Slide 1

Lean & AgileProject Managementfor Large Programs & Projects

Dr. David F. Rico, PMP, CSMTwitter: @dr_david_f_ricoWebsite: http://www.davidfrico.comLinkedIn: http://www.linkedin.com/in/davidfricoFacebook: http://www.facebook.com/profile.php?id=1540017424Author BackgroundDoD contractor with 28+ years of IT experienceB.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.Large govt projects in U.S., Far/Mid-East, & Europe

2Published six books & numerous journal articlesAdjunct at George Washington, UMUC, & ArgosyAgile Program Management & Lean DevelopmentSpecializes in metrics, models, & cost engineeringSix Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000Cloud Computing, SOA, Web Services, FOSS, etc.Intro to Agile Project Mgt.Types of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.EVM for Agile Project Mgt.Summary of Agile Project Mgt.Agenda3Todays Whirlwind Environment4OverrunsAttritionEscalationRunawaysCancellationGlobalCompetitionDemandingCustomersOrganizationDownsizingSystemComplexityTechnologyChangeVagueRequirementsWork LifeImbalanceWhat is Agility?A-gil-i-ty (-'ji-l-t) Property consisting of quickness, lightness, and ease of movement; To be very nimbleThe ability to create and respond to change in order to profit in a turbulent global business environmentThe ability to quickly reprioritize use of resources when requirements, technology, and knowledge shiftA very fast response to sudden market changes and emerging threats by intensive customer interactionUse of evolutionary, incremental, and iterative delivery to converge on an optimal customer solutionMaximizing the Business Value with right sized, just-enough, and just-in-time processes and documentationHighsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.5FEValues of Agile Project Mgt.6People-centric way to create innovative solutionsMarket-centric model to maximize business valueAlternative to large document-based methodologiesAgile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.orgalsoknown asCustomerCollaborationIndividuals &InteractionsWorkingSystemsRespondingto ChangeCustomerInteractionHigh PerformanceTeamsIterativeDevelopmentAdaptabilityor FlexibilityContractNegotiationProcesses& ToolsComprehensiveDocumentationFollowinga PlanAgile MethodsValuesalsoknown asalsoknown asalsoknown asvaluedmore thanvaluedmore thanvaluedmore thanvaluedmore thanAgile MethodsPrinciplesTraditional MethodsValuesPine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.Agile Project ManagementHigh levels of uncertainty and unpredictabilityHigh technology projectsFast paced, highly competitive industriesRapid pace of technological changeResearch oriented, discovery projectsLarge fluctuations in project performanceShorter term, performance based RDT&E contractsAchieving high impact product/service effectivenessHighly creative new product development contractsCustomer intensive, one off product/service solutionsHighly volatile and unstable market conditionsHigh margin, intellectually intensive industriesDelivering value at the point of saleTraditional Project ManagementPredictable situationsLow technology projectsStable, slow moving industriesLow levels of technological changeRepeatable operationsLow rates of changing project performanceLong term, fixed price production contractsAchieving concise economic efficiency goalsHighly administrative contractsMass production and high volume manufacturingHighly predictable and stable market conditionsLow margin industries such as commoditiesDelivering value at the point of plan7On exploratory or research/development projectsWhen fast customer responsiveness is paramountIn organizations that are highly innovative & creativeWhen to use Agile Proj. Mgt.Agile World ViewAgility has many dimensions other than ITIt ranges from leadership to technological agilityThe focus of this brief is program management agilityFEAgile LeadersAgile Organization ChangeAgile Acquisition & ContractingAgile Strategic PlanningAgile Capability AnalysisAgile Program ManagementAgile Tech.Agile Information SystemsAgile ToolsAgile Processes & Practices Agile Systems DevelopmentAgile Project Management8Intro to Agile Project Mgt.Types of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.EVM for Agile Project Mgt.Summary of Agile Project Mgt.Agenda9Scrum Project ManagementSchwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.Created by Jeff Sutherland at Easel in 1993Product backlog comprised of customer needsBarely-sufficient project management frameworkInitial PlanningSprint CycleDiscovery SessionAgile TrainingProject DiscoveryProcess DiscoveryTeam DiscoveryInitial BacklogRelease PlanningBusiness CaseDesired BacklogHi-Level EstimatesPrioritize BacklogFinalize