APM - Agile Project Management: dai principi alle regole

APM - Agile Project Management: dai principi alle regole Autore: Tiziano Villa, PMP CMC Milano, 10 dicembre 2010 PMI-NIC - Tutti i diritti riservati

Index 1- APM today 2- TPM vs APM 3- APM principles 4- APM framework 5- APM processes and techniques PMI-NIC - Tutti i diritti riservati 10/12/2010 2

1- APM today: some topics APM is less but still mainly focused on IT industry and secondly on business change projects. emerging trend: from general principles to specific processes, tools and techniques increasing number of APM educational programs, offered by recognized organizations, PMI included (i.e. eseminarworld Agile Project Management ) no de-facto cross-industry standards (regardless agile IT methods such as SCRUM, DSDM Dynamic Systems Development Method) qualifications (certifications) issued by private business companies and not-for-profit management institutions (i.e. SA, OGC, IPMA) PMI-NIC - Tutti i diritti riservati 3

1- APM qualifications (certifications) 1/5 US 2003 The Agile Alliance is a nonprofit organization with global membership, committed to advancing Agile development principles and practices (Manifesto of Agile Software Development, 2001). We believe that Agile approaches deliver higher value faster, and make the software industry more productive, humane, and sustainable. The Agile Alliance is a nonprofit organization that wants to see Agile projects start and help Agile teams perform. It is funded by individual memberships, corporate memberships, and by the proceeds from the Agile 200X series of conferences (2010 conference: 1.400 attendees). We are not a certification body and do not endorse any certification programs. The Agile Project Leadership Network (APLN) is a non profit organization that is focused on making people great project leaders by focusing on the following: Value, Customers, Context, Teams, Individuals, Uncertainty. These ideas are described further in the DOI - Declaration of Interdependence (2005), which was written by the founding members of APLN and expresses the values that the group holds with respect to leading projects in today's chaotic world. US 2004 The APLN has decided (april 2007) to start with two levels of certification which it has called Foundation and Practitioner levels. The Foundation level will focus on basic skills while the Practitioner level will have a higher level of expertise. None of these ideas have been flushed out yet. The APLN realized that this will be an extremely difficult and error-prone initiative, but they believed certification is a true need. PMI-NIC - Tutti i diritti riservati 4

1- APM qualifications (certifications) 2/5 The Scrum Alliance is a notfor-profit professional membership organization created to share the Scrum framework and transform the world of work US 2002 Six certification programs Beginner level (through CST Certified Scrum Trainer): 1) CSM - Certified ScrumMaster, 2) CSPO - Certified Product Owner. Mid-level (through REP Registered Education Provider): 3) CSD - Certified Scrum Developer. Upper-level (directly by SA): 4) CSP - Certified Scrum Professional (before Practitioner). Professional level (directly by SA): 5) CST - Certified Scrum Trainer, 6) CSC - Certified Scrum Coach. UK 1994 The mission of the not-for-profit DSDM Consortium is to be the leading enabler of knowledge and learning for successful Agile project delivery. DSDM V4.2 is a framework that provides a flexible yet controlled process that can be used to deliver new systems, which combines the most effective use of people's knowledge, tools and techniques such as prototyping to achieve tight project delivery timescales. Typically, a DSDM project will deliver an operational system within six months. Different qualifications DSDM: 1) Foundation; 2) Practitioner; 3) Trainer; 4) Coach; 5) Consultant; 6) Examiner. Agile Certification Programme: 1) Agile Foundation; 2) Agile Project Leader Practitioner Agile Project Management: The new Agile Project Management qualification accredited by the APM Group was launched on 5th October 2010 with the aim of encouraging professional development in the field of Agile Project Management. Agile Project Management is based on DSDM the Agile Project Framework that provides a flexible yet controlled process that can be used to deliver IT solutions or business change projects and programmes. This new qualification focuses on the Project and Project Management aspects of DSDM. PMI-NIC - Tutti i diritti riservati 5

