AGILE FROM 6 FEET PATHWAYS TO PROJECT AND TEAM AGILITY PMI BALTIMORE HANOVER FEBRUARY 16, 2012

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1 AGILE FROM 6 FEET PATHWAYS TO PROJECT AND TEAM AGILITY PMI BALTIMORE HANOVER FEBRUARY 16, 2012 Frank Balogh, MBA PMI-ACP, CSM, PMP PMI Agile Community of Practice (ACoP) PMI Baltimore Agile Chapter Engagement Representative Soft-Con Enterprises, Inc Apollo Drive, Suite 202 Largo, MD Twitter: practicalpmp

2 2 Agenda and How We Got Here A Ground Level View from Last Meeting Informal Opinion In Some Cases A Forum Leave With A Plan Plenty of Time for Questions

3 3 Pathways to Agility What I Hope You Leave With Personal knowledge Personal plan Group / Team / Plan On Ramping Agile Executive Support

4 4 Agile is Not Really A Cookbook It is an approach It is a mindset which is often adopted through certain tools and methods It is perhaps done best when addressing a need It is not only about software and technology It can be introduced from anywhere within an organization It is so much more than Scrum

5 5 PMI and Agile Thinking Inclusive Not specific to various techniques (Lean, XP, Scrum, etc) Agile Community of Practice (ACoP) PMI-ACP Certification Get Involved, use the tools and resources as a starting position

6 6 PMI Agile Certified Practitioner (PMI-ACP) Basic info with the accent on Practitioner (not expert) Requirements The Body of Knowledge Has Anyone Taken the test? Passed the test? Thoughts on the content and test? This credential reinforces Agile as a PMI approved approach and body of thinking

7 7 Baltimore PMI Chapter Support Chapter Engagement Representative (me) Training for ACP and Agile March 8, 9, & 10, 2012 Agile Prep Lean, Timonium XoJom Instructors May 25 & 26, 2012 Agile (Two Days), TBD - XoJom Instructors What else can we do to support your interest in project agility?

8 8 The Best Agile Example I Have The Project 90 user stories in the product backlog 90 features delivered by the end of nine months in nine 4 week sprints But of the 90 delivered features, less than ½ were part of the original product backlog As features were delivered, business owners added new user stories and constantly re-prioritized needs

9 9 This Example As Waterfall Reflect on how this same outcome would have been handled in a traditional SDLC / Change Order world What % of All Projects Have At Least One and Maybe Two Significant Change Orders during their lifespan? Agile becomes fixed price / variable deliverables

10 10 Agile and Government How Far We Have Come So Quickly Scrum in 2005 A Quote from Ken Schwaber s Agile Project Management with Scrum (p.149) The Greatest Article about Partnering with Government Agencies based upon Outcomes and Not Processes (that I can t find any longer from only 5 years later) First Stop - Recognize that You are somewhere in between Next Stop Check PMI and search on Agile and Government Resources on KPI, Contract Strategies, and Transformation

11 11 One Government Case Study Goals Develop an Agile software development capability within a traditional SDLC (Waterfall) environment Grow out these practices to the larger organization Steps Taken Education about Agile Approaches and Other Methods (teams, managers, and larger groups) Team building exercises to recognize similarities between Agile and Current Methods In roles and responsibilities In reporting out from within Agile teams to the larger organization Small group pilots of method with full transparency to larger organization (so both actual work and as a test lab for learning) Used prior work as platform to greater adoption of methods across organization Lessons Learned

12 Management Questions to Answer for All Agile Initiatives 12 How Autonomous Is the Process of Delivery? Do You Have Responsibility for An Outcome, but Using Processes You Do Not Control? Do You Have Project Deliverables that seem contrary to Agile principles? (Reports, Measures of Process) How Much Headroom Do Have to Innovate Given Your Environment and Overall Project Expectations?

13 13 Getting to Baseline Agility Know the methods and tools Establish where you can provide the greatest benefit (collaboration, proofs of concept) Understand the organizational readiness for changes you are about to put in place Build a team who shares the vision Get organizational support (air cover) and make sure everyone knows what you are doing Work to be brilliantly successful in manageable efforts rather than partially successful in larger efforts

14 14 Role of Project Manager in Agile Leading, Coaching and Mentoring (agile teams and stakeholders) Explaining the process and its advantages What Is the Same / What Is Different Advantages / Changes Articulating strategies for hybrid approaches and acting as translator between non-agile and Agile approaches Surprise you are still meeting expected outcomes and deliverables Make sure you are comfortable and informed before taking on these tasks

15 15 Artifacts and Tools What We Have Now Agile Development Tools Collaborative Software Development Tools Traditional Application Lifecycle Management (ALM) Enterprise Program and Project Management Software Quality Assurance Tools Enterprise / Business Process Tools Good News Convergence and Acceptance Every vendor is trying to find a way to bridge to or augment their products with Agile frameworks or templates Likely your firm s infrastructure and tools are (or soon will be) Agile ready Yet another approach to selling Agile

16 16 Kanban and Lean PMI is not specific to any approach New Arguments sound like Lean vs. Agile vs. Waterfall Lean is about process but so is Agile Can be an on-ramp and/or a collaboration / communications tool Has the appearance of simplicity but can be a challenge

17 17 Wrap Up Final Thoughts You Will Do This PMI has given you the tools, the community support, and created a certification path Personal knowledge Personal plan Group / Team / Plan On Ramping Agile Executive Support Try This Out (Home or Work) Regardless of where you are now, you can be a more effective manager by beginning to adopt an Agile Mind Let your chapter know what else you need and if you would like to get more involved with Agile PM topics

18 18 The Alpha and Omega of Agile Liftoff Launching Agile Teams & Projects Diana Larsen and Ainsley Nies Projects/dp/ X/ref=sr_1_2?ie=UTF8&qid= &sr=8-2 The Business Value of Agile Software Methods Maximizing ROI with Just-In-Time Processes and Documentation David R. Rico, Hasan H. Sayani, Saya Sone Methods/dp/ /ref=sr_1_1?s=books&ie=UTF8&qid= &sr=1-1

19 19 Open Forum And Links Lots of Questions, Some Answers, Follow Up Items Baltimore Chapter Agile Training PMI Agile Community of Practice PMI ACP Agile Alliance Scrum Alliance

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