BacklogProduct BacklogPrioritized RequirementsSprint PlanningSet Sprint CapacityIdentify TasksEstimate TasksSprint ReviewPresent Backlog ItemsRecord FeedbackAdjust BacklogDaily ScrumCompleted Backlog ItemsPlanned Backlog ItemsImpediments to ProgressSprint BacklogList of Technical Tasks Assigned to a SprintPotentially Shippable ProductWorking Operational SoftwareSprintSelect Tasks and Create TestsCreate Simple DesignsCode and Test Software UnitsPerform Integration TestingMaintain Daily Burndown ChartUpdate Sprint BacklogSprint Retrospective10XP Project ManagementBeck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.Created by Kent Beck at Chrysler in 1998Release plan is comprised of customer needsLightweight, rigorous near-term planning elementRelease PlanningExploration PhaseIteration PlanningBuild a TeamWrite User StoriesEstimate User StoriesSplit User StoriesSpike User StoriesWrite User TestsCommitment PhaseSort by ValueSort by RiskSet VelocityChoose a ScopeSet Iteration LengthDevelop Release PlanSteering PhaseSelect IterationAdjust VelocityInsert New StoriesNew Release PlanSelect ToolsAdjust TeamsExploration PhaseAnalyze Release PlanIdentify Iteration GoalSelect User StoriesRead User StoriesDevelop TasksSplit TasksCommitment PhaseAccept TasksSet Individual VelocityEstimate TasksAnalyze SchedulesSet Load FactorsBalance TasksSteering PhaseSelect PartnerWrite Unit TestsDesign and CodeUnit/Integration TestUser Acceptance TestRecord Progress11Agile Project ManagementHighsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Created by Jim Highsmith at Cutter in 2003Focus on strategic plans and capability analysisMost holistic agile project management frameworkInnovation LifecycleEnvisionProduct VisionProduct ArchitectureProject ObjectivesProject CommunityDelivery ApproachSpeculateGather RequirementsProduct BacklogRelease PlanningRisk PlanningCost EstimationExploreIteration ManagementTechnical PracticesTeam DevelopmentTeam DecisionsCollaborationLaunchFinal ReviewFinal AcceptanceFinal QAFinal DocumentationFinal DeploymentCloseClean Up Open ItemsSupport MaterialFinal RetrospectiveFinal ReportsProject CelebrationIterative DeliveryTechnical PlanningStory AnalysisTask DevelopmentTask EstimationTask SplittingTask PlanningStandups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and IntegrationStory DeploymentAdaptFocus GroupsTechnical ReviewsTeam EvaluationsProject ReportingAdaptive ActionOperational TestingIntegration TestingSystem TestingOperational TestingUsability TestingAcceptance TestingDevelopment, Test, & EvaluationDevelopment PairingUnit Test DevelopmentSimple DesignsCoding and RefactoringUnit and Component TestingContinuous12Flexible Project ManagementDeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.Created by Doug DeCarlo at Cutter in 2004Focus is on collaboration, scoping, and speedThinner traditional project management approachVisionateSpeculateInnovateRe-EvaluateDisseminateCollective VisionSelect Core TeamSponsors VisionInterview SponsorDescribe ObjectivesProject ProspectusBusiness QuestionsCollective VisionScope MeetingFuture ScenariosProject SkinnyProject BoundariesProject VisionWin ConditionsBenefit MapWow FactorUncertainty ProfilePlanning MeetingCollective VisionSize DeliverablesMap ScheduleChoose Life CycleRequirements IDdDevelopment ToolsRisk PlanningPost MeetingPM InfrastructureFinancial GoalsBenefit PlanPartner AgreementsBusiness QuestionsGo/No-Go DecisionUpdate ProspectusBusiness QuestionsWho Needs It?What Will It Take?Can We Get It?Is It Worth It?Project ReviewCheck PerformanceCheck ScheduleCheck CostsCheck BenefitsCheck Project ROIGo/No-Go DecisionProject ChangesRe-Direct As-NeededUpdate VisionUpdate StakeholdersRe-examine TeamProduct LaunchAcceptance TestingDocumentationSupport PlanMaintenance PlanDeploy SolutionCustomer ServiceTrack BenefitsTeam RewardsLessons LearnedStabilizationTraining/EducationUtilizationPerformanceFeedbackCorrective ActionLearning by DoingSCORE ModelArchitectureDevelopmentConstructionTestingTime BoxingTrial and ErrorCollaborationGenerate ResultsVisibilityEarly ValueFast FailuresUpdate ProspectusBusiness QuestionsModify Questions13Adaptive Project FrameworkWysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.Created by Bob Wysocki for consulting in 2008Designed to be a generic model for non-IT projectsLightweight traditional project management approachAdaptive Project FrameworkScopingIdentify OpportunityDevelop CoSWrite PoSDocument NeedsStage Gate 1 ReviewPlanningIdentify Project TypePrioritize ConstraintsDevelop WBSTeam FormationStage Gate 2 ReviewFeasibilityDevelop PrototypeReprioritize NeedsDetailed WBSEstimate ResourcesStage Gate 3 ReviewCheckpointAnalyze NeedsEvaluation