Managing Your Way to Success ensuring economic, effective, efficient quality best practice service (every time)

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1 7th February, 2013 Copyright SureSkills Managing Your Way to Success ensuring economic, effective, efficient quality best practice service (every time)

2 Project Management Collaboration - Ruaidhri McSharry 7th February, 2013 Copyright SureSkills

3 Agenda SureSkills Welcome Ruaidhri McSharry Manage Your Way to Success for 2013 Bill Heffernan 'Economies of Speed' The Business Advantage of Agile & Lean Software Development Colm Ó heocha Business Analysis - Developing Effective, Feasible Business Solutions Theresa Cullen Q&A / Event Close Event Panel

4 Project Management Program & Project Management Practices Project office, PMO, Portfolio Management, Resource Placement: Program Managers & Project Managers Service Management Gap Analysis Best practice frameworks & Standards ITIL, ISO20000 Steering Continual Service Improvement Programs Education Development Instructor Led & E-Learning Development Rapid 2 SureSkills Connect Global Delivery EMEA AJP USA Business Analysis Business Analysis Operations Assess & Recommend: Business processes Business Process Modelling Managed Services Service Desk Outsourcing Application Management and Deployment Vendor SLA Management LaaS Social Learning E-Learning Virtual Labs Capability Social Media Social Media for Business Digital Marketing Search Engine Optimization Support Pro-Active Monitoring and Alerting IT Administration (MAC service) Remote and On-Site Hands On Response Technical Consulting Data management solutions Storage solutions Virtualisation solutions Private Tailored Customized Courses On site/off site Groups 1-1 Public Schedule Microsoft VMware ITIL PRINCE2 Business Skills SQL Business Analysis

5 Manage Your Way to Success for Bill Heffernan 7th February, 2013 Copyright SureSkills

6 Introduction Deciding to do the Right Things Doing Things Right

7 IT Project Management Landscape Project Methods Waterfall Agile & Lean Quality Management Service Management (ITIL / ISO20000) Security (ISO27000) Governance (COBIT / ISO38500) Complexity Information Exchange Platforms Smartphone, Tablets Global Enterprises & Customers Service Delivery Models Virtualisation, Cloud SaaS

8 Traditional PM Methods PRINCE2 PMBOK

9 Traditional PM PRINCE2 & PMBOK

10 Agile PM SCRUM

11 Implications for PM Role

12 Agile Perspectives on PM

13 Organisation Approach Career Decisions

14 My Tuppence What are you trying to achieve aka what are you priorities? Be faster and more efficient but retain control and predictability Get quick wins / value out faster? Reduce Administration / paperwork? Separate the following: Philosophy Methods Techniques Take the best of each Consider blended Approach - Project type / scale / techniques

15 Agility Within Projects? Blended Approach SCRUMS as stages? SCRUMS for Phased? SCRUM for SW Development? SCRUM for Small / BAU projects?

16 'Economies of Speed' The Business Advantage of Agile & Lean Software Development - Colm Ó heocha 7th February, 2013 Copyright SureSkills

17 High All Requirements Available & Stable Requirements Stability possibility of requirement change Partial Requirements & High Level Goals Low Medium No Concrete Requirements, only Goals 7th February, 2013 Copyright SureSkills Low Medium High Requirements Clarity level of understanding of requirements

18 Managing Complexity OPEN-LOOP Analytical - Predictive CLOSED-LOOP Empirical - Adaptive Set Target Controller Set Initial Target Controller Inspect AIM & FIRE FIRE & AIM 7th February, 2013 Copyright SureSkills

19 Incremental Development & Delivery REQUIREMENTS 7th February, 2013 Copyright SureSkills

20 The Major Agile/Lean Methods Scrum (1995) PM Oriented Timeboxing Prioritized backlog Daily standup meetings Demo after each iteration Correct the process through lessons learned XP (1999) Engineering Oriented (A)TDD, refactoring, pair programming, continuous integration, simplicity, whole team, planning game, Kanban(2010) Max Value & Continuous Improvement Visualize Reduce WIP Manage Flow Make process Policies Explicit Build in Feedback Loops Improve Collaboratively (using scientific method)