1- APM qualifications (certifications) 3/5 Two levels of qualification (september 2010) APMG-International is a global Examination Institute accredited by The APM Group Ltd, the Official Accreditor of the Office of Government Commerce. Our regional offices are located in Australia, China, Denmark, Germany, the Netherlands, Malaysia, the United States and the United Kingdom. Portfolio of qualifications includes the OGC Best Practice qualifications of ITIL, PRINCE2, MSP, M_o_R, and P3O. In addition we offer a host of specialist management qualifications such as Change Management, Agile Project Management and Service Catalogue. UK 1) Foundation (Multiple-choice, 1 hour duration, 60 questions, 30 correct answers (50%) or more are required to pass 60 multiple choice questions, Closedbook). 2) Practitioner (Objective-testing format, 2 hours duration, 4 questions, 15 marks per question, 60 marks available, 30 marks (50%) or more are required to pass, Openbook - restricted to the manual only examination), Prerequisites accepted to be eligible to take the Practitioner examination: Agile Project Management Foundation Certificate or DSDM Atern Foundation Certificate or DSDM Advanced Practitioner Certificate. PMI-NIC - Tutti i diritti riservati 6

1- APM qualifications (certifications) 4/5 Two levels of qualification (2009) Project Management Association of Canada - Association de Management de Projet du Canada The Project Management Association of Canada is the Canadian national member organization of the International Project Management Association. 1) Entry-level in agile project management called the PMAC Certificate in Agile Project Management. Those who are awarded this certificate have the right to use the postnomial Cert.APM. The exam will consist of 40 multiple-choice questions, which applicants will have up to two hours to complete. 2) PMAC Advanced Certificate in Agile Project Management This unique specialty project management certification is aimed at primarily IT project managers who are looking for additional credentials beyond basic project management credentials such as the PMP designation from PMI and basic agile certifications such as PMAC s Cert.APM and the Certified ScrumMaster (CSM) designation. To be eligible, candidates must have the PMAC Certificate in Agile Project Management or a Certified Scrum Master (CSM) certificate, additional advanced agile training from an accredited provider, a minimum of one year of experience managing agile projects, a minimum of three years of overall project management experience, a completed project profile detailing how common agile challenges were overcome on the project, and candidates must pass an additional twohour exam. PMI-NIC - Tutti i diritti riservati 7

1- APM qualifications (certifications) 5/5 Agile Community of Practice US 2009 PMI officially launched their Agile Community Of Practice at the Agile2009 Conference The group's stated mission is: "To equip PMI Members with Agile skills and knowledge. Agile CoP moves from PMI Agile Specific Interest Group (2007). The PMI Agile Community of Practice focuses on delivering knowledge and providing a forum for virtual networking for stakeholders interested in, working in, or impacted by developments in the collection of good practices, principles, and techniques in Agile approaches to project management. Specifically, we plan to explore the relationship of Agile principles and practices to those of PMI, and how they may differ from or complement the teachings within the PMBOK Guide. Up to dicember 2010 Agile CoP consists of 825 members. PMI-NIC - Tutti i diritti riservati 8

1- Summing up Towards the development of APM standards, through: MANAGEMENT MODELS Leading change Complexity Theory Lean organization Strategic Selling APM STANDARDS AGILE METHODS (SCRUM, DSDM) TRADITIONAL PROJECT MANAGEMENT STANDARDS import enlargement convergences PMI-NIC - Tutti i diritti riservati 9

Index 1- APM today 2- TPM vs APM 3- APM principles 4- APM framework 5- APM processes and techniques PMI-NIC - Tutti i diritti riservati 10/12/2010 10

2- What is a project? TPM - Traditional Project Management APM - Agile Project Management A temporary endeavor undertaken to create a unique product, service or result (PMBOK, 2008). A special kind of localized energy (comprising thoughts, emotions and interactions). A complex, high speed, self-correcting venture during which people interact in search of a desirable result under conditions of high uncertainty, high change and high stress (Doug DeCarlo, 2004). Content - Result Context-Process PMI-NIC - Tutti i diritti riservati 11

