This document discusses the benefits of being proficient in Agile project management. It begins with an introduction of the presenter and their experience in IT projects. It then contrasts the Waterfall and Agile approaches. Waterfall involves detailed upfront planning while Agile values adaptability and frequent delivery of working software. The document emphasizes that due to global competition, it is not enough to simply complete a project but to exceed expectations and adapt quickly. It provides examples of how companies like Nitor have seen success through Agile methods and discusses key Agile principles like small batch sizes and effective communication.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
The ideal Agile world describes dedicated Teams that implement a negotiable scope in fixed iterations to meet a moving target. The real world is usually more complex, and often requires interaction with projects and processes that have very different and “non-Agile” characteristics. This webinar describes the conduct of Agile governance for hybrid projects that contain very different types of processes. We will review the very real drivers that lead to these hybrid environments, and look at practical techniques for making hybrid projects successful.
Data Con LA 2020
Description
The Agile Scrum Overview training will provide you with the essentials to effectively practice scrum as a scrum team member. You'll gain knowledge on the agile manifesto's values and principles, scrum framework, ceremonies, and tools used with practicing scrum. You'll be inspired and on boarded as an agile scrum practitioner!
*Agile history, background and the agile manifesto's values and principles.
*Agile Scrum framework for software development
* Scrum roles: Product Owner, Scrum Team, Scrum Master
*Sprint Ceremonies: Sprint Planning, Daily Stand-up, Sprint Review (Demo), Sprint Retrospective
*High performing teams, velocity charts, burndown charts
Speaker
Sonia Macias, Consultant, Scrum Master / Project Manager
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
Introduction to Agility from Saint Louis Day of Dot Net session:
History, Definition, Comparison to Waterfall, Agile methodologies, Myths & Misconceptions, Common failure, & Advanced discussion points.
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
This session will have something for everyone. For the person new to Agile Development, this will provide a basic knowledge to distinguish Agile development from traditional Waterfall development. For those that have some knowledge, this will provide some practical examples and stories about what is happening in the “real world”.
We are in tough financial times, and are being ask to do more than ever with less people. Faster, better, and cheaper is the new mantra for organizations. Companies that will survive and endure for the long haul are looking for different and better ways to deliver software and are discovering Agile development as a possible answer. How do you get started with Agile practices? What are some lessons learned that I can watch out for as we get started? What will Agile fix
and what will it expose? In this session, these questions and others will be answered.
We will also explore how Agile development came to be and provide a foundational knowledge of the common practices including the Scrum framework and Extreme Programming (XP).
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...GlobalSkillup
Free Online Classroom Study Training Material from GlobalSkillup for PMI ACP(AGILE CERTIFIED PRACTITIONER) Certification by Project Management Institute. This study material also emphasizes on SCRUM, TDD, Lean, Kanban and other Agile Methodologies. Feel free to use slides in your commercial sessions, we would appreciate acknowledgements to GlobalSkillup.com though not mandatory.
The Agile PMO: Ensuring visibility and governanceMatt Holitza
The document discusses how an agile project management office (PMO) can help ensure visibility and governance of agile projects. It outlines some pitfalls that can jeopardize a traditional PMO and attributes of a successful PMO. The document then discusses how agile benefits PMOs by helping them align projects to goals, improve success rates over time, enhance competence, develop standards, promote a collaborative tone, and encourage continuous learning. An agile PMO can achieve these benefits through practices like a whole team approach, transparency, integrated tooling, and continuous process improvement.
Mary Henson (CEO of the DSDM consortium) introduced Dr. Islam Choudhury (Ass. Professor Kingston University) who then explained the ‘DSDM’ project framework.
DSDM has a venerable pedigree, pre-dating the Agile Manifesto by many years. Recently it has been recognised as a useful project and framework, and Islam explained how it can provide a project layer around team level methods such as Scrum.
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
Executive Presentation on Agile Project Management by Boardroom Metrics Inc.Boardroom Metrics
This presentation was delivered to a group of senior executives with little or no understanding of Agile methodologies. It was an eye-opening experience!
If interested, please reach out to our firm to discuss how we can help your organization: 1.416.994.6552 or info@boardroommetrics.com
Executing large distributed projects using agile methodologies india agile we...Mahesh Varadharajan
The document summarizes a presentation given by Mahesh Varadharajan on June 13th 2015 in Chennai, India about executing large distributed projects using agile methodologies. It discusses what distributed agile development is, challenges it presents, and models for implementing it. Some key points covered include that over 80% of software development is now distributed, and distributed agile can provide benefits like cost savings but requires practices to overcome challenges like communication barriers between locations.
The document discusses agile governance and provides examples of traditional governance practices, key challenges, and potential solutions when transitioning to agile. Specifically, it notes that traditional governance is often rigid and sequential while agile governance aims to be lightweight, flexible, and empowering. It then gives examples of how architectural design, project planning, and quality audits could transition from traditional to more agile approaches. Groups are tasked with discussing their roles and perspectives on these examples. The overall message is that agile requires transforming traditional top-down governance to embrace more dynamic and collaborative approaches.
This document provides an overview of agile fundamentals and concepts. It discusses the roots of agile in scientific management and plan-driven approaches. It describes the agile manifesto values and principles. It outlines several agile approaches like Scrum, XP, FDD, and Kanban. It defines the roles of delivery teams, product owners, and product owner teams. It maps out the typical agile ceremonies of visioning, release planning, specification, sprint planning, daily standups, reviews, and retrospectives. Finally, it lists some key agile fundamental concepts around value delivery, stakeholder engagement, team performance, adaptive planning, problem resolution, and continuous improvement.
This document provides a brief introduction to several agile frameworks and practices, including Scrum, XP, Lean, and Kanban. Scrum is a framework that uses sprints, daily scrums, and retrospectives. XP focuses on programming practices like test-driven development and pair programming. Lean is a mindset aimed at eliminating waste. Kanban uses a board to visualize work and limit work-in-progress to improve flow. Each approach emphasizes values like customer collaboration, responding to change, and delivering working software frequently.
This document provides an overview of Agile project management principles and practices. It begins with introductions of the presenter and their experience in Agile software development. It then discusses various project methodologies like Waterfall, Kanban, Scrum, and Test Driven Development. Key Agile principles are outlined from the Agile Manifesto. The roles of Product Owner, Scrum Master, and development team are defined. Practices like sprint planning, daily standups, reviews and retrospectives are described. The document aims to provide a high-level introduction to Agile concepts, roles and processes.
A Project Manager plays multiple roles in the organization. He or she has a role towards the team, towards the project, towards the business stakeholders and towards the organization itself.
The days of traditional project management evangelizing the concepts of "Command & Control" are long gone. Especially with Agile software development, the focus is more and more on building self managed teams.
Being a project manager I can understand that it is easy for the project manager to lose his or her mind. Especially if you are under constant pressures of reporting project financials, status reporting, managing your project staffing & recruitment, stakeholder management, distributed teams, risk management, project planning, inceptions, lift-offs, project governance and to top it all, leading a group of different psychological beings who may be responding differently in different situations. There is no one size fits all when it comes to working with human beings, and you have the onus to build a self managed team. Hence, probably it is more apt to call our breed as project leaders than managers, but let us leave that discussion to a different day.
So if you are a project manager and getting stressed due the above mentioned pressures, or if you are clinging to the past styles of project management or you like being "old school", you may not realize but you might have turned into a devil.
How to be sure? Well... this session will offer you a checklist to confirm how close you are to being a devil or already have become one.
An Agile Project Manager manages the unknown rather than the known details like a Traditional Project Manager. Some key differences are that an Agile PM encourages change and ambiguity, delegates tasks while managing value, and has an idealist temperament focused on collaboration rather than guarding a strict plan. An Agile PM acts as a facilitator rather than sole decision maker, provides visibility through visual tools instead of text reports, and prefers collaborating to find innovative solutions.
Transform Yourself into an Agile Project ManagerChuck Cobb
This presentation provides a brief overview of an online training curriculum that we offer through the Agile Project Management Academy that can have a huge impact on helping project managers learn how to develop a high impact Agile Project Management approach that blends Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation.
The document discusses the role of the project manager in agile projects. It explains that in an agile project, the project manager does not manage the team directly. Instead, the key roles in agile include the Scrum Master, who removes impediments and protects the team, and the Product Owner, who prioritizes features and manages the product backlog. The team is self-organizing and cross-functional. While traditional project management knowledge is still useful, the project manager in an agile project takes more of a coaching role compared to command-and-control in traditional project management.
