BI-Projekte heute - nahe am Fach, rasche Resultate, hohe Qualität [Session B1] MAKE BI - Zürich,

Transcription

1 BI-Projekte heute - nahe am Fach, rasche Resultate, hohe Qualität [Session B1] MAKE BI - Zürich,

2 AGENDA FOR TODAY Traditional and Agile Project Management in comparison BI Project Management challenges BI focused Requirements Engineering is key to success Introduction to the hybrid agile project management framework of DAD (Disciplined Agile Delivery) Short introduction to Microsoft s Project Management Tools Best Practices with MS-Projects

3 TRADITIONAL AND AGILE PROJECT MANAGEMENT IN COMPARISON

4 BI-Projects need BI specific Project Management content. PROJECT MANAGEMENT MATRIX Software Engineering Project Management BI specific Project Management Agile Traditionell Scrum DAD Hermes PMI BI specific content (e.g. Kimball) Scrum with BI specific content DAD with BI specific content Hermes with BI specific content PMI with BI specific content 4

5 Let's have a look at major differences between traditional and agile project management. PROJECT MANAGEMENT MATRIX Software Engineering Project Management BI specific Project Management Agile Traditionell Scrum DAD Hermes PMI BI specific content (e.g. Kimball) Scrum with BI specific content DAD with BI specific content Hermes with BI specific content PMI with BI specific content 5

6 Manage the team - not the project! TRADITIONAL VS. AGILE PROJECT MANAGEMENT PMI Scrum Manage the project Hermes DAD Manage the team Traditional Plan Driven Compliance > Contracts Processes and tools Cooperation > Individual Contributors Collaboration > Shared Ownership Individuals and interactions Agile Value Driven Comprehensive documentation Contract negotiation Following a plan Working software Customer collaboration Responding to change 6 Source:

7 The traditional project management process typically takes too long and a GAP can emerge between requirements gathering and releasing the corresponding solution. TRADITIONAL PROJECT MANAGEMENT Requirements Several month of development time (Black Box) Design Implementation Test Release User input Limited user interactions User review Adapted Source: Time 7

8 Agile can be easily understood, but is difficult to be implemented in an enterprise environment! AGILE PROJECT MANAGEMENT: AGILE AGILE SCRUM High Development time of 1-4 weeks Scrum Principles: Inspect Adapt Transparency P R I O R I T Y Low Definition of Done Sprint Working software All activities are timeboxed! Time 8

9 Agile Project Management is timeboxed which also controlls costs! PLAN- VS. VALUE-DRIVEN PROJECT MANAGEMENT 9

10 BI PROJECT MANAGEMENT CHALLENGES

11 What is needed and what is feasible to be implemented is commonly negotiated between the customer and IT. BI PROJECT MANAGEMENT CHALLENGES Requirements Scope How do we deliver the BI-project on scope, time and cost? Test Case Definiton for UAT HR/ Procurement Risk How do we ensure the quality? 1. Initial Customer Requirements Time 3. Commonly negotiated/ defined requirements Cost 2. Technical (reasonable) possibilities of standard software Communications Stakeholder Customer Quality IT-Department 11

12 Requirements enginieering is an on-going process during the BI project. BI-SPECIFIC REQUIREMENTS ENGINEERING BI requirements continuously evolve during the project and after the project ends It s an ongoing process Strong collaboration between customer and IT needed «the appetite increases during eating» («Der Hunger kommt mit dem Essen») Requirements (Content) The BI system is (usually) developed for several subject areas Different stakeholders Different requirements per subject area Business knowledge is widely spread Requirements Engineering Process Tools 12

13 Project start Project end The BI requirements engineering process helps to establish a common understanding between requesters and developers/ implementers. BI-SPECIFIC REQUIREMENTS ENGINEERING (II) User demo (UAT) Test requirements Develop requirements Approval for production Define test cases & acceptance criteria BI project environment (Governance, Infrastructure, Security, etc.) Identify stakeholder & business processes Gather initial requirements (Data, functions, delivery type, layout) Requirements refinement Go live! Level of understanding 13

14 Project start Project end The requirements engineering lifecycle helps to build up a «shared understanding» of what the customer needs and the developers have to build. BI-SPECIFIC REQUIREMENTS ENGINEERING (III) User demo (UAT) Test requirements IT Shared understanding Develop requirements Approval for production Customer Define test cases & acceptance criteria BI Framework (Governance, Infrastructure, Security, etc.) Identify stakeholder & business processes Gather requirements (Data, functions, delivery type, layout) Requirements refinement Go live! Level of understanding 14

15 Co-location, an iterative approach for release management and on-going communication and collaboration are key to success for YOUR BI project. BI PROJECT MANAGEMENT BEST PRACTICES Co-location (shared project office) improves communication, collaboration and transparency within the project team At least one business stakeholder must be part of the project team! An iterative approach supports early customer feedbacks for better results, but it also drives (technical) challenges Implement processes for BI system operations, support and maintenance early Never forget to update the risk register during the project New risks and/or its impact on the project 15

16 INTRODUCTION TO THE HYBRID AGILE PROJECT MANAGEMENT FRAMEWORK OF DAD (DECIPLINED AGILE DELIVERY)

17 The Disciplined Agile Delivery (DAD) process decision framework is a people-first, learning-oriented hybrid agile approach to IT solution delivery. WHAT IS THE DISCIPLINED AGILE DELIVERY (DAD) ABOUT? The Disciplined Agile Delivery (DAD)* process decision framework: People first A hybrid, agile approach based on other solid methods and software process frameworks Provides a risk&value driven delivery lifecycle Goal-driven contextual advice regarding process tailoring and scaling Enterprise aware e.g. existing assets & technology Scalable (e.g. team size and technical complexity) Source: 17

18 The DAD framework provides an hybrid approach and extends Scrum with critical components for enterprise projects. WHAT IS DIFFERENT TO SCRUM? DAD explicitly addresses the issues faced by enterprise agile teams that many agile methodologies prefer to gloss over DAD s process decision framework provides a more cohesive approach to agile solution delivery This includes: how to successfully initiate agile teams in a streamlined manner (primary and secondary roles), how architecture fits into the agile lifecycle, how to address documentation effectively, how to address quality issues in an enterprise environment, and many more. 18

19 DAD provides a full solution delivery lifecycle and has right-sized processes for a timely and smooth project start. CORE COMPONENTS OF DAD Collaborative Team Full solution delivery lifecycle Right-sized processes Source: Source: Source: 19

20 DAD adds an inception and a transition phase to the Scrum based construction phase. DAD: BASIC AGILE LIFECYCLE Source: 20

21 Fixed iterations are not always feasible in an enterprise environment. The lean approach provides more flexibility but is also more challenging. DAD: ADVANCED/ LEAN LIFECYCLE Source: 21

22 BEST PRACTICES FOR ADVANCED PROJECT MANAGEMENT REPORTING REQUIREMENTS WITH MS-PROJECTS 2013

23 Wir freuen uns auf ihre Projekte. Markus Lamprecht Project Manager Urs Grunder Project Manager Follow