2- What is project management? TPM - Traditional Project Management The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements (PMBOK, 2008). APM - Agile Project Management The art and science of facilitating and managing the flow of thoughts, emotions and interactions, in a way that produces value outcomes under turbolent and complex conditions (Doug DeCarlo 2004). The work of energizing, empowering and enabling project teams to rapidly and reliably deliver business value by engaging customers and continuously learning and adapting to their changing needs and environments (Sanjiv Augustine, 2005). PMI-NIC - Tutti i diritti riservati 12

2- Which kind of mind-set (*)? TPM Newtonian Mind-set (cause-and-effect principle) 1. Stability is the norm 2. The world is linear and predictable 3. It s controllable 4. We can minimize change 5. Add rigor to the process to increase the feeling of security APM Quantum Mind-set (uncertainty principle) 1. Chaos is the norm 2. Uncertainty reigns 3. Murphy s law rules 4. We should welcome change 5. Relax controls to increase the feeling of security Adaptability over Predictability (*) Mind-set: a set of beliefs and assumptions about how the world works Reference: Doug DeCarlo Extreme Project Management 2004 PMI-NIC - Tutti i diritti riservati 13

2- When to apply APM? Stress (customer value through personal engagement) Uncertainty (known unknowns); Unpredictability (unknown unknowns) Messiness (chaos) to projects with high levels of Change (environmental conditions, business needs, project requirements) Innovation (process and/or product) Speed (quickness, rapidity) PMI-NIC - Tutti i diritti riservati 14

2- CSFs to apply APM 1. Shared Vision 2. Co-located team 3. Customer representative on-site (daily interaction) 4. Self disciplinated Team Players (Generalizing Specialist is jack-of-all-trades and master of a few) 5. Real-time communications 6. Flexible organization (CAS Complex Adaptive System; many small groups, strongly related) 7. Product Modularity (joining together standardized units to form larger compositions) 8. Product Scalability (minimal set < > full set) PMI-NIC - Tutti i diritti riservati 15

Index 1- APM today 2- TPM vs APM 3- APM principles 4- APM framework 5- APM processes and techniques PMI-NIC - Tutti i diritti riservati 10/12/2010 16

3- DOI - Declaration of Inter-Dipendence for Agile and Adaptive Management, 2005 6 Core Values: 1. We increase return on investment by making continuous flow of value our focus. 2. We deliver reliable results by engaging customers in frequent interactions and shared ownership. 3. We expect uncertainty and manage for it through iterations, anticipation and adaptation. 4. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. 5. We boost performance through group accountability for results and shared responsibility for team effectiveness. 6. We improve effectiveness and reliability through situationally specific strategies, processes and practices." David Anderson Sanjiv Augustine Christopher Avery Alistair Cockburn Mike Cohn Doug DeCarlo Donna Fitzgerald Jim Highsmith Ole Jepsen Lowell Lindstrom Todd Little Kent McDonald Pollyanna Pixton Preston Smith Robert Wysocki PMI-NIC - Tutti i diritti riservati 17

3- DOI as a 12-step process 1/2 12 DOI Steps: 1. Focus on the value that is being created and watch the flow of increase in value. 2. Make the unit of value in the flow small, in some ideal world a single unit, what the manufacturing people call continuous flow. 3. Engage the customers in frequent interaction. 4. Strive to get shared ownership. 5. Recognize that individuals are the ultimate source of value. 6. Create an environment where they can make a difference. Reference: Alistair Cockburn PMI-NIC - Tutti i diritti riservati 18

3- DOI as a 12-step process 2/2 12 DOI Steps: 7. Build / design / work incrementally (our industry now calls these time periods iterations). 8. Anticipate what you can, meaning use the information you have. 9. Use feedback close-in and across levels, reflect after each iteration, and adapt to what you discover. 10. Use situationally specific strategies (or whatevery you call them) and follow-up actions. 11. Give the group single accountability for results (meaning that there is no value in passing blame; everyone is in it together). 12. Help everyone to feel shared responsibility for team effectiveness. Reference: Alistair Cockburn PMI-NIC - Tutti i diritti riservati 19

