The Agile PMP: Teaching an Old Dog New Tricks The Agile PMP: - - PowerPoint PPT Presentation

the agile pmp teaching an old dog new tricks the agile
SMART_READER_LITE
LIVE PREVIEW

The Agile PMP: Teaching an Old Dog New Tricks The Agile PMP: - - PowerPoint PPT Presentation

W8 Concurrent Session Wednesday 11/12/2008 12:45 PM 2:15 PM The Agile PMP: Teaching an Old Dog New Tricks The Agile PMP: Teaching an Old Dog New Tricks Presented by: Mike Cottmeyer VersionOne Presented at: Agile Development Practices


slide-1
SLIDE 1

W8

Concurrent Session

Wednesday 11/12/2008 12:45 PM – 2:15 PM

The Agile PMP: Teaching an Old Dog New Tricks The Agile PMP: Teaching an Old Dog New Tricks

Presented by: Mike Cottmeyer VersionOne

Presented at: Agile Development Practices 2008 November 10 - 14, Orlando, FL., USA

330 Corporate Way, Suite 300, Orange Park, FL 32043 888-268-8770 904-278-0524 sqeinfo@sqe.com www.sqe.com

slide-2
SLIDE 2

Mike Cottmeyer Mike Cottmeyer

Mike Cottmeyer is a product consultant and agile evangelist for VersionOne. Prior to joining VersionOne, Mike was a senior project manager for CheckFree Corporation where he managed a portfolio of projects for their online banking and bill payment business unit. Mike has a background in traditional project management but has worked primarily with agile methodologies for the past four years. Mike is a certified PMP Project Manager and a Certified ScrumMaster. Mike co-created the DSDM Agile Project Leader certification. He holds this certification at the Foundation, Practitioner, and Examiner levels and was recently named an honorary member of the DSDM consortium. Mike is currently on the board of APLN as Treasurer.

slide-3
SLIDE 3

T he Ag ile PMP

T e a c hing a n Old Do g Ne w T ric ks

slide-4
SLIDE 4

I ntro duc tio ns

  • Pro duc t c o nsulta nt a nd a g ile

e va ng e list fo r Ve rsio nOne

  • Pre vio usly a Se nio r Pro je c t

Ma na g e r fo r Che c kF re e Co rpo ra tio n

  • PMP, CSM, DSDM Ag ile Pro je c t

L e a de r

  • Bo a rd me mb e r o f APL

N a nd the c urre nt T re a sure r. F

  • unde r APL

N Atla nta

slide-5
SLIDE 5

Ob je c tive s

  • De ve lo p a n unde rsta nding o f why

tra ditio na l pro je c t ma na g e me nt do e s no t a lwa ys wo rk fo r so ftwa re pro je c ts

  • I

ntro duc e Ag ile pro je c t ma na g e me nt a s a via b le a lte rna tive a nd e xplo re whe n Ag ile te c hniq ue s mig ht b e a pplic a b le to yo ur pro je c t

  • T

a ke wha t we kno w a b o ut tra ditio na l pro je c t ma na g e me nt a nd le a rn ho w to a pply it in a n a g ile c o nte xt

slide-6
SLIDE 6

Ag e nda T

  • pic s
  • Hidde n PM

a ssumptio ns

  • T

he c a se fo r a g ile (a nd why it wo rks)

  • Ag ile a nd the

PMBOK

  • T

ra ditio na l vs. a g ile pro je c t c o ntro l

  • Wha t c a n I

do no w?

  • A wo rd o n

a g ile c ulture

slide-7
SLIDE 7

Hidden PM Assumptions

slide-8
SLIDE 8

Assumptio ns o f T ra ditio na l PM

  • Assumptio ns

intro duc e risk

  • We te nd to

a ssume tha t with e no ug h up fro nt pla nning tha t we c a n ma ke pro je c ts pre dic ta b le

slide-9
SLIDE 9

Why Ag ile ?

