Imad Alsadeq, Qatar, May 2013 OPM3, MSP, PMP, PMOC, PMI-RMP, MCP

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1 Qatar, May 2013 Imad Alsadeq, OPM3, MSP, PMP, PMOC, PMI-RMP, MCP PMI is a registered trade and service mark of the Project Management Institute, Inc Permission is granted to PMI for PMI Marketplace use only

2 EPMO Director, Ministry of Labor, KSA, Consultant, Trainer, Author, Translator, and Ireland 2011 Speaker. 2

3 Now and Here, Apply in your mind, As if you will explain today to your colleagues, Prepare your feedback through questions or e- mail. 3

4 Why Agile? What is Agile? Agile Manifesto Agile Methodologies How to Agile? Is it the right approach for us? Agile Tools

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6 Projects success rate has not improved since To obtain better results, we suggest to use an approach that is radically different. What is the situation like in your organization? Chaos Report Standish Group,

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8 Project: Kodak s New Advantix Photographic system PMI recognized it as the 1997 International Project of the Year Business Week selected the system as one of the best new products of 1996 (Adams, 1998). After the Project Kodak's stock price has fallen 67% since the introduction of the Advantix system

9 Project: Sydney Opera House Time Plan was 4 years Finished after 14 years Budget was 7M Actual cost about 102 After the Project One of the most recognized buildings in the world For the year ended 30 June 2011, total income was about 120M Adopted from:

10 Project Management Success Project Success Stakeholders satisfaction Project outcome added value Project Success Competing Demands balancing Contribution to the Org. Strategy 13

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17 Satisfy Customer Welcome Changing Shorter Timescale to deliver 2:8 Work Together Daily Trust Your Team Promote Sustainable Working Software Face-to-Face Conversation Good Design enhance agility Simplicity Self-organizing teams Retrospective 20

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19 Iterative strategies for managing software development projects, such as Scrum, the Dynamic Systems Development Method (DSDM), Feature Driven Development (FDD ), the Agile Unified Process (AUP) and Lean Development Strategies for optimizing software development work, such as extreme Programming (XP) and the Rational Unified Process (RUP ) Strategies for managing software maintenance and support activities, such as Kanban. Cooke, 2012

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22 Scrum is an Agile methodology for project management that involves: Delivering software in time-boxed iterations Focusing on the highest business-value software features in each iteration Interacting directly with business users to confirm ongoing software usability, quality, relevance and business value throughout the process. 25

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25 "Servant-Leadership is a practical philosophy which supports people who choose to serve first, and then lead as a way of expanding service to individuals and institutions. Servantleadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment" Making sure your team's needs come first Allowing your team the freedom to do the best work they possibly can Fostering the personal growth of your team members Always acting in an ethical and caring manner Mentoring future servant leaders Robert Greenleaf, 2005

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28 Scrum 31

29 Hours Tasks Code the user interface Mon 8 Tues Wed Thur Fri 4 8 Code the middle tier Test the middle tier Write online help Mon Tue Wed Thu Fri

30 WHAT WENT WELL WHAT WENT LESS WELL SUGGESTIONS FOR IMPROVEMENT WHAT STILL PUZZLES US

31 Product owner Define the features of the product Decide on release date and content Be responsible for the profitability of the product (ROI) Prioritize features according to market value Adjust features and priority every iteration, as needed Accept or reject work results 34

32 The Scrum Master Represents management to the project Responsible for enacting Scrum values and practices Removes impediments Ensure that the team is fully functional and productive Enable close cooperation across all roles and functions Shield the team from external interferences 35

33 1. Tell: make decision as the manager 2. Sell: convince people about decision 3. Consult: get input from team before decision 4. Join: make decision together with team 5. Advise: influence decision made by the team 6. Confirm: ask feedback after decision by team 7. Delegate: no influence, let team work it out

34 The Scrum Team Typically 5-9 people Cross-functional: Programmers, testers, user experience designers, etc. Members should be fulltime May be exceptions (e.g., database administrator) Teams are self-organizing Ideally, no titles but rarely a possibility Membership should change only between sprints 37

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36 Sweet spot in software product development Domains where market requirements change often Initiatives where requirements are unknown or unknowable Complex knowledge work Don t use agile if

37 Ensure that proper change management is in place Solicit buy-in and commitment at all levels Select the right project Run an inception Involve the right people Build the team Establish a Framework What a sprint/iteration looks like What other processes are used Produce a backlog Sprint/Iteration 0 Start building

38 Some used between 3-4 different tools A handful said they used as many as 15.

39 42

40 Requirement PMI Agile Certification Eligibility Requirements Description General Project Experience 2,000 hours working on project teams These hours must be earned within the last 5 years Active PMP or PgMP will satisfy this requirement Agile Project Experience Training in Agile Practices Examination 1500 hours working on agile project teams or with agile methodologies These hours are in addition to the 2,000 hours required in general project experience These hours must be earned within the last 3 years 21 contact hours Hours must be earned in agile practices Tests knowledge of agile fundamentals

41 Requirement PMI Agile Certification Eligibility Requirements Description General Project Experience 2,000 hours working on project teams These hours must be earned within the last 5 years Active PMP or PgMP will satisfy this requirement Agile Project Experience Training in Agile Practices Examination 1500 hours working on agile project teams or with agile methodologies These hours are in addition to the 2,000 hours required in general project experience These hours must be earned within the last 3 years 21 contact hours Hours must be earned in agile practices Tests knowledge of agile fundamentals

42 People are more motivated when they manage themselves. Teams and individuals are more productive when they are not interrupted. Productivity is compromised when changes are made to the team composition. Face-to-face communication is the most productive way for a team to work and exchange. 45

43 46

44 :) Find me at Drop me an Sponsored By: Imad Alsadeq OPM3, MSP, PMP, PMOC, PMI-RMP, MCP 47

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