Lean & Agile Project Management for Innovation

Lean & Agile
Project Management
& Its Leadership Considerations
Dr. David F. Rico, PMP, ACP, CSM
Twitter: @dr_david_f_rico
Website: http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfrico
Facebook: http://www.facebook.com/profile.php?id=1540017424
Dave’s Agile Articles: http://davidfrico.com/agile-message.doc

Author Background
 DoD contractor with 30+ years of IT experience
 B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.
 Large gov’t projects in U.S., Far/Mid-East, & Europe
2
 Published six books & numerous journal articles
 Adjunct at George Washington, UMUC, & Argosy
 Agile Program Management & Lean Development
 Specializes in metrics, models, & cost engineering
 Six Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000
 Cloud Computing, SOA, Web Services, FOSS, etc.

 Need for Agile Project Mgt.
Intro to Agile Project Mgt.
Model of Agile Project Mgt.
Phases of Agile Project Mgt.
Scaling of Agile Project Mgt.
Metrics for Agile Project Mgt.
Summary of Agile Project Mgt.
Agenda
3

Today’s Whirlwind Environment
4
Overruns
Attrition
Escalation
Runaways
Cancellation
Global
Competition
Demanding
Customers
Organization
Downsizing
System
Complexity
Technology
Change
Vague
Requirements
Work Life
Imbalance
Inefficiency
High O&M
Lower DoQ
Vulnerable
N-M Breach
Reduced
IT Budgets
81 Month
Cycle Times
Redundant
Data Centers
Lack of
Interoperability
Poor
IT Security
Overburdening
Legacy Systems
Obsolete
Technology & Skills
Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.
Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual
AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.

Traditional Projects
5
 Big projects result in poor quality and scope changes
 Productivity declines with long queues/wait times
 Large projects are unsuccessful or canceled
Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill.
Size vs. Quality
DefectDensity
0.00
3.20
6.40
9.60
12.80
16.00
0 2 6 25 100 400
Lines of Code (Thousands)
Size vs. Productivity
CodeProductionRate
0.00
1.00
2.00
3.00
4.00
5.00
0 2 6 25 100 400
Size vs. Requirements Growth
Percentage
0%
8%
16%
24%
32%
40%
0 2 6 25 100 400
Size vs. Success
Percentage
0%
12%
24%
36%
48%
60%
0 2 6 25 100 400

Global Project Failures
6
Standish Group. (2010). Chaos summary 2010. Boston, MA: Author.
Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.
 Challenged and failed projects hover at 67%
 Big projects fail more often, which is 5% to 10%
 Of $1.7T spent on IT projects, over $858B were lost
16% 53% 31%
27% 33% 40%
26% 46% 28%
28% 49% 23%
34% 51% 15%
29% 53% 18%
35% 46% 19%
32% 44% 24%
33% 41% 26%
0% 20% 40% 60% 80% 100%
1994
1996
1998
2000
2002
2004
2006
2008
2010
Year
Successful Challenged Failed
$0.0
$0.4
$0.7
$1.1
$1.4
$1.8
2002 2003 2004 2005 2006 2007 2008 2009 2010
Trillions(USDollars)
Expenditures Failed Investments

Requirements Defects & Waste
7
Sheldon, F. T. et al. (1992). Reliability measurement: From theory to practice. IEEE Software, 9(4), 13-20
Johnson, J. (2002). ROI: It's your job. Extreme Programming 2002 Conference, Alghero, Sardinia, Italy.
 Requirements defects are #1 reason projects fail
 Traditional projects specify too many requirements
 More than 65% of requirements are never used at all
Other 7%
Requirements
47%
Design
28%
Implementation
18%
Defects
Always 7%
Often 13%
Sometimes
16%
Rarely
19%
Never
45%
Waste

Need for Agile Project Mgt.
 Intro to Agile Project Mgt.
Agenda
8

What is Agility?
 A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness,
lightness, and ease of movement; To be very nimble
 The ability to create and respond to change in order to
profit in a turbulent global business environment
 The ability to quickly reprioritize use of resources when
requirements, technology, and knowledge shift
 A very fast response to sudden market changes and
emerging threats by intensive customer interaction
 Use of evolutionary, incremental, and iterative delivery
to converge on an optimal customer solution
 Maximizing BUSINESS VALUE with right sized, just-
enough, and just-in-time processes and documentation
Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.
9
 

What are Agile Methods?
10
 People-centric way to create innovative solutions
 Product-centric alternative to documents/process
 Market-centric model to maximize business value
Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org
Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.
Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf
Customer Collaboration
Working Software
Individuals & Interactions
Responding to Change
valued
more than
valued
more than
valued
more than
valued
more than
Contracts
Documentation
Processes
Project Plans
 Frequent comm.
 Close proximity
 Regular meetings
 Multiple comm. channels
 Frequent feedback
 Relationship strength
 Leadership
 Boundaries
 Empowerment
 Competence
 Structure
 Manageability/Motivation
 Clear objectives
 Small/feasible scope
 Acceptance criteria
 Timeboxed iterations
 Valid operational results
 Regular cadence/intervals
 Org. flexibility
 Mgt. flexibility
 Process flexibility
 System flexibility
 Technology flexibility
 Infrastructure flexibility
 Contract compliance
 Contract deliverables
 Contract change orders
 Lifecycle compliance
 Process Maturity Level
 Regulatory compliance
 Document deliveries
 Document comments
 Document compliance
 Cost Compliance
 Scope Compliance
 Schedule Compliance





Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.
Rico, D. F. (2012). Agile vs. traditional projects. Retrieved February 6, 2013, from http://davidfrico.com/tpm-vs-apm-ii.pdf
Agile Project Management
 High levels of uncertainty and unpredictability
 High technology projects
 Fast paced, highly competitive industries
 Rapid pace of technological change
 Research oriented, discovery projects
 Large fluctuations in project performance
 Shorter term, performance based RDT&E contracts
 Achieving high impact product/service effectiveness
 Highly