SolutionEstimate ValueDetermine SuccessStage Gate 4 ReviewReviewFinalize DocumentsLessons LearnedProcess ChangesFinal ReportStage Gate 5 ReviewCyclical Product or Service ImplementationCycle PlanningResponsibilitiesTimelinesWork PackagesCommunicationsGovernanceContinually improve process, documents, team, architecture, designs, implementation, tests, etc.Stage Gate 3.n ReviewCycle ReviewsUpdate RequirementsUpdate ScopeUpdate SchedulesUpdate PlansInform StakeholdersDaily MeetingsArrange FacilitiesPrepare AgendasSend Meeting NoticesFacilitate MeetingsRecord Action ItemsProduct or Service ImplementationSelect Personnel with Needed SkillsIdentify Detailed Technical TasksCreate Detailed Architectures and DesignsSelect and Implement Technical SolutionsPerform Development and Operational TestsContinuous Improvement14Intro to Agile Project Mgt.Types of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.EVM for Agile Project Mgt.Summary of Agile Project Mgt.Agenda15Envision PhaseHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Determine product vision and project objectivesIdentifies project community and project teamThe major output is a Product Vision BoxEnvision PhaseDelivery ApproachSelf-Organization StrategyCollaboration StrategyCommunication StrategyProcess Framework TailoringPractice Selection and TailoringProject ObjectivesProject Data SheetKey Business ObjectivesTradeoff MatrixExploration FactorRequirements VariabilityProduct ArchitectureProduct Skeleton ArchitectureHardware Feature BreakdownSoftware Feature BreakdownOrganizational StructureGuiding PrinciplesProject CommunityGet the Right PeopleParticipant IdentificationTypes of StakeholdersList of StakeholdersCustomer-Developer InteractionProduct VisionProduct Vision BoxElevator Test StatementProduct RoadmapProduct FeaturesProduct Vision Document16Speculate PhaseHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Determine organizational capability/mission needsIdentifies feature-sets and system requirementsThe major output is a System Release PlanSpeculate PhaseRelease PlanningProject Startup ActivitiesAssign Stories to IterationsFirst Feasible DeploymentEstimate Feature VelocityDetermine Product ScopeRisk PlanningRisk IdentificationRisk AnalysisRisk ResponsesRisk MonitoringRisk ControlProduct BacklogProduct Features ListFeature CardsPerformance RequirementsPrioritize FeaturesFeature Breakdown StructureCost EstimationEstablish Estimate Scope Establish Technical BaselineCollect Project Data Size Project InformationPrepare Baseline EstimatesGather RequirementsAnalyze Feasibility StudiesEvaluate Marketing ReportsGather Stakeholder SuggestionsExamine Competitive IntelligenceCollaborate with Customers17Explore PhaseHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Determine technical iteration objectives/approachesIdentifies technical tasks and technical practicesThe major output is an Operational ElementExplore PhaseTeam DevelopmentFocus TeamMolding Group into TeamDevelop Individual CapabilitiesCoach CustomersOrchestrate Team RhythmTeam DecisionsDecision FramingDecision MakingDecision RetrospectionLeadership and Decision MakingSet and Delay Decision MakingTechnical PracticesReduce Technical DebtSimple DesignContinuous IntegrationRuthless Automated TestingOpportunistic RefactoringCollaborationPair ProgrammingDaily Standup MeetingsDaily Product Team InteractionStakeholder CoordinationCustomer InteractionsIteration ManagementIteration PlanningEstimate Task SizeIteration LengthWorkload ManagementMonitoring Iteration Progress18Adapt PhaseHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Determine the effectiveness of operational elementsIdentifies customer feedback and corrective actionsThe major output is a Process Improvement PlanAdapt PhaseTeam EvaluationsCommunications QualityTeam CohesivenessInterpersonal TrustIndividual Talent and EffortTeam Performance/EffectivenessProject ReportingScope and Quality StatusCost and Schedule StatusRisk and Value StatusCustomer Satisfaction StatusTeam and Agility StatusTechnical ReviewsDesk Checks/Individual ReviewsStructured WalkthroughsFormal Software InspectionsQuality Assurance AuditsConfiguration Management AuditsAdaptive ActionRelease Plan AdaptationsIteration Plan AdaptationsFeature Set AdaptationsUser Story AdaptationsTask Plan AdaptationsCustomer Focus GroupsRequirements ReviewsPreliminary Design ReviewsCritical Design ReviewsProduct Demonstration ReviewsAcceptance Testing Reviews19Close PhaseHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Determine project outcome and effectivenessIdentifies strengths, weaknesses, and rewardsThe major output is a Lessons-Learned ReportClose PhaseSupport MaterialFinalize DocumentationFinalize