Greg Smith
greg@gssolutionsgroup.com
AgileSmith
Agile Coach/Trainer: Certified APM, CSM, PMI-ACP
®
Co-author of
Becoming Agile in an Imperfect World
(Part of the reading list for the PMI ACP
®
exam)
Specialize in helping companies create
Agile frameworks that thrive within their
environments since 2001
(such
(e.g. Exxon, Microsoft, Fannie Mae, Stanford U., TD Ameritrade, Halliburton, StubHub)
Agile Project Management instructor at
Bellevue College since 2005
Speaker at PMI World Congress 2012
Agenda
Why Agile?
Should I Use Agile?
If I Use Agile, Do I Keep any Waterfall?
Who Brings Agile In?
Who Are You?
• New to Agile?
• Using Agile?
• PMI-ACPs?
Why Agile?
Agile addresses problems with the 3 Ps
Process
People
Problem
We do steps that do not add
value to the project
We serve the process,
the process does not serve us
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Deliverables
to bring to the
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Comments or
Explanation
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Executive Summary
Project Financial Control Tool
Plan Gateway
Business Partner Identification Checklist
Project Communication Plan
Deliverables to be Updated in Plan Phase
Requirements Package
Plan Gateway Checklist
Project Plan
Project Schedule
Deliverable
Business Partner Identification Checklist
Initiate Gateway
Business Case
Project Tier Assessment
Initiate Gateway Checklist
Business Case
Project Status Report (Most recent)
Project Tier Assessment
Organizational Training Plan
- TSG addendum to Exec Summary
- TSG Scoring Model Template
- Technical Assessment (Part 1)
- Project Cost Estimation Worksheet
Executive Summary
Risk Assessment
Agile Fix
• Minimum required
• Additional practices and
documents determined by
team
• Follow best practices,
but the emphasis is on
ensuring
value
Required
Suggested/Optional
Project worksheet
o Project Objective
statement
o Team members
o User/customer
benefits
o High level feature
list
o Tradeoff matrix
o Major milestones
o Risks
Operational worksheet
Feature card exercise (cards
optional)
Elevator Statement
Document answers to
Feasibility Discussion Guide
questions
o Cost/benefit analysis
Feature card document –
possible that only index
cards are used.
User scenarios
Prototypes and/or mockups
Iteration plan
Maintenance plan
Additional documentation as
required by the team/project.
Test plan
Problem
We deliver stuff that is not used
Agile Fix
• We prioritize the work
Process
Problems
Agile Fix
• We code to the minimum spec
• We demonstrate often to
minimize rework delays
Problem
• Some team members “punch the clock”
• Employees spend a lot of time in their managers
office complaining
Agile Fix
• Everyone is involved
• Team members are expected
to suggest improvements
Profit Problems
• We miss our dates
• We go over budget
• We get to market late
Agile Fixes
• Agile gets code to customers earlier
• Earlier Delivery = Earlier ROI
•
In addition, Agile focuses on loading
Agile Is Approximately 70 Practices
Preconditions Phase
1.1
Project Portal
1.2
Scrum Master Checklist
1.3
Elevator Statement
1.4
Focus Matrix
1.5
Project Charter
Elaboration Phase
2.1
Elaboration Meetings
2.2
Features/Epics
2.3
User Stories
2.4
Product Backlog
2.5
Project Framework
2.6
SWAG Estimates
Core-Team Research Phase
3.1
Architectural Diagrams
3.2
Code Design Documents
3.3
Risk List
3.4
Staffing Plan
Release Planning
4.1
Release Planning Meeting/ Release Plan
4.2
Ideal Day Estimation
4.3
Planning Poker
4.4
Story Point Estimation
4.5
Requirements Prioritization
4.6
Requirements Modeling
4.7
Interaction Flows
4.8
Wireframes for Entire Project
4.9
UI Designs for Next Sprint
4.10 User Research Plan
4.11 Test Strategy
4.12 Architectural Spikes/ Spike Solutions
4.13 Gold Standard Stories
Sprint Planning
5.1
Story Design and JAD Sessions
5.2
Story Acceptance Criteria
5.3
Definition of “Complete” by User Story
5.4
Task Identification
5.5
Task Estimates
5.6
Burn Down Reports
5.7
Task Dependencies
5.8
Team Availability
5.9
Build Schedule
Construction Sprint
6.1
Unit Tests
6.2
Functional Test Cases
6.3
Test Driven Development (TDD)
6.4
Pair Programming
6.5
Daily Standup Meeting
6.6
Refactoring
6.7
Collective Code Ownership
6.8
Daily Builds/ Automated Builds
6.9
Continuous Integration
6.10 Code Reviews
6.11 Deferred Bug Logging
6.12 Issue Tracking/ Bug Tracking
6.13 Smoke Testing
6.14 Integration Testing
6.15 Exploratory Testing
6.16 Project Demo
6.17 Retrospective
Team Organization
7.1
Small Team
7.2
Cross-Functional Team
7.3
Self-Organizing Team
7.4
Co-location Seating/ Common Workspace
7.5
On-site Business Owner
The Right Perspective
•
How Do I Determine My Level?
Existing
Valuable
Practices
Practices
Not Covered
By Agile
Low Resistance,
High Value Agile
Practices
Compliance
Agile Does Not Cover a Complete Project Lifecycle*
Guess Who Fills in the Gaps?
PMBOK
®
is still good,
How Do We Move to Agile?
• Let’s Use Agile to Move to Agile
I’ll tell the
managers we
don’t need them
anymore!
I’ll make some
user stories!
I’ll
Why Not Turn Them Loose?
• Different opinions on what Agile is
• Usually do not know - all practices are not equal
• Agile is not just for teams
• Agile is for entire organizations
Executives
Clarify
What
is Expected
• Business
•
Need to get you feedback throughout the project
•
Need to refine your needs throughout the project
•
Need to prioritize and identify the minimum viable product
• Managers
•
Learn the principles and details
•
Promote, evangelize, and coach Agile expertise in your area
•
Reward teams more and individuals less
• Teams
•
Ready to self-direct at some level?
It Affects Executives Too
For best results, executives need to:
• Prioritize the projects
• Limit how many projects the team works on in
parallel (WIP)
• Expose all work and projects
The Team Gets Involved Via the
Core Team
• The group is 5 to 10 people, so they can be agile
• The group has aile champions, fence sitters, and detractors.
• The team is diverse and mostly excludes line management
Contact
greg@gssolutionsgroup.com
(206) 854-9229
Bonus Material
What if you could save 100,000 lives?
Situation
•
Donald Berwick – CEO Institute for
Healthcare Improvement (IHI)
•
Data showed
10%
defect rate
•
Equates to 15 million instances of
medical harm each year
•
Equates to thousands of needless
deaths each year
•
Autos can be built at a defect rate of
.1%
– why can’t we be that low?
The Plan
Share the data and the hospitals will jump on board
•
12/14/2004 - Berwick gave speech at
hospital admin convention
•
Proposed six specific interventions to
save lives
The ultimate goal –
Easy Sell?
All of the admins supported the
mission…but were reluctant.
Why?
They had to admit to errors
They had to change behaviors that
were ingrained and automatic
The death numbers were just that,
numbers and statistics
G
Improved Plan
•
Make it tangible and real………..the mother of a victim
She said,
“I’m a little speechless, and I’m a little
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
18 Months Later - Results
•
Berwick announced
122,300
lives
were saved
•
The IHI had convinced thousands of hospitals to change
What did they learn about organizational change?
1) A Goal Should be Clearly Defined
•
Not “Let’s eliminate some of the medical errors in the future”
•
Not “Let’s eliminate 50% of the errors “
•
But save 100,000 lives in exactly 18 months.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