  • No t a ll pro je c ts a re

pre dic ta b le

  • Ma rke t unc e rta inty

drive s c ha ng e

  • T

he le ss c e rta in we a re a b o ut o ur re q uire me nts, the mo re we ne e d to pla n to a da pt

Technical P a c e Novelty Complexity

* Reinventing Project Management by Aaron Shenhar and Dov Dvir

slide-10
SLIDE 10

T he Co st o f Cha ng e

  • Co st o f tra ditio na l c ha ng e

ma na g e me nt is to o hig h in ma ny pro je c t c o nte xts

  • Cha ng e c o ntro l is

b ure a uc ra tic a nd slo w

  • We b e c o me re sista nt to

c ha ng e whe n we sho uld e mb ra c e c ha ng e

slide-11
SLIDE 11

Ma na g ing tra de o ffs

  • Ne w wa y o f lo o king a t the

b a la nc e b e twe e n time , c o st, a nd sc o pe

  • I

n tra ditio na l me tho do lo g ie s we sta rt with sc o pe a nd e stima te time a nd b udg e t

  • T

his re sults in a fa lse se nse o f c e rta inty a b o ut the fe a ture s

  • Unre a listic e xpe c ta tio ns

a ro und the te a m’ s a b ility to de live r

Tim e Scope Cost Traditional Project Management

slide-12
SLIDE 12

Drive yo ur pro je c ts

  • T

urns the I ro n T ria ng le upside do wn

  • Ag ile me tho do lo g ie s

de fine the time a nd c o st a nd va ry the sc o pe

  • Give s the Pro duc t

Ma ng e r fine g ra ine d c o ntro l o n the pro je c ts

  • utc o me .

Tim e Cost Scope Agile Project Management

slide-13
SLIDE 13

T he Case fo r Agile

slide-14
SLIDE 14

T he Ag ile e le va to r spe e c h

  • Umb re lla te rm to de sc rib e a

fa mily o f me tho do lo g ie s:

– XP – Sc rum – DSDM – AUP – Crysta l – F DD

  • E

ng ine e ring b e st pra c tic e s

  • Pro je c t ma na g e me nt

me tho do lo g y

  • L

e a de rship philo so phy

slide-15
SLIDE 15

Ag ile Pro je c t Ma na g e me nt

  • E

mpiric a l pro c e ss c o ntro l

  • Visib ility, inspe c tio n, a nd

a da pta tio n

  • De live r pro duc t in sho rt c yc le s
  • I

nspe c t wha t b e e n de live re d

  • Ada pt pro c e ss o r re q uire me nts

b a se d o n wha t the te a m ha s le a rne d a b o ut the e me rg ing pro duc t

slide-16
SLIDE 16

E nsure s a c c e pta b le o utc o me s

  • Ag ile c o sts le ss whe n yo u

fa c to r in the c o st o f c ha ng e ma na g e me nt

  • Diffe re nt wa y o f lo o king

a t pro je c t c o ntro l

  • Risk mitig a tio n ta c tic tha t

b e use d whe n a ssumptio ns a b o ut pre dic ta b ility do n’ t ho ld

slide-17
SLIDE 17

Agile a nd the PMBOK

slide-18
SLIDE 18

T he I mpo rta nc e o f L a ng ua g e

  • Co mpa nie s do n’ t

c ha ng e o ve r nig ht

  • Pe o ple ne e d to

b ridg e the o ld la ng ua g e to the ne w

  • He lp te a ms

unde rsta nd ne w c o nc e pts within the

  • ld mo de l
slide-19
SLIDE 19

Ag ile a nd the PMI pro c e ss g ro ups

  • I

nitia tio n

  • Pla nning
  • E

xe c utio n

  • Mo nito ring

a nd Co ntro l

  • Clo se do wn

I nitia tio n Pla nning E xe c ute Mo nito r Co ntro l Clo sing

slide-20
SLIDE 20

PMI Iterative Planning Scrum Planning Cycle

slide-21
SLIDE 21

Ag ile a nd the PMI K no wle dg e Are a s

  • Ag ile re q uire s a shift

in thinking :

– T ime Ma na g e me nt – Co st Ma na g e me nt – Sc o pe Ma na g e me nt – Risk Ma na g e me nt – Qua lity Ma na g e me nt – Co mmunic a tio ns Ma na g e me nt

  • Ag ile do e sn’ t re a lly

a ddre ss:

– I nte g ra tio n Ma na g e me nt – Pro c ure me nt Ma na g e me nt – Huma n Re so urc e Ma na g e me nt

slide-22
SLIDE 22

Pro je c t T ime

  • De fine de live ra b le s no t

a c tivitie s

  • Strive to re duc e de pe nde nc ie s

b e twe e n de live ra b le s

  • Prio ritize do n’ t se q ue nc e . Wo rk

fro m the to p o f the list.

