide a l size • I nspe c ts a nd a da pts • Critic a l thinke rs
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