The REAL Role of the Project Manager in Agilebookatabletech
It's still an open discussion: what role does the Project Manager play in an Agile setup? I've attended many workshops that try to explain how the Project Manager can get involved. It doesn't help that whilst Scrum and other Agile flavours mention the Product Owner and ScrumMaster roles, they don't tend to mention us.
Presentation about selling UX to coders at NordiCHI2014
Maarit Laanti 28.10.2014
NordiCHI2014 is the 8th Nordic Conference on Human-Computer Interaction
Maarit Laanti
The document discusses agile program and portfolio management. It begins by stating that adopting agile practices requires organizational transformation, not just overlaying processes. It then covers topics like agile competencies across different levels (team, program, portfolio, enterprise), managing work across time horizons (continuous, daily, iteration, release, strategic), and using story maps to decompose work from epics to features to user stories. Finally, it discusses key aspects of agile such as sprinting, velocity, and prioritizing minimally marketable features.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
The document provides an overview of an upcoming workshop on Agile Fundamentals for Project Managers. It includes an agenda with various activities planned such as icebreakers, explanations of Agile principles and values, simulations of Agile practices like daily stand-ups, and discussions of different Agile methods like Scrum and Kanban. The goal is for attendees to understand Agile fundamentals, differentiate Agile methods, learn Agile practices, and have fun.
Agile Project Management explained and examined from several angles. Agile Software Development delivers better results when it is managed in an agile way.
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
A properly implemented Agile method increases the speed of development, aligns individual and organization objectives, creates a culture driven by performance, supports shareholder value creation, achieves stable and consistent communication of performance at all levels, and enhances individual development and quality of life.
The document discusses scrum and agile frameworks. It provides information on scrum roles and ceremonies like stand-ups, planning, reviews and retrospectives. It also discusses metrics like velocity and burn down/up charts. The document reviews participants' past project experiences and has them identify success and failure factors. It aligns these factors to scrum roles and ceremonies. It also discusses aligning with the values in the Agile Manifesto and whether participants currently practice these values.
Who says that if you are a developer, you stay a developer for the rest of your work life?
Who says that if you are a Senior developer, you have all the skills to become a Project Manager?
The aim of my Master Thesis is giving a general overview about the Project Management and how the profession of Project Manager should not be undervalued in a Team especially if we speak about Virtual Context like distributed teams or remote working.
I will discuss the nowadays state of the art technique, trying to understand which one best meets the requirements of an IT project.
I will also try to expose the limitation of Traditional Management but also the limitation of brand new technique like Agile.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
This document provides an introduction and overview of Scrum and agile development practices. It discusses the history and principles of Scrum, the roles involved including Product Owner, Development Team, and Scrum Master. The document also outlines the Scrum events like daily stand-ups, sprints, and retrospectives and artifacts like product backlog, sprint backlog and burn-down charts used in Scrum.
This document provides an overview of an Agile summit held by the Michigan Digital Government. It introduces Agile concepts and frameworks like Scrum. Key benefits of Agile cited include accelerated time to market, improved ability to manage changing priorities, and enhanced software quality. The summit objectives were to introduce Agile, discuss how it differs from traditional approaches, consider its application in the public sector, and allow for discussion. Agile principles like early delivery of working software, self-organizing teams, and responding to change are outlined. The document also discusses scaling Agile to multiple teams, risks, and contracting approaches to support Agile projects.
The way how we help customers at ASPgems to do their software development projects in order to better accomplish their business objective in the Digital World.
The Agile Readiness Assessment Tool EssayHeidi Owens
This report discusses Scrum, an agile software development methodology. It describes the key roles in Scrum - Product Owner, Scrum Master, and Development Team. It also outlines the core Scrum events - Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The report examines the Scrum process and how it aims to deliver working software frequently through short development cycles called sprints. It emphasizes that Scrum provides structure through its roles, events, and artifacts while allowing flexibility through its iterative approach.
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
Post-agile approaches - agile for the real world and how to avoid agile failureYuval Yeret
The document discusses various Agile and Lean concepts and frameworks. It begins with an overview of Agile principles and the Agile Manifesto. It then discusses some of the challenges with implementing Agile approaches in reality, including in large legacy organizations. It introduces several frameworks for implementing Agile at scale, including Kanban, Scrum, SAFe. It analyzes the strengths, weaknesses, opportunities and threats of each approach. It also discusses ways the different approaches can be combined or evolved to better address real-world challenges. The document advocates for focusing on principles over practices and evolving approaches over time based on learning and experimentation.