  • E

stima te b a se d o n re la tive size

  • Re le a se s a nd ite ra tio ns a lwa ys

e nd o n time .

Time Management

Activity definition Activity sequencing Activity resource estimating Activity duration estimating Schedule development Schedule control

slide-23
SLIDE 23

Pro je c t Co st

  • Co st is de fine d b y yo ur

willing ne ss to inve st

  • Co st e stima te s a re the pro duc t
  • f the te a m size a nd pro je c t

dura tio n

Cost Management

Cost estimating Cost budgeting Cost control

slide-24
SLIDE 24

Pro je c t Sc o pe

  • Sc o pe is de fine d a t pro g re ssive

le ve ls o f de ta il.

  • Pla n sc o pe , de a l with pro je c t

re a litie s, a nd ma ke tra de o ffs.

  • Allo w ro o m fo r sc o pe

ne g o tia tio n whe n pla nning pro je c t sc o pe

  • Co lla b o ra tio n a nd fre q ue nt

inte ra c tio n

Scope Management

Scope Planning Scope Definition Create WBS Scope Verification Scope Control

slide-25
SLIDE 25

Pro je c t Risk

  • Busine ss Risk, T

e c hnic a l Risk, a nd L

  • g istic a l Risk
  • Risk ma na g e me nt is b uilt into

the struc ture o f the pro je c t

  • Risks a re c o nsta ntly visib le a nd

ma na g e d thro ug h ite ra tio ns

  • Risk lists, re spo nse pla nning ,

a nd mitig a tio n stra te g ie s

Risk Management

Risk management planning Risk identification Qualitative risk analysis Quantitative risk analysis Risk response planning Risk monitoring and control

slide-26
SLIDE 26

Pro je c t Qua lity

  • Qua lity is no t a n a fte rtho ug ht
  • T

e st first de sig n

  • T

e st drive n de ve lo pme nt

  • Co ntinuo us inte g ra tio n
  • Co ntinuo us te sting

Quality Management

Quality planning Perform quality assurance Quality control

slide-27
SLIDE 27

Pro je c t Co mmunic a tio n

  • Co mmunic a tio n pla nning c a n

b e tho ug ht o f in the tra ditio na l se nse whe n lo o king o utside the pro je c t te a m

  • Co llo c a tio n
  • I

nfo rma tio n ra dia to rs

  • Osmo tic c o mmunic a tio n

Communication Management

Communications planning Information distribution Performance reporting Manage stakeholders

slide-28
SLIDE 28

Pro je c t I nte g ra tio n

  • Ag ile ha s ro o m fo r a Cha rte r o r

a Visio n sta te me nt

  • Pro je c t ma na g e me nt pla ns

a nd a ppro a c h sta te me nts

  • Mo re e mpo we ring style o f

ma na g e me nt b a se d o n individua l a c c o unta b ility

  • Cha ng e c o ntro l is b uilt into the

pro c e ss. T ra de o ffs ma na g e d in re a l time .

Integration Management

Charter Scope statement Project Management Plan Direct and Manage Project Execution Monitor and Control Project work Integrated change control Close project

slide-29
SLIDE 29

Pro je c t Pro c ure me nt

  • Ag ile do e s no t de a l muc h with

pro c ure me nt

  • Appro a c h c o ntra c ts with

a da pta b ility in mind

  • Build re la tio nships b a se d o n

trust

  • Cre a te win-win a g re e me nts

Time Management Plan purchases and acquisitions Plan contracting Request seller responses Select sellers Contract administration Contract closure

slide-30
SLIDE 30

Pro je c t Huma n Re so urc e s

  • Sta ffing b a se d o n a va ila b le

pe o ple a nd willing ne ss to inve st

  • Build yo ur te a m a ro und

mo tiva te d pe o ple

  • Give the m wha t the y ne e d to

b e suc c e ssful a nd re mo ve impe dime nts

  • Allo w te a ms to se lf-o rg a nize

Human Resource Management Human resource planning Acquire project team Develop project team Manage project team

slide-31
SLIDE 31

T ra ditio na l vs. Agile Pro je c t

Contr

  • l
slide-32
SLIDE 32

Critic a l Pa th

  • T

he se q ue nc e o f sc he dule a c tivitie s tha t de te rmine the dura tio n o f the pro je c t

  • Assume s a

pre de te rmine d se q ue nc e a nd sc he dule de pe nde nc ie s

slide-33
SLIDE 33

F a st T ra c king Pro je c ts

  • Sho rte ning the time line
  • f the pro je c t b y

do ing wo rk in pa ra lle l

  • Pe rfe c tly fine o n a n

a g ile pro je c t

  • Add a dditio na l te a ms

to c o mple te fe a ture s

  • I

nc re a se s the c o st o f the pro je c t

slide-34
SLIDE 34

Cra shing Pro je c ts

  • Sho rte ning the

pro je c t b y a dding mo re re so urc e s to ta sks o n the c ritic a l pa th

  • Sho uld g e ne ra lly b e

a vo ide d

  • Nine wo me n c a n’ t

de live r a b a b y in

  • ne mo nth
slide-35
SLIDE 35

E a rne d Va lue Ma na g e me nt

  • CV = E

V – AC

  • SV = E

V – PV

  • CPI

= E V/ AC

  • SPI

= E V/ PV

  • E

T C = BAC – E V

  • E

T C = (BAC – E V)/ CPI

  • E

AC = AC + E T C

slide-36
SLIDE 36

Cha ng e Ma na g e me nt

  • E

va lua te if c ha ng e ma na g e me nt is ne c e ssa ry

  • I

f so , ke e p c ha ng e ma na g e me nt a s lig ht a s po ssib le

  • T

a ke a tie re d a ppro a c h to spe e d up the pro c e ss

slide-37
SLIDE 37

Burndo wn Gra phs

  • Re le a se b urndo wn
  • Sprint b urndo wn
  • L

a g indic a to rs a nd le a d indic a to rs

slide-38
SLIDE 38

Cumula tive F lo w Dia g ra ms

  • Adds the dime nsio n
  • f sc o pe to the

c ha rt

  • No w we se e ho w

ite ms a re mo ving thro ug h sta tus, to ta l c o mple te a g a inst the to ta l sc o pe o f the pro je c t

slide-39
SLIDE 39

Ve lo c ity T re nd

  • Pa st pe rfo rma nc e is

a n indic a to r o f future pe rfo rma nc e

  • Ve lo c ity sho uld

sta b ilize o ve r time

slide-40
SLIDE 40

De fe c t T re nds a nd T e st Co unt

  • T

e st tre nds

  • De fe c t tre nds
  • I

mpa c t o f te st c o ve ra g e a nd de fe c ts o n te a m pe rfo rma nc e

slide-41
SLIDE 41

Putting it a ll to g e the r

slide-42
SLIDE 42

Re a l time …

  • Da ta upda te d

c o nsta ntly a nd ke pt visib le to the e ntire te a m

  • Sma ll te a ms a nd

white b o a rds

  • L

a rg e r te a ms with a g ile to o ling

slide-43
SLIDE 43

…a nd Ac c ura te !

  • Do ne vs. pe rc e nt

c o mple te

  • Me a sure s re a l

pro g re ss a nd is no t sub je c tive

  • Ca n se e e xa c tly

whe re we a re a g a inst b a se line

slide-44
SLIDE 44

Wha t Can I Do T

  • day?
slide-45
SLIDE 45

Da ily Sta nd-up Me e ting s

  • I

nc re a se visib ility

  • E

sta b lish a se nse o f te a m wo rk a nd c o lla b o ra tio n

  • Sha re d

a c c o unta b ility

slide-46
SLIDE 46

F e a ture Ba se d De live ra b le s

  • Sto p putting a c tivitie s

in yo ur pro je c t pla n

  • F
  • c us o n o utc o me s…

wha t a re we g o ing to b uild?

  • Wha t c a pa b ilitie s

ne e d to b e in the syste m b y whe n?