21 Scrum Coordinate Work Sprint Drive Change Commitment VS. Kanban Coordinate Work Pull Drive Change WIP Limits Scrum Kanban (e.g. WIP Limits, Explicit Policies) Kanban Scrum (e.g. Retros, Planning Poker, User Stories) Kanban (Product/Project Management) Scrum Scrum Scrum Scrum Kanban (Program/Portfolio Management) Kanban Scrum Kanban Kanban Kanban Kanban Kanban 7th February, 2013 Copyright SureSkills

22 Two Ways to Reduce Waste Batch Up (Economies of Scale) Plan-Driven Methods Big Features Releases Organisations Maximise Utilisation Increase Productivity Reduce Unit Cost Local Optimisation Speed Up (Economies of Speed) Lean/Agile Methods Small Features Releases Teams Maximise Feedback Improve Outcomes Reduce Cycle Time Global Optimisation Copyright 2012 AgileInnovation Limited

23 Economics of Product Development Unit/Post-Dev Cost Cost of Deploying, Configuring, Supporting, Using each instance Ease of Use, Robustness Cost of Configuration/Administration Browser/Platform/OS Support Development Expense Development Project Costs Cost of Engineering Team Dev Tools: SCM, CI, AutoTest Team Management & Facilities Shared Services (HR, Finance,etc.) Product Value Profit from a Software Product; Savings from Internal IT Project Sales Revenue (Volume * Price) Cost Savings Strategic Value Adapted from Don Reinertsen, 2009 Copyright 2012 AgileInnovation Limited

24 Economics of Product Development Cycle Time How Long it Takes to get Through the Value Stream Economies of Speed/Cost of Delay Fast Feedback & Learning (Empirical) Waste/Cost Reduction & Agility Unit/Post-Dev Cost Cost of Deploying, Configuring, Supporting, Using each instance Ease of Use, Robustness Cost of Configuration/Administration Browser/Platform/OS Support Development Expense Development Project Costs Cost of Engineering Team Dev Tools: SCM, CI, AutoTest Team Management & Facilities Shared Services (HR, Finance,etc.) Product Value Profit from a Software Product; Savings from Internal IT Project Sales Revenue (Volume * Price) Cost Savings Strategic Value Adapted from Don Reinertsen, 2009 Copyright 2012 AgileInnovation Limited

25 Cash Return on Investment Investment Period Payback Period Profit Period Max. Cash Consumed Break-Even Point Time Self-Funding Point Copyright 2012 AgileInnovation Limited

26 Shorter Cycle Times More Motivation Improved Quality Reduced Risk Economies of Speed Less Demand Manage Variability Less Overhead Adapted from Don Reinertsen, 2009 More innovation Copyright 2012 AgileInnovation Limited

27 Sample Project *Max Cash Invested Payback Month RoI 3 yrs Plan-Driven 1.25M 22 48% Shorter Cycle Time 0.85M % Better Quality 0.75M % Less GoldPlating More Innovation Less Overhead Managed Variability 0.58M % 0.58M % 0.54M % 0.50M % Reduced Risk 0.50M % Cost of Delay Motivation & Effectiveness 0.50M % *Million uro Copyright 2012 AgileInnovation Limited

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29 Does Agile Work? QSMA % *4 16% 7th February, 2013 Copyright SureSkills

30 Chaos Project Database It is now U.S. law that all DOD contracts are Agile Jeff Sutherland Dec 2012 Adapted from Standish Group th February, 2013 Copyright SureSkills

31 Business Analysis - Developing Effective, Feasible Business Solutions - Theresa Cullen 7th February, 2013 Copyright SureSkills

32 What is a Business Analyst & What is Business Analysis?? 7th February, 2013 Copyright SureSkills

33 What is Business Analysis? There is no formal definition for Business Analysis Job descriptions for business analysts are many & diverse I m a Business Analyst! I analyse business requirements and translate them into technical specifications I m a Business Analyst! I discuss business requirements with senior managers and provide strategic analysis for their business units?