An educational presentation on PMO and implementation. APM Midlands branch event onsuccessful pmo tool implementation.
You will learn,
Real case studies
PMO tool implementation lifecycle
Practical next steps
Key lessons learned
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
This document provides an introduction to Agile methodology. It discusses how Agile addresses problems in software development like lack of predictability, transparency, and responsiveness to change. It then defines what Agile is from a mindset, values, and principles perspective. It also outlines some popular Agile flavors like Scrum, Kanban, SAFe, and XP. Finally, it walks through what a day or sprint looks like for a Scrum team, including roles, artifacts, meetings, and how stories are planned and tracked on a Scrum board. The overall document serves to introduce the core concepts and promise of Agile software development.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
This document provides an overview of agile project management. It discusses the history and origins of agile, including the Agile Manifesto. The Scrum methodology is described, including its events, artifacts, and team roles. The document also addresses how project managers fit into agile projects and considerations for determining if agile is appropriate. The presenter is introduced as an experienced project manager seeking to educate others on agile principles and practices.
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Professional Project Manager Should Be Proficient in Agile
1. If you want to be a
professional project manager
you should be proficient in
Agile!
27.06.2014
2. Who am I?
Teemu Toivonen
- Teemu.Toivonen@nitor.com, @number_9_
Current occupation: Senior Lean Consultant / Nitor Delta
15 years of experience with IT projects and services in different roles
- Consultant, Manager, Member of IT Executive Board, Team Leader,
Project Manager, IT Expert
A graduate from Helsinki University of Technology
Professional interests: Agile, Lean, continual improvement, systematic
innovation (TRIZ), IT services and service design
Professional philosophy: “Always challenge yourself to improve”
Personal life
- Married with three children
- Hobbies: basketball and my professional interests
3. Nitor in Brief
Nitor is a Finnish software company with two businesses
• we design, implement and develop demanding digital business solutions
• we train our customers lean & agile methods and execute agile change initiatives
Nitor customer satisfaction survey results in 2012-14 are the highest in the Finnish IT sector in Onway
history.
TiVi Company of the Year 2014 - chosen by Talentum
European Business Awards – National Champion 2014
Red Herring Europe Top 100 - 2013
More information about Nitor: http://en.nitorcreations.com
• Privately owned, Headquarters in Helsinki, established 2007
• Net revenue 2013 7,88 M€
• Employs over 60 professionals
3
2008-2013
4. A personal perspective on what it takes to be world class
After this course you will have the
knowledge to consult an average
company about projects
Professor Karlos Artto on a basic project course a long time ago
- Initially I thought it was a good way to motivate
students
- Later I realized there is much truth to it
What it take takes to be excellent is a really good
understanding and execution of the fundamentals.
While most companies should be focusing on good
fundamentals this is often not the case.
5. Agenda
• The Agile vs. Waterfall wars
• Defining Waterfall and Agile
• Scrum as an example of Agile
• Consequences of global competition
• Results with Agile
• Theories, principles and related stories
– Small batch sizes
– Effective communication
– Self organization - ”the secret sauce”
– Empirical process control
• Advanced topics in Agile
• My one piece of wisdom regarding project management
6. How many of you…
• Know what is waterfall development?
• Know what is Agile development?
7. The Agile vs waterfall wars
The Agile versus waterfall debates can be quite zealous, which makes
constructive discussion difficult. Often the discussions get stuck on
semantics and definitions. To avoid this pitfall this presentation will start
by defining what Agile and waterfall mean for todays discussion.
Image: Allitas.com
8. What is waterfall – a definition for this presentation
Planning is mostly done
at the beginning
Each phase is completely
finished before moving to
the next one
Focus is on executing the
plan
Deviations from the plan
are seen as “bad”
Focus on lessons learned
is at the end of the project
http://en.wikipedia.org/wiki/Waterfall_model
9. Waterfall – the simplified version
The waterfall version of this would be:
1. Agree on targets
2. Make a detailed plan with clearly separated phases
3. Execute and control deviations
4. Success
10. What is Agile?
Scrum
Extreme
Programming
Kanban
Scaled Agile
Framework
Dynamic Systems
Feature Driven DevelopmentMethod
Development
And many more…
11. What is Agile? - The values
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
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.
http://agilemanifesto.org/
12. What is Agile? - The 12 principles
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
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 timescale.
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.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing
teams.
12. At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly.
13. What is Agile? - Scrum as an example 1/3
Explaining Scrum in a couple of minutes is a really challenging
task.
Luckily there is…
https://www.youtube.com/watch?v=Qoa5CS9JJPQ
14. What is Agile? - Scrum as an example 2/3
Scrum is the most well known and widely used Agile method and is suitable for a
large variety of project types and situation.
The roles of Scrum
The Product Owner
• User/customer needs
• Product/project vision
• Prioritized backlog of features
• Communication with stakeholders and team
The Scrum Master
• A coach and mentor for the Team
• Facilitates the scrum process
• Removes impediments
The Team
• Self organized within the Scrum process to deliver a successful product
• Cross functional
• Delivers working software
Source: The Scrum Guide
15. What is Agile? - Scrum as an example 3/3
The roles of Scrum:
The Scrum process:
Image source: http://www.agilebuddha.com/
16. 16 pages of pure wisdom
https://www.scrum.org/Scrum-Guide
17. Consequences of global competition
It’s not enough…
– Execute well
– To be good
– Fulfill your contract
– Get the job done
– Maintain high standards
You need to…
– Execute well and adapt to change
– Be the best at what you do
– Delight your customer
– Exceed expectations
– Improve faster than the competition
18. Consequences of global competition
It’s not enough…
– Execute well
– To be good
– Fulfill your contract
– Get the job done
– Maintain high standards
Doing a project is selling the next one, which is
why you need to make an impression.
You need to…
– Execute well and adapt to change
– Be the best at what you do
– Delight your customer
– Exceed expectations
– Improve faster than the competition
19. Waterfall and Agile success rates
These numbers include
a lot of ”bad Agile”!
20. Scaled Agile Framework – benefits for large software programs
Time to market
- 30 – 50 % faster time to market
Quality
- 50 % + defect reduction
Productivity
- 20 – 50 increase in productivity
Employee engagement
- Significant increase in employee engagement
http://scaledagileframework.com/
21. Nitor – Agile
• Nitor is very successful Finnish software company
• Good results against global competition
– Including offshoring
• Agile working methods is one of the cornerstones of this success
22. Theories, principles and related stories
Some of the most important aspects to understand for project
performance:
Small batch sizes
Effective communication
Self organization - ”the secret sauce”
Adapting to change - empirical process control
23. Small batch sizes
Small batch sizes make process cycle times faster, improve efficiency, enable better
risk management ja adjusting to changes.
To put it simply: small batch sizes are good in most circumstances.
This is universally true in projects, manufacturing, product development and services.
http://en.wikipedia.org/wiki/Little's_law
24. Agile and waterfall batch sizes
In waterfall projects the batch size equals the theoretical maximum
Agile tries to minimize batch sizes
25. Agile and waterfall batch size effects
• 18 month software project
• Agile minimum viable product time = 4 months
• Agile teams release once per month after mvp
• Kano effect (features lose value over time = 1 % month)
• Based on mathematical simulation
https://docs.google.com/spreadsheets/d/1ITCG5HG9SzWgYRPKqoCAyGFaRuKCwCVHiQ9jyUZXN6U/edit?usp=sharing
26. Agile and waterfall batch size effects
Questions
• Which one is the more attractive
investment?
• What are the differences in
risks?
• Which one is more likely to be
canceled on the way?
• 18 month software project
• Agile minimum viable product time = 4 months
• Agile teams release once per month after mvp
• Kano effect (features lose value over time = 1 % month)
• Based on mathematical simulation
https://docs.google.com/spreadsheets/d/1ITCG5HG9SzWgYRPKqoCAyGFaRuKCwCVHiQ9jyUZXN6U/edit?usp=sharing
27. Creating small batch sizes
In most circumstances it is possible to use small
batch sizes, although it often seems difficult at firs. It
will get easier with practice. The Lean startup
movement has take this to the extreme and is worth
studying.
Examples from my experience:
• Software development
• IT infrastructure projects
• “Off the shelf” IT projects
• IT migration projects
• Process development/design projects
• Organizational change projects
28. An example of small batch sizes in IT infrastructure
projects
An email and calendar system (Exchange) for 30 000 users
Initially I thought this would be difficult to divide into small batchers, but it
turned out to be relatively easy and a good choice
Splitting was partially done based three factors
Features
Scalability
Robustness
29. Effective communication
Assumed
telepathy
Working
telepathy
Shared artifact
+
F2F discussion
Face to face
discussion
Written
communication
Telephone
discussion
30. Effective communication
Assumed
telepathy
Working
telepathy
In my experience of a wide variety of different projects (IT, business
development, process development) the customer can rarely
communicate the right requirements in the beginning of the project. A
good project manager can help the customer discover the Shared right
artifact
requirements with iterative face to face communication during +
the
project.
F2F discussion
Face to face
discussion
Written
communication
Telephone
discussion
Agile
• Frequent face to face communications
• Co-creation of requirements
• Iteration of requirements for the whole duration of the project
Waterfall
• Focus on written requirements
• Requirements phase in the early part of the project
• Changes to requirements seen as failure/source of problems
31. Adapting to change - empirical process control
How do you boil potatoes?
32. Adapting to change - empirical process control
Starting
point
How we think challenging goals are achieved
A good plan and successful execution
How challenging goals are really achieved
Starting
point
A good plan and
successful execution
Threshold of
knowledge
Learning and experimentation
33. Self organization - ”the secret sauce”
Waterfall management philosophy
• Command and control
• Effective execution is enough
• Deviations from plan are bad
• Carrot and stick
Agile management philosophy
• Autonomy and freedom
• Self organization
• Vision directed
• Freedom to experiment and innovate
The ability to solve complex problems creatively under harsh time and cost
constraints if often the critical success factor for modern projects
Which management philosophy do you think will allow you to get the best
solutions from your team?
Additional material – Jeff Sutherland (creator of Scrum) one hour presentation
• https://www.youtube.com/watch?v=M1q6b9JI2Wc
34. Advanced topics in Agile
Scaled Agile Framework
- For large scale software
development
End to end Kanban
- For optimizing entire delivery
chains instead of local optimization
35. My one piece of wisdom about complex projects
"It ain't what you don't know that gets you into trouble.
It's what you know for sure that just ain't so.“
Samuel Clemens (Mark Twain) 1835 – 1910)
Editor's Notes
Story about me as a student in Artos class and listening to old visiting lecturers from the industry
Story about having colleques who challene you in a positive way – should be the number one thing you look for in a job
This believe will shine thorugh my presentation!
What made Michael Jordan so great? – It was not the tricks, it was the amazing fundementals that made the tricks possible!
Ask to raise their hands
Ask the audiene – what potential issues does this model have?
Do southpark
Chooes 2-4 to highlight
Chooes 2-4 to highlight
Chooes 2-4 to highlight
Available in many languages, including finnish
Although not everything is yet open to global competetion in projects you need to think like it is, because soon it will be
Doing a procect is selling the next one – which is why you need to make in impression
How long will companies that say ”but its in our contract” will be in business with unhappy customers?
Although not everything is yet open to global competetion in projects you need to think like it is, because soon it will be
Doing a procect is selling the next one – which is why you need to make in impression
How long will companies that say ”but its in our contract” will be in business with unhappy customers?
Productivity, understanding business goals, cocreation of VAU solutions
History with car manufacturing
Waterfall by defenition (finish doing 1 phase at the time )
Scrum batch size -> sprint length
Tell story of 6 week consulting engagement, where we discovered on week 4 what the customer really wanted
This is good and offers a posiibility to VAU the customer by adapting to change
Other choice is to tell him this is not what we agreed to and demand we do what we initially agreed on or renegociate
Which will bring future business?
Ask the audience?
The answer is you put them in the catle and adjust the tempature based on how hard they are boiling?
Do you make a detailed plan and execute it? No ofcourse not this is called empirical process control
Agile is especially good in the Learning and experimentation phase after we have crossed our threshold of knowledge
This is something that in my experience Agile does very well compared to waterfall
The world is not black and white – you should definately learn Agile, but there is alot you can learn from traditional methods as well, like stakeholder anlyses and some aspects of risk management for example