Production MaterialFinalize Manufacturing MaterialFinalize Customer DocumentationFinalize Maintenance InformationFinal ReportsEnd-of-Project ReportsAdministrative ReportsRelease NotesFinancial ReportsFacilities ReportsFinal RetrospectiveProcess Performance AssessmentInternal Product AssessmentExternal Product AssessmentTeam Performance AssessmentProject Performance AssessmentProject CelebrationIndividual RewardsGroup RewardsPartner RewardsManagerial RewardsProduct RewardsClean Up Open ItemsClose Open Action ItemsClose Open Change RequestsClose Open Problem ReportsClose Open Defect ReportsClose Open Project Issues20Intro to Agile Project Mgt.Types of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.EVM for Agile Project Mgt.Summary of Agile Project Mgt.Agenda21Multi-Level TeamsHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Enables projects to plan for the future and presentDecomposes capabilities into implementable piecesUnclogs the drainpipes to let the execution flow freely

Multi-Level TeamsProduct Management TeamProduct Management TeamChief Product ManagerChief ArchitectProduct Development ManagerRelease Management Team members (1-2 per release team)Release Management TeamFeature TeamRelease Management TeamProduct ManagerProject ManagerChief ArchitectFeature team members (1-2 per feature team)Feature TeamsProduct Specialist (and owner)Iteration ManagerTechnical and product MembersDevelopment team members (1-2 per development team)

22Multi-Level PlanningHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Enables multiple level enterprise plans to co-existAllows stakeholders to build viewpoint-specific plansEnsures capabilities are delivered at regular intervalsMulti-Level PlanningProduct RoadmapProduct RoadmapEnterprise architecture needsCapability focusedVision, objectives, and backlog18 to 36 weeksRelease PlanIteration PlanRelease PlanSubsystem architectureFeature set focusedStrategy, objectives, and backlog6 to 12 weeksIteration PlanComponent-level architectureUser story focusedImplementation plan, objectives, and backlog2 to 4 weeks

23Multi-Level BacklogHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Enables multiple levels of abstraction to co-existAllows customers and developers to communicateMakes optimum use of peoples time and resourcesMulti-Level BacklogCapabilitiesCapabilityMission goal or objective levelHigh-level business or product functionAlso called an Epic, i.e., multiple feature setsComprises 18-90 days worth of workFeature SetCross-functional mission threadsRelated user stories that are grouped togetherAlso called a Theme, i.e., implemented as an entityComprises 6 to 30 days worth of workUser StoryFunctional, system-level requirementsSimple requirement written by customer or userA small unit of functionality having business valueComprises 2 to 10 days worth of workCapability1Capability2Capability3Feature SetsFeature1Feature2Feature3User StoriesStory 1Story 4Story 7Story 2Story 5Story 8Story 3Story 6Story 924Multi-Level CoordinationHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Enables lean and agile methods to scale-upAllows enterprises to create large-scale programsUnleashes optimum productivity and overall controlMulti-Level CoordinationFeature TeamFeature TeamFeature TeamFeature Set TeamCapability TeamFeature Set TeamFeature Set Team25Multi-Level GovernanceHighsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Enables enterprises to achieve functional needsAllows programs to coordinate functional activitiesEnsures optimal technical performance is achievedMulti-Level GovernanceFeature TeamFeature TeamFeature TeamFunctional TeamGoverning TeamFunctional TeamFunctional TeamRTSRRRRRRRRRTTTTTTTTTSSSSSSSSSQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDQIRTASCDMMMMMMMMMMMMMMMMMMMMMMMMMMM26Intro to Agile Project Mgt.Types of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.EVM for Agile Project Mgt.Summary of Agile Project Mgt.Agenda27BurndownRawsthorne, D. (2009). Agile metrics. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA.Most basic tracking chart for agile projectsTracks number of work or time units completedCommonly used to track no. story points completed