Index 1- APM today 2- TPM vs APM 3- APM principles 4- APM framework 5- APM processes and techniques PMI-NIC - Tutti i diritti riservati 10/12/2010 20

4- APM Framework by Sanjiv Augustine 2005 APM Model Foster alignment and Cooperation Encourage Emergence and Self-organization Institute Learning and Adaptation 3 Guiding principles OT Organic Teams GV Guiding Vision SR Simple Rules OI Open Information LT Light Touch AL Adaptive Leadership 6 Practices 3 Categories 3 Categories 2 Categories 3 Categories 2 Categories 2 Categories 15 Categories 8 Activities: 4 Leadership 4 Management 9 Activities: 4 Leadership 5 Management 9 Activities: 2 Leadership 7 Management 9 Activities: 4 Leadership 5 Management 10 Activities: 6 Leadership 4 Management 7 Activities: 2 Leadership 5 Management 52 Activities Reference: APM workshop PMI -NIC Milan september 28, 2007 PMI-NIC - Tutti i diritti riservati 21

4- APM Framework by Jim Highsmith 2004 Envision stage Determine the product vision and the project scope, the project community and how the team will work together Close stage Conclude the project, pass along key learnings, knowledge transfer and celebrate! Loop each short iteration successively refines the product Speculate stage Develop a feature-based release plan to deliver on the vision (Speculate = to conjecture something based on incomplete facts or information ) Adaptive actions Adapt stage Review the delivered results, the current situation, and the team s performance, and adapt as necessary. User story (user points) As a coach, I can assign swimmers to events for a meet F1 10 As a swimmer, I can update My demographics F9 3 Performance Requirement P1 2 Tasks (staff hours) Determine rules about who can swim in which event 6 Code user interface 8 Specify acceptance tests 5 Task 1 2 Specify acceptance tests to show how this should work 8 Add tables and stored procedures to database 6 Change view-only demographics page to allow edits 6 Task 2 3 Design the user interface 16 Automate tests Explore stage Deliver tested features in a short timeframe, constantly seeking to reduce the risk and uncertainty of the project, creating a collaborative self-organizing project community, managing team s interactions with customers and other project stakeholders Task 3 6 2 PMI-NIC - Tutti i diritti riservati 22

4- DSDM V4.2 Lifecycle 2008 Pre-Project Post-Project Reference: DSDM Consortium DSDM Public Version V4.2, UK 2008 PMI-NIC - Tutti i diritti riservati 23

Index 1- APM today 2- TPM vs APM 3- APM principles 4- APM framework 5- APM processes and techniques PMI-NIC - Tutti i diritti riservati 10/12/2010 24

5- APM in Action Envision Phase steps Guiding Vision Organic Team 5- Form a Guiding Coalition 6- Get Self Disciplinated Team Players 7- Negotiate a Customer Representative on-site 1- Envision a Bold Future 2- Identify the Project Community 3- Discover Business Outcomes 4- Create and Maintain Shared Expectations 8- Design a Vision Box 9- Develop an Elevator Statement Suggested sequence PMI-NIC - Tutti i diritti riservati 25

5- Typical APM Techniques Project Vision Statement Product Vision Box Product Elevator Statement FBS Features Breakdown Structure Feature Cards (Story Cards) User Stories A common goal: fostering a collaborative project environment (people interactions make the difference!) PMI-NIC - Tutti i diritti riservati 10/12/2010 26

5- Example of Project Vision Statement PMI-NIC - Tutti i diritti riservati 27

5- Product Vision Box: an example Source: Sanjiv Augustine, Managing Agile Projects (2005) Front Cover: Product Name Graphic 3 4 Key Features Back Cover: Detailed Features/Benefits Operating Requirements PMI-NIC - Tutti i diritti riservati 28

5- Product Elevator Statement: examples 1- For midsized companies distribution warehouse who need advanced carton movement functionality, the Supply-Robot is a robotically controlled lifting and transferring system that provides dynamic warehouse reallocation and truck loading of multisized cartons that reduces distribution costs and loading time. Unlike competitive products, our product is highly automated and aggressive priced. 2- For a midsized company's marketing and sales departments who need basic CRM functionality, the CRM-Innovator is a Web-based service that provides sales tracking, lead generation, and sales representative support features that improve customer relationships at critical touch points. Unlike other services or package software products, our product provides very capable services at a moderate cost. Source: Jim Highsmith, Agile Project Management (2004) PMI-NIC - Tutti i diritti riservati 29

