APM - Agile Project Management: una disciplina in evoluzione

Guardando al futuro APM - Agile Project Management: una disciplina in evoluzione Tiziano Villa, PMP CMC

Index 1- TPM vs APM 2- APM principles 3- APM framework 4- APM today 10/12/2010 2

1. Agile: some false friends! Agile doesn t mean: 1. No rules 2. No planning 3. No monitoring & controlling 4. Creativity, an end in itself 5. Cheap by definition Spend your money in a different way, hoping to spend less for more! L aggettivo "Agile" nel vocabolario della lingua italiana, presenta diverse definizioni: che si muove con scioltezza e disinvoltura; svelto, elastico; snello, flessuoso e, per estensione, lieve, leggero; (fig.) vivace, pronto; acuto, duttile.

1. What is agility? Agility is the capability to balance: Stability with Flexibility, Order with Caos ( Chaordic by Dee Hock 1999), Planning with Execution, Control with speed, to deliver customer value reliably in the face of uncertainty and change (Sanjiv Augustine, 2005).

1. 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

1. 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).

1. Which kind of music? TPM Symphony Orchestra APM Jazz band

1. Which kind of race? TPM 10 Km Race APM Timed Race You know exactly how far away the finish line is, and your goal is to reach it as quickly as possible (focus on scope) Reference: Mike Cohn Agile estimating and planning 2006 Run as far as possible in sixty minutes. You know when you will finish but not what you will deliver (focus on time)

1. 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

1. Which management style? TPM Newtonian style Element APM Quantum style Deliver on the planned result Use the plan to drive results Aim, aim, fire Keep tight control on the process Establish stronger procedures and policies I correct the original baseline Taskmaster My job, as a PM, is to: The best way to do this is: My prefered approach is to: I always try to: When things start to slip out of control: When the project goes off course: I see me role as a: Discover the desired result Use result to drive planning Fire, than redirect the bullet Keep the process loose About leading I correct what is possible Relationship manager Gets it right the first time A successful project: Gets it right the last time Reference: Doug DeCarlo Extreme Project Management 2004

1. Are you agile? 50 points = agile maven; 40-49= agilist all the way; 30-39= agilist in training; 20-29=closet agile; 10-19= thanks for taking the test! Reference: http://www.versionone.com/agile101/are_you_agile.asp

1. 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)

1. 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)

Index 1- TPM vs APM 2- APM principles 3- APM framework 4- APM today 10/12/2010 14

2. MANIFESTO of Agile Software Development Alliance, 2001 4 Core Values: We are uncovering better ways of developing software [products] by doing it and helping others do it. We value: 1. Individuals and interactions over processes and tools. 2. Working software [products] over comprehensive documentation. 3. Customer collaboration over contract negotiation. 4. Responding to change over following a plan. That is, while there is value in the items on the right, we value the items on the left more.

2. MANIFESTO of Agile Software Development Alliance, 2001 12 Principles: 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software [product]. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter time scale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

2. MANIFESTO of Agile Software Development Alliance, 2001 12 Principles: 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. 9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 10. Continuous attention to technical excellence and good design enhances agility. 11. Simplicity the art of maximizing the amount of work not done is essential. 12. The best architectures, requirements, and designs emerge from selforganizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

2. 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."

2. 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

2. 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

Index 1- TPM vs APM 2- APM principles 3- APM framework 4- APM today 10/12/2010 21

3. 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 GV SR OI LT AL Organic Guiding Simple Open Light Adaptive Teams Vision Rules Information Touch 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

3. 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 Task 1 2 5 Specify acceptance tests to show how this should work 8 Add tables and stored procedures to database Change view-only demographics page to allow edits 6 Task 2 3 6 Design the user interface 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 16 6 2

3. DSDM V4.2 Lifecycle 2008 Pre-Project Post-Project Reference: DSDM Consortium DSDM Public Version V4.2, UK 2008

Index 1- TPM vs APM 2- APM principles 3- APM framework 4- APM today 10/12/2010 25

4. APM today: some topics APM is less and less focused on IT industry. 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)

4. APM organizations 1/5 US 2003 US 2004 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 (2011 conference: 1.600 attendees Salt Lake City Utah, US). 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. 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.

4. APM organizations 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.

4. APM organizations 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.

4. APM organizations 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.

4. APM organizations 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 march 2012 Agile CoP consists of 1.350 members. On april 2011, PMI launched a specific agile certification, ACP SM Agile Certified Practitioner

4. The Value of PMI-ACP SM For practitioners, PMI-ACP SM helps: o Demonstrate a level of professionalism in Agile principles, practices, tools and techniques o Increase professional versatility in project management For organizations, PMI-ACP SM demonstrates a practitioner s: o Knowledge of Agile practices, which shows the practitioner has greater breadth and depth as a PM Reference: Victor Carter-Bey PMI s Agile Certification: An Introduction and Overview of PMI-ACP SM Milan, december 2011. 32

4. PMI-ACP SM Pilot Timing April: Exam Content Outline available Sept: Exam available for pilot candidates May: Pilot application opens End of Q4: First Agile certifications awarded Reference: Victor Carter-Bey PMI s Agile Certification: An Introduction and Overview of PMI-ACP SM Milan, december 2011. 37

4. PMI-ACP SM Eligibility Requirements Requirement Educational Level General PM Experience Agile PM Experience Agile PM Training Examination Maintenance Description Secondary degree (high school or equivalent) or higher 2,000 hours working on project teams. These hours must be earned within the last 5 years. Note: a PMP will be accepted to fulfill these requirements. 1,500 hours working on Agile project teams or in Agile methodologies. These hours are in addition to the 2,000 hours required in general project management experience. These hours must be earned within the last 2 years. 21 contact hours; hours must be earned in Agile project management topics Tests knowledge of Agile fundamentals and ability to apply to basic projects 30 PDUs/3 CEUs every 3 years in Agile project management Note: hours would count toward PMP Reference: Victor Carter-Bey PMI s Agile Certification: An Introduction and Overview of PMI-ACP SM Milan, december 2011. 34

4. ACP SM Exam Content Outline (100 scored items; 20 un-scored [pre test]) Agile Tools and Techniques 50% Agile knowledge and skills 50% Reference: Victor Carter-Bey PMI s Agile Certification: An Introduction and Overview of PMI-ACP SM Milan, december 2011. 36

Agile Tools and Techniques Communications Planning, monitoring and adapting Agile estimation Agile analysis and design Product quality Soft skills negotiation Value-based prioritization Risk Management Metrics Value Stream Analysis Reference: Victor Carter-Bey PMI s Agile Certification: An Introduction and Overview of PMI-ACP SM Milan, december 2011. 36

4. 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

Contatti tiziano.villa@pmi-nic.org Mobile: +39 340 1067844 Skipe: tiziano.villa PMI-NIC Progettando a Nord Ovest 2012 Guardando al futuro