  • L

e t’ s sta rt a c tua lly E a rning Va lue

slide-47
SLIDE 47

I te ra tive Pla nning

  • K

e e p a hig he r le ve l pla n, ma yb e a mile sto ne pla n in a tra ditio na l PM to o l

  • Do de ta ile d pla nning
  • n ite ra tive c yc le s
  • Use the da ta g a the re d

in the pla nning to do a re a lity c he c k o n yo ur sc he dule

slide-48
SLIDE 48

Go o d Pr

  • jec t Ma na g e rs ta ke

input fro m r eality a nd deal with it

slide-49
SLIDE 49

Adopting Ag ile Cultur e

slide-50
SLIDE 50

Ag ile PM Mo de l

  • Pro je c t Ma na g e r

a s the c e nte r o f the pro je c t

  • Pro je c t ma na g e r

a s a n e na b le r

PM PM

T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m

PM

slide-51
SLIDE 51

E mpo we rme nt

  • Cre a te the

c o nte xt

  • So c ia l E

ng ine e ring

  • Pro c e ss ha s to b e

ma na g e d

slide-52
SLIDE 52

Se lf-Org a niza tio n

"S

imple , c le ar purpo se and princ iple s give rise to c o mple x and inte llige nt be havio r. Co mple x rule s and re gulatio ns give rise to simple and stupid be havio r.” De e H

  • c k, F
  • unde r and F
  • rme r

CE O o f Visa I nte rnatio nal

slide-53
SLIDE 53

T rust

  • E

xpe c t the b e st o ut

  • f pe o ple
  • E

le va te the individua l, g ive the m re spe c t

  • Va lue pe o ple a nd

e nc o ura g e re la tio nships

slide-54
SLIDE 54

Ac c o unta b ility

  • Me a sure re sults,

no t pro c e sse s o r ste ps

  • F
  • c us o n va lue
  • I

nspe c t the pro c e ss

  • Cre a te a c ulture o f

a c c o unta b ility

slide-55
SLIDE 55

8 thing s to ke e p in mind

  • Unde rsta nd Ag ile

te a m dyna mic s

  • Cha mpio n the

pro je c t visio n

  • Re mo ve o b sta c le s
  • F
  • c us o n te a m

b uilding

  • Be c o me a

fa c ilita to r

  • De ve lo p ta le nt

thro ug h c o a c hing

  • E

nc o ura g e pro je c t struc ture

  • He lp the te a m

c o mmit

slide-56
SLIDE 56

I n Conc lusion…

slide-57
SLIDE 57

I t’ s re a lly a b o ut le a de rship…

  • Ag ile Pro je c t Ma na g e me nt is

a b o ut b e c o ming a g re a t le a de r

  • Ac c e pt input fro m re a lity a nd

re spo nd to it

  • L
  • o k o ut fo r the b e st inte re st o f

the te a m

  • Se e k o ut wha t is no t b e ing sa id
  • T

he re is no suc c e ss fo r a nyo ne unle ss we a re a ll suc c e ssful

slide-58
SLIDE 58

APM is diffe re nt…

  • F
  • c us o n individua ls a nd inte ra c tio ns o ve r

pro c e sse s a nd to o ls

  • F
  • c us o n wo rking so ftwa re o ve r

c o mpre he nsive do c ume nta tio n

  • F
  • c us o n c usto me r c o lla b o ra tio n o ve r

c o ntra c t ne g o tia tio n

  • F
  • c us o n re spo nding to c ha ng e o ve r

fo llo wing a pla n

slide-59
SLIDE 59

Wra pping it a ll up…

  • Ag ile is a risk mitig a tio n te c hniq ue a va ila b le

fo r ma na g ing pro je c ts in hig hly unc e rta in pro je c t do ma ins

  • PMI

is a fle xib le e no ug h fra me wo rk to a c c o mmo da te Ag ile c o nc e pts

  • T

he pro c e ss g ro ups, kno wle dg e a re a s, a nd PM pro c e sse s re pre se nt pro je c t ma na g e me nt b e st pra c tic e

  • I

t is the rig id a pplic a tio n o f the se pro c e sse s tha t ma ke the m inc o mpa tib le with Ag ile

slide-60
SLIDE 60

S implifying S

  • ftware De live ry