28Burndown ChartWork (Story, Point, Task) or Effort (Week, Day, Hour)Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)Cumulative FlowAnderson, D. J. (2004). Agile management for software engineering: Applying the theory ofconstraints for business results. Upper Saddle River, NJ: Pearson Education.Advanced form of cumulative workflowTracks planned vs. finished work or time unitsLinear progression with good project performance29Work (Story, Point, Task) or Effort (Week, Day, Hour)Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)Cumulative Flow DiagramAgile EVMAdaptation of EVM for agile projectsMapping between traditional and agile projectsWork completed is more authoritative in agile projects30Sulaiman, T., Barton, B., & Blackburn, T. (2006). Agile EVM: Earned value management in scrum projects.Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 7-16.Agile EVM ChartCPISPIPPCAPCWork (Story, Point, Task) or Effort (Week, Day, Hour)Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)Earned Business ValueRawsthorne, D. (2010). Monitoring scrum projects with agile evm and earned business value metrics. Brisbane, CA: Collab.Net.ROI is estimated for user stories in agile projectsValue accrues with each completed user storyValue of completed tasks is more meaningful31Earned Business ValueWork (Story, Point, Task) or Effort (Week, Day, Hour)Planning (Roadmap, Release, Iteration) or Time Unit (Month, Week, Day)Intro to Agile Project Mgt.Types of Agile Project Mgt.Phases of Agile Project Mgt.Scaling of Agile Project Mgt.EVM for Agile Project Mgt.Summary of Agile Project Mgt.Agenda32Case Studies70% of worldwide IT projects use agile methodsIncludes highly-regulated industries like U.S. DoDEven split between top-down and bottom-up adoption33IndustryShrinkWrappedElectronicCommerceHealthCareLawEnforcementOrg20 teams140 people5 countriesSize15 teams90 peopleCollocated4 teams20 peopleCollocated10 teams50 peopleCollocated3 teams12 peopleCollocatedU.S.DoDPrimaveraGoogleStratcomFBIFDAProjectPrimaveraAdwordsSKIwebSentinelm2000PurposeProjectManagementAdvertisingKnowledgeManagementCase FileWorkflowBloodAnalysis1,838 User Stories6,250 Function Points500,000 Lines of CodeMetrics26,809 User Stories91,146 Function Points7,291,666 Lines of Code1,659 User Stories5,640 Function Points451,235 Lines of Code3,947 User Stories13,419 Function Points1,073,529 Lines of Code390 User Stories1,324 Function Points105,958 Lines of CodeRico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean Enterprise Software and Systems, Helsinki, Finland, 37-43.Leadership ConsiderationsAgile management is delegated to the lowest levelThere remain key leadership roles & responsibilitiesCommunication, coaching, & facilitation are key ones34Customer CommunicationProduct VisioningDistribution StrategyTeam DevelopmentStandards & Practices Telecom InfrastructureDevelopment ToolsHigh Context MeetingsCoordination MeetingsF2F CommunicationsPerformance ManagementFacilitate selection of methods for obtaining and maintaining executive commitment, project resources, corporate communications, and customer interactionFacilitate selection of methods for communicating product purpose, goals, objectives, mission, vision, business value, scope, performance, budget, assumptions, constraints, etc.Facilitate selection of virtual team distribution strategy to satisfy project goals and objectivesFacilitate selection of methods for training, coaching, mentoring, and other team building approachesFacilitate selection of project management and technical practices, conventions, roles, responsibilities, and performance measuresFacilitate selection of high bandwidth telecommunication products and servicesFacilitate selection of agile project management tools and interactive development environmentFacilitate selection of high context agile project management and development meetingsFacilitate selection of meetings and forums for regular communications between site coordinatorsFacilitate selection of methods for maximizing periodic face to face interactions and collaborationFacilities selection of methods for process improvement, problem resolution, conflict management, team recognition, product performance, and customer satisfactionRico, D. F. (2010). The paradox of agile project management and virtual teams. Fairfax, VA: Gantthead.Com.Advanced Agile MeasuresAgile Methods are a fundamentally new paradigmAgile Methods are not lighter Traditional MethodsThey should not be viewed through a traditional lensRico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing.Customer CollaborationWorking SoftwareIndividuals & Interactions Responding to Changevaluedmore thanvaluedmore thanvaluedmore thanvaluedmore thanAgile Metrics Traditional MetricsContractsDocumentationProcessesProject PlansInteraction frequencyComm. qualityRelationship strengthCustomer trustCustomer loyaltyCustomer satisfactionTeam competenceTeam motivationTeam cooperationTeam trustTeam cohesionTeam communicationsIteration sizeIteration lengthIteration numberOperational buildsOperational releasesVerified/Validated releasesOrg. flexibilityMgt. flexibilityIndividual flexibilityProcess flexibilityDesign flexibilityTechnology flexibilityContract complianceContract deliverablesContract change ordersLifecycle complianceProcess Maturity LevelRegulatory complianceDocument deliveriesDocument commentsDocument complianceCost ComplianceScope ComplianceSchedule Compliance35Organizational ChangeHeath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.Change, no matter how small or large, is difficultSmaller focused changes help to cross the chasmShrinking, simplifying, and motivation are key factors36How to Cross the ChasmSwitch How to Change Things When Change is HardInfluencer The Power to Change AnythingDirect the RiderFollow the bright spots - Clone what worksScript the critical moves - Use prescriptive behaviorsPoint to the destination - Focus on the end gameMotivate the ElephantFind the feeling - Appeal to emotionShrink the change - Use incremental changeGrow your people - Invest in training and educationShape the PathTweak the environment - Simplify the changeBuild habits - Create simple recipes for actionRally the herd - Get everyone involvedMake the Undesirable DesirableCreate new experiences - Make it interestingCreate new motives - Appeal to sensibilitySurpass your LimitsPerfect complex skills - Establish milestonesBuild emotional skills - Build maturity and people skillsHarness Peer PressureRecruit public personalities - Involve public figuresRecruit influential leaders - Involve recognized figuresFind Strength in NumbersUtilize teamwork - Enlist others to help outEnlist the power of social capital - Scale up and outDesign Rewards and Demand AccountabilityUse incentives wisely - Reward vital behaviorsUse punishment sparingly - Warn before taking actionChange the EnvironmentMake it easy - Simplify the changeMake it unavoidable - Build change into daily routineContract TypeDescriptionAgile Contracting ModelsRico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com.New contract models emerged for agile contractsGoals, objectives, and visions are established earlyBuyers and suppliers collaborate throughout contract37Dynamic ValuePerformance BasedTarget CostOptional ScopeCollaborativeLeanSpecify initial scope and needs (with iterative enhancements)Establish performance objectives (but not technical solutions)Broad boundaries for time, cost, and quality (but not scope)Set minimum and maximum costs (based on initial scope)Outline initial scope (with fixed no. of releases and iterations)Lean tools such as small batches, Kanban, WIP constraints, etc.How do Lean & Agile Intersect?38Agile is naturally lean and based on small batchesAgile directly supports six principles of lean thinkingAgile may be converted to a continuous flow systemWomack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas.Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6).Economic ViewDecentralizationFast FeedbackControl Cadence& Small BatchesManage Queues/Exploit VariabilityWIP Constraints& KanbanFlow PrinciplesAgile ValuesCustomerCollaborationEmpoweredTeamsIterativeDeliveryRespondingto ChangeLean PillarsRespectfor PeopleContinuousImprovement Customer ValueRelationshipsCustomer PullContinuous FlowPerfectionValue StreamLean PrinciplesCustomer relationships, satisfaction, trust, and loyaltyTeam authority, empowerment, and resourcesTeam identification, cohesion, and communicationLean & Agile PracticesProduct vision, mission, needs, and capabilitiesProduct scope, constraints, and business valueProduct objectives, specifications, and performanceAs is policies, processes, procedures, and instructionsTo be business processes, flowcharts, and swim lanesInitial workflow analysis, metrication, and optimizationBatch size, work in process, and artifact size constraintsCadence, queue size, buffers, slack, and bottlenecksWorkflow, test, integration, and deployment automationRoadmaps, releases, iterations, and product prioritiesEpics, themes, feature sets, features, and user storiesProduct demonstrations, feedback, and new backlogsRefactor, test driven design, and continuous integrationStandups, retrospectives, and process improvementsOrganization, project, and process adaptability/flexibilityHoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Institute.39Agility is the evolution of management thoughtConfluence of traditional and non-traditional ideasImprove performance by over an order-of-magnitudeConclusion

The traditional world of project management belongs to yesterdayDont waste your time using traditional project management on 21st century projects

APM Textbooks40Over 15 text books for agile project managementMany of them stem from Planning XP by Kent BeckAgile Project Mgt. by Jim Highsmith is most completeBeck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education.DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.