Agile Project Management Mastery · Agile Project Management Mastery in 60 Minutes… Guaranteed!! The 4 Disciplines of Execution In other words, the front line must know… 1. What

25

49

Understanding Agile from a PMP®’s Perspective! Exploding the myth that Agile is not in the PMBOK®

If you would like a copy of this presentation, please email me, or connect with me on Linked In,

at [email protected]

50

Agile Project Management Mastery

in 60 Minutes… Guaranteed!!

Copyright, GR8PM, 2014, all rights reserved.

26

51

KEY QUESTION:

Does anyone really believe you can become an Agile MASTER in a mere 60 minutes?!?

What we can promise is a

solid foundation for continued learning!

Agile Project Management Mastery in 60 Minutes… Guaranteed!!

52


Are You Ready For Some

Interesting Research?

27

53


The 4 Disciplines of Execution •  First Survey –

•  13,000+ people (Statistically reliable sample size) •  17 industries and 500+ different companies •  81% said they were not held accountable for

regular progress •  87% had no clear idea how to achieve the goal

•  Subsequent work – •  300,000+ surveyed since – both leaders and

team members •  1,500+ Implementations

54


The 4 Disciplines of Execution What are the rules for executing in the midst of the whirlwind of daily obligations?

1.  Focus on the single most important goal (Agile = Prioritized Backlog)

2.  Act on Lead measures (Agile = Potentially Shippable Products)

3.  Measure with a compelling scorecard (Agile = Information Radiators)

4.  Create a cadence of accountability (Agile = Time-boxed Iterations)

28

55


The 4 Disciplines of Execution In other words, the front line must know…

1.  What the goal is (Agile = Prioritized Backlog)

2.  What to do to achieve the goal (Agile = Potentially Shippable Products)

3.  The score at all times (Agile = Information Radiators)

4.  Accountability for results will be regularly, frequently and directly measured (Agile = Time-boxed Iterations)

56


Are You Ready For Some

Key Questions?

29

57

Where does Agility come from?


PROBLEM SOLUTION AVOIDING WASTE (100% PRODUCTIVE)

58

How is Agility achieved?


CONE OF UNCERTAINTY

SOLUTIONS

PROBLEMS

30

59

TIME

ESTI

MAT

ING

Waterfall

Agile .

Definitive Budgetary ROM

When is it best to do detailed estimating, (a) when you know very little or (b) when you know a lot?

How do PMP®s use Agile? By facing the truth!


60


Where Do You Start?

31

61

If you want this…

Example:


62

You start with a clear vision like…

“We choose to go to the moon. We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills…”

Example:

President John F. Kennedy, September 12, 1962


32

63

And the Executive Team defines a strategy like this…

Example:


64

1 - LAUNCH VEHICLE

2 - PITCH & ROLL

3 – TRANS-LUNAR INJECTION

4 - DOCK & EXTRACT

5 – TRANS-LUNAR COAST

6 – LUNAR INSERTION

7 – LUNAR LANDING

8 – ASCENT SYSTEM

9 – TRANS-EARTH INJECTION

10 – TRANS-EARTH COAST

11 – COMMAND MODULE

12 – RECOVERY SYSTEM

Then the Program Team (without the PMBOK® Guide or Lean or Agile) decides to completely “spec” the twelve required systems:

Example:


33

65

12 rocket development iterations (between 1961 and 1966) plus 11 more iterations… until victory on July 16, 1969!

Example:

Apollo 1 1st Manned test ends in (fire) disaster

Apollo 2 Cancelled

Apollo 3 Cancelled

Apollo 4 Test of 3-stage Saturn V rocket

Apollo 5 Earth orbit test of Lunar Module

Apollo 6 Final unmanned qualification of Saturn V

Apollo 7 First manned Apollo flight.

Apollo 8 First approach to the moon.

Apollo 9 First manned flight Lunar Module.

Apollo 10 Test of Lunar Landing capability.

Apollo 11 One small step...

(Apollo 12 Second moon landing. Apollo 13 Third mission ends with an

emergency return)

… OR they do …


66

STRATEGY

PORTFOLIO

PRODUCT / PROGRAM (ROADMAPS)

The Business Challenge: Moving from Strategy Formulation

RELEASE

ITERATION .

DAILY

to

Strategy Execution!

CHALLENGE

How do PMP®s use Agile? By helping the business!


34

67

Executives and Business Leaders use:

•  Strategic Plans •  Portfolio Plans •  Product Roadmaps •  Release Plans

STRATEGY

PORTFOLIO

PRODUCT / PROGRAM (ROADMAPS)

Project Teams use:

•  Release Plans •  Iteration Plans •  Daily Plans

RELEASE

ITERATION .