5- Example of FBS Feature Breakdown Structure Example of FBS http://1.bp.blogspot.com/_e0oqykbvhai/s239rem5pei/aaaaaaaaane/prsgqtndbni/s1600-h/rbssample2.png PMI-NIC - Tutti i diritti riservati 30

5- Feature Card (Story Cards, Index Cards) Features cards are 4x6 index cards (10x15cm) on which the project and customer team members records the information gathered in their requirement discussion. The project manager facilities the discussion and monitors action items, but the discussion is a team sport. They provide a mobile, tactile medium that members can write on, shuffle about on the table, and have conversations around. They become a focal point for mutual understanding of the product at a detail level. Features cards are used to identify, but no to define, features that the customer wants in the product. They act as agreements between customers and project team members to discuss detail requirements during an iteration. PMI-NIC - Tutti i diritti riservati 31

5- User stories User Stories are high level descriptions of how the system is supposed to solve a problem. A good User Story describes the desired functionality told from the perspective of the user or the customer. User Stories are well understandable, emphasize the user s goals, not the system s attributes and support participation with the customers. User story are contracts for conversation between developers and ptoduct owner (customer), written to verbal communication. Format for writing good User Stories: As a <user role>, I want <goal>, so that <reason> (write on index cards). Example: As a book buyer, I want to search for a book by ISBN so that I can find the right book quickly. PMI-NIC - Tutti i diritti riservati 32

References AUTHOR TITLE PUBLISHER YEAR Mike Cohn Agile Estimating and Planning Prentice Hall 2006 Sanjiv Augustine Managing Agile Projects Prentice Hall 2005 Kevin Aguanno Managing Agile Projects Multi-Media Publications Inc. 2005 Doug De Carlo Extreme Project Management: Using Leadeship, Principles and Tools to deliver value in the face of volatility John Wiley & Sons 2004 Jim Highsmith APM: Creating Innovative Products Addison-Wesley 2004 Craig Larman Agile and Iterative Development: A Manager s Guide Addison-Wesley 2004 Barry Boehm and Richard Turner Balancing Agility and discipline. A guide for the perplexed Addison-Wesley 2004 Mary and Tom Poppendieck Lean Software Development: An Agile Toolkit Addison-Wesley 2003 Barry Boehm Balancing Agility and Discipline Addison-Wesley 2003 Robert Wysocki Effective Project Management John Wiley & Sons 2003 Rob Thomsett Radical Project Management Prentice Hall 2002 Alistair Cockburn Agile Software Development Addison-Wesley 2002 Scott Ambler Agile Modeling John Wiley & Sons 2002 Shaun Ajani Extreme Project Management: Unique Methodologies, Resolute Principles, Astounding Results Writers Club Press 2002 Dee Hock Birth of the Chaordic Age Berret-Koehler Publishers Inc. 1999 PMI-NIC - Tutti i diritti riservati 33

Websites (august 2010) http://www.cutter.com/ http://www.projectconnections.com/ http://www.agilemanifesto.org/ http://www.agilealliance.org/ http://www.agilemodeling.com/ http://apln.org/ http://www.agilemovement.it/ http://www.gantthead.com/departments/departmentpage.cfm?id=16 http://finance.groups.yahoo.com/group/agileprojectmanagement/ http://www.dougdecarlo.com/ http://www.sanjivaugustine.com/ http://alistair.cockburn.us/ http://www.jimhighsmith.com/ http://www.martinfowler.com/ PMI-NIC - Tutti i diritti riservati 34

Contact information Tiziano Villa, PMP CMC partner PMLAB www.pmlab.it tiziano.villa@pmlab.it +39 02 45473507 +39 340 1067844 PMI-NIC - Tutti i diritti riservati 35