New Project Management Paradigms: Iterative and Agile Management. Innovating the Future PMI Nashville April 29&30, 2013 Rodger Oren, PhD, PMP

Transcription

1 New Project Management Paradigms: Iterative and Agile Management Innovating the Future PMI Nashville April 29&30, 2013 Rodger Oren, PhD, PMP

2 Agenda Where to start.. Iterative Agile Denouement

3 Where to start.. Help! Processes Waterfall isn t working People Business moves too fast Discontinuities (change is everywhere!) Culture considerations Organization culture supportive? Project (group) culture supportive? You are an organizational change agent (consultant)

4 Where to start.. Help! People Hierarchical Organization -- Baby steps Start with iterative approach (spiral, RuP, etc.) incremental thinking is fundamental to agile methods and crucial to bridging the two methods (Crosstalk magazine, May 2004) If iterative works.. push the envelope extreme Programming? Scrum? Market Organization run till tackled Technical Mobile, tablets... What s next? Something!

5 Iterative The Project Provider Incentive Program Web enrollment, attestation, meaningful use determination Rapid change as eligibility rules change In flight missile maintenance Quality parameters Audit/Appeal capability Payment automation Schedule of events Start phase 1 (5/9/2011 to 9/30/2011) Start phase 2 after 1 month of phase 1 (7/11/2011 to 12/16/2011) Start phase 3 when phase 1 is complete (10/24/2011 to 12/20/2011)

6 Iterative The Project Provider Incentive Program 3 rd party vendor for date sensitive deliverable Three (3) phases Phase 1 four (4) months 3 iterations (3 releases) Phase 2 five (5) months 3 iterations (3 releases) Phase 3 two (2) months 1 iteration (1 release) After all phases move to Operational Support Phase 3 added during project execution Light methodology Light documentation High degree of user input, testing, interaction Progress payments using EV & ES

7 Iterative Lessons Learned Processes EV and ES work! Do not measure with a single metric Keep an eye on the critical path, on milestones Communicate! Communicate! Communicate! People Culture changes with metrics Subjective (alchemy) becomes objective (chemistry) Just tell me what number you want

8 Agile Initial Sprints -- Points of interest Other members in the account are watching and asking about this approach Organizational Culture is key success factor Organization, business unit, workgroup unit Sprint 0 3 user stories 42 story points Deemed successful Sprint story points are in the iteration

9 Agile Sprint 0 -- Lessons Learned what worked Processes Scrum can work in the public sector People Involved Product Owner Product Owner attending all meetings Product Owner pleasant to work with Product Owner signoff Esprit de Corps Team motivated Team enthusiastic Strong cohesion

10 Agile Sprint 0 -- Lessons learned what didn t work so well Processes Scrum Master (aka Project Manager) is multi-tasking too much to other projects and efforts! People SME involvement Technical Need EDI & windows SME help Missing test environment to support Scrum processes Can t have 1-2 day delay in a 10 day sprint!

11 Agile Team comments/feedback one of the finest benefits I already see is the team-building benefit I sense an entrepreneurial spirit it makes for a solid foundation of a very capable and cohesive team it closes the door on miscommunication, misconceptions and assumptions nirvana for a technical person I m happy that someone thinks we tech folks actually count everyone is on the same page at all times, any deviation means the whole team is re-aligned waterfall caused many misalignments, but this doesn t seem to do that

12 Denouement we continue... Iterative efforts All Payer Claims Database Project Re-boot CORE compliancy portal retrofit/re-architecture for Provider 835, electronic RA Eligibility Modernization Project (ACA) Agile Continued sprints with EDI Informatics sprints to start Waterfall InterChange system

13 References Christensen & Templin (2002, Spring). EAC Evaluation Methods: Do They Still Work? Acquisition Review Quarterly, 9(2), Cameron & Quinn (1999). Diagnosing and changing organizational culture. Reading: Addison-Wesley. Henderson & Zwikael. (2008, April). Does Project Performance Stability Exist? a reexamination of CPI and evalation of SPI(t) Stability. Crosstalk, Journal of Defense Software Engineering, 21(4), Walter Lipke.. Paul McMahon. (2004, May). Bridging Agile and Traditional Development Methods: A Project Management Perspective. Crosstalk, Journal of Defense Software Engineering, 17(5),

14 QUESTIONS?