DAILY



68

Units of Measure: •  Strategy = Value of the Market

•  Portfolio = Value of the Niche

•  Product / Program Roadmaps = Value of the Customer (Group)

Best Practice: •  Use business, not tech, language.

•  At this level Development Work in not considered a unit of measure.

STRATEGY =

Value of the Market

PORTFOLIO =

Value of the Niche

PRODUCT / PROGRAM ROADMAPS

= Value of the Customer

(Group)



35

69

STRATEGY =

Value DOS vs. GUI Market

Desktop Server

PORTFOLIO =

Value of DESKTOP & SERVER

Niches

Product Roadmaps ( ≅ Programs)

Windows 3.0 NT 3.0 Windows 95 NT 4.0 Windows 98 Windows 2000 Windows Me Windows XP Server 2003

Home Server Windows Vista Server 2008 Windows 7 Home Server 2011 Windows Thin PC Windows 8 Server 2012

PRODUCT / PROGRAM ROADMAPS

= Value of the Customer

(Group)



70

Agile Planning: Planning on 3 Horizons

% Design Estimate Estimate Types Complete Accuracy ROM 0 – 10 % +100% to – 50% Budget 15 – 25 % +30% to – 15% Definitive 45 – 100 % +15% to – 5%

TIME: T T+30 T+60 T+90 T+120 T+180

DEFINITIVE; TASKS

BUDGETARY; USER STORIES

ROM; FEATURE STORIES



36

71

Creating an Agile Roadmap – Affinity Estimating

Smaller

XL L M S XS

Larger



72

Decomposing the Logic Networks into Release Plans

RELEASE #1

RELEASE #2

RELEASE #3



37

73

Example: Agile Traceability Matrix

PMO &

PMs PMs

& Teams

How do PMP®s use Agile? By having tools!


74

Agile Project Management Mastery in 60 Minutes… Guaranteed!! How do Teams implement Agile?

38

75

Agile PM 101 – Best Practices: Module 3: Iteration Plans

Agile Planning: Planning on 3 Horizons

Ride a Bike: 1.  Balance 2.  Peddle 3.  Steer

Agile Planning: 1.  Feature Stories = Strategic View (Balance) 2.  User Stories = Tactical Traction (Peddle) 3.  Tasks = Operational Engagement (Steer)

Understanding User Stories is a core competency!

76

What Is a User Story?

A description of functionality valued by the Customer that has three facets:

• Written reminder used for planning Development Work

•  Summary of details from conversations about the story

• Acceptance tests that convey details validate when a story is complete


Core Competency: User Stories

39

77

Level 1 - Product: iPad, v1.0, Web Access & Communication

Level 2 - Themes:

•  Video Watching

•  Game Playing

•  Music Listening

•  Traveling

•  E-Mailing

Level 3 – Epics (for E-Mailing):

•  Manage Contacts

•  Create Messages

•  Store & Retrieve Messages

•  Attach & Link Content

•  Filter Viruses & Spam

1 THEME

MANY EPICS



78

Level 3 – Epics (for E-Mailing):

•  Create Messages

•  Manage Contacts

•  Store & Retrieve Messages

•  Attach & Link Content

•  Filter Viruses & Spam

Level 4 – Stories:

•  Create Contact

•  Update Contact

•  Delete Contact

•  Sort Contacts

1 EPIC MANY

STORIES



40

79

Level 4 – Stories:

•  (Prior Slide) Level 5 – Tasks:

•  Define Fields

•  Define DB

•  Define GUI

•  Check Duplicates

•  Validate Format

•  Import Function

MANY TASKS

ONE STORY



80



User Story Descrip;on As a: User or Role I want: Requirement or Func;onality descrip;on

So that: Reason or Jus;fica;on

Acceptance Criteria Given: Specific situa;on When: Specific ac;on Then: Desired result

41

81



User Story Descrip;on As a: Email User

I want: To sort my emails

So that: I can find email from specific people

Acceptance Criteria Given: I am logged into my email account

When: I the “sort email by Sender” op;on

Then: All emails are displayed by Sender

82

What Is a GOOD User Story?

Good stories have six characteristics: •  Independent •  Negotiable •  Valuable (to the Customer) •  Estimatable •  Small •  Testable

Bill Wake, author of Extreme Programming Explored and Refactoring Workbook, is credited with suggesting the acronym INVEST.



42

83


Good stories have six characteristics: •  Independent •  Negotiable •  Valuable (to the Customer)

• Estimatable •  Small •  Testable



84

Agile PM 101 – Best Practices: Module 4: Agile Estimates

Core Competency: Agile Estimates CORE Concepts:

1. Lean says eliminate waste therefore Agile:

•  Uses minimal (optimal) effort to provide planning-level accuracy and avoid additional effort that only increases cost.

•  Accepts estimating uncertainty but manages schedule variance.

•  Delivers frequent, small pieces of a working solution as the most reliable way to improve estimating and planning accuracy.

2. Agile substitutes Size for Duration when estimating, and then derives duration for scheduling. Duration can be derived from Size using Ideal Days or Hours.

43

85



3. Three levels of planning, human physiology and reality

TIME: T T+30 T+60 T+90 T+120 T+180

DEFINITIVE; TASKS

BUDGETARY; USER STORIES

ROM; FEATURE STORIES

TIME: T T+30 T+60 T+90 T+120 T+180

1, 2, & 3

88, 89, & 90 SAME ACCURACY & RELIABILITY

Both span 3 integers, mathematically, but the reality of the environment and human

physiology is very different.

86

TIME: T T+30 T+60 T+90 T+120 T+180



3. Three levels of planning, human physiology and reality

Fibonacci series = Non-linear Equation Fn = Fn-1 + Fn-2

1,2,3… 5,8,13…

21,34… 55,89…

144,∞…

44

87


Core Competency: Agile Estimates WHY Planning Poker Works Planning Poker uses:

A.  Multiple sources of Expert Judgment – the team

B.  A team of cross-functional experts improves reliability

C.  Comprehensive peer-level discussions improve accuracy

D.  Bell curve compensates for uncertainty and unknown

E.  Fun unlocks collaboration, creativity, and commitment

88


Core Competency: Agile Estimates HOW Planning Poker Works The Central Limit Theorem (Bell Curve) from Statistics tells us:

(A) the team's story point estimates can be skewed toward underestimation or overestimation, but

(B) an iteration's worth of stories will be normally distributed This means that imperfect Planning Poker estimates reliably predict the work of an iteration. Imperfect and reliable!

45

89


Good stories have six characteristics: •  Independent •  Negotiable •  Valuable (to the Customer) •  Estimatable •  Small

• Testable



90

What Are Acceptance Tests? •  Validation that stories work the way the Customer expects

•  A “bracketing” device so development stays Barely Sufficient

•  A prompt for the Development Team to consider situations that might have been overlooked

•  Sometimes called “Conditions of Satisfaction”

Best Practices: •  Tests should be written as early as possible because they make

development more effective and efficient



46

91

Core Competency: Test Driven Development

Agile PM 101 – Best Practices: Module 5: Execution and Control

CORE Concepts: •  Used for many years in many industries under other names.

•  Construction calls it Value Engineering and Permits.

•  Manufacturing calls it Statistical Process Control.

•  Pharmaceuticals call it FDA Trials, Phases and Approvals.

TDD PROCESS FLOW

CREATE WELL-‐DEFINED TEST

TAKE TEST

DO SOMETHING

TAKE TEST

PASS TEST; DEFINE NEXT TEST

FAIL TEST

FAIL TEST

PASS TEST; DEFINE NEXT TEST

ALL TESTS PASSED;

RELEASE TO PRODUCTION

92

Release #1 – Designers and Textile Vendors (4 Months)

Iteration #1 – 4 Weeks Iteration #2 – 4 Weeks Iteration #3– 4 Weeks Iteration #4– 4 Weeks

Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories

Iteration #1 ESTIMATE



Iteration #4 PLANNING POKER

Release #2 – 3-D App & CAD Mfg. (2 Mos.)

Iteration #5 – 4 Weeks Iteration #6 – 4 Weeks Stories Stories Stories Stories Stories Stories



Release #3 – Delivery Logistics (2 Mos.)

Iteration #7 – 4 Weeks Iteration #8 – 4 Weeks Stories Stories Stories Stories Stories Stories

Iteration #7 AFFINITY ESTIMATING

Iteration #8 AFFINITY ESTIMATING

Agile PM 101 – Best Practices: Module 5: Execution and Control

Core Competency: Schedules and Estimates

47

93

Why is PMI-ACP® important to PMP®s?


PMP®s 1997

PMP®s 1996

PMP®s 1995 PMP®s

1994 PMP®s 1993

94

May I have your permission

to close with a bit of shameless self-promotion?!?

GR8PM

Traditional � Agile � Hybrid Training � Coaching � Consulting

48

95

What the Exam Tests

•  The ACP exam is based on 11 books from agile authors. •  That body of work covers 3,888 pages.

•  The 11 authors sometimes have differing and/or opposing opinions regarding agile practices.

2

PMI-NE Florida ACP Exam Prep Class

August 08 – 09, 2014

96

Understanding Agile from a PMP®’s Perspective! Exploding the myth that Agile is not in the PMBOK®

If you would like to connect please email John Stenbeck, or connect with him on Linked In,

at [email protected]

Documents

Agile Project Management Mastery · Agile Project Management Mastery in 60 Minutes… Guaranteed!! The 4 Disciplines of Execution In other words, the front line must know… 1. What