34 What is a Business Analyst? An enabler of change A consultancy role that has the responsibility for investigating business situations identifying and evaluating options for improving business systems defining requirements and ensuring the effective use of information systems in meeting the needs of the business

35 What is Business Analysis? Business Analysis is the practice of enabling change in an organizational context, by defining needs and recommending solutions that deliver value to stakeholders.

36 Business Analysis Activities A wide range of activities No precise definition of the Business Analyst exists. Activities range from: Strategic Business Analysis Business Analysis IT Systems Analysis Strategic analysis is usually performed by senior management / strategy consultants but this can sometimes fall within the scope of the business analyst Needs to understand the business, investigate business systems. May require strategic-level thinking, may also need to understand IT systems and how they operate, and to use approaches & modelling techniques Analyse & Specify System requirements, may include data modelling, process and function modelling Computer system requirements specification

37 Beyond this core definition, there are aspects of business analysis that apply where BAs are in a more senior role or choose to specialize. These aspects include: Strategy Implementation: BAs work closely with senior management to help define the most effective business systems in order to implement elements of the business strategy Business Process Redesign: Emphasis is on both the Business Process Management & Operation Business Case Production: Typically more senior BAs with the assistance of financial specialists Specification of IT Requirements: Using standard modelling techniques Typically data modelling and case modelling

38 12% Project time Cost of correcting errors introduced through poor requirements definition The cost of Fixing errors post - implementation soars Requirements & Development & Implementation analysis Developers are programming requirements correctly but not necessarily the right requirements Live 80% Errors Research reveals that the time allocated to Requirements Analysis is typically a fraction of the time devoted to development and implementation, and yet with the complexity of business processes under review, requirements analysis should warrant considerable more time. However, many factors conspire to limit the time available e.g. business deadlines, and as a consequence we typically more than 80% of the errors being introduced at this stage: The requirements have been misunderstood, or are incomplete.

39 Is the Requirement for a Duck or a Rabbit? Ill-defined requirements or inability (or reluctance) of users to articulate their requirements challenges effective requirements definition Ummm. I want something that has some sort of hearing ability, can See AND can EAT also Similarly, is the requirement for a Sales Solution OR Marketing Solution OR Manufacturing Solution OR all three? Multi-world views or multi- Weltanschauung Question.. Does the user want a Duck or a Rabbit? (after Wittgenstein) Based on These requirements, the user will probably get a Duckrabbit!

40 Do We Really Understand Requirements? What the user wanted What the analyst designed What the implementation team delivered!

41 Different Versions of Reality

42 Business Analysis can ensure...

43 A Process for Requirements Engineering Requirements Elicitation Requirements Analysis Requirements Validation Requirements Documentation Requirements Management

44 What is Business Process Modelling? Example Process = Order to Cash Event e.g. order Inputs Outputs Users / ustomers / Partners Activity 1 Activity 2 Activity 3 Activity 4 Users / Customers / Partners Take Order Dispatch Order Send Bill Process Payment Closed - Loop System

45 Process.Business Process Business process models help to identify existing process problems before producing an improved model Business process models help to model the as is process and develop the to be target situation The process helps to highlight process problems and imperatives for change It can be used to elicit ideas for change from the users themselves and engage them in the change process

46 Gartner 2012 The Gartner 2012 advisory on application development to all IT senior management is: o Business users are losing patience with old-school IT culture o Relationships are tense & resentful o Legacy systems & practices impede agility o Adopt a product perspective o Say goodbye to waterfall o Improve cross-competency collaboration o Launch a deep usability discipline

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48 Join The Debate on LinkedIn SureSkills Service Management & Project Management Group 7th February, 2013 Copyright SureSkills

49 7th February, 2013 Copyright SureSkills Dublin: 14 Fitzwilliam Place, Dublin 2, Ireland Belfast: Callender House, Upper Arthur Street, Belfast BT1 4GJ, Northern Ireland Austin: 7000 N. Mopac Expressway, Suite 200, Austin, TX 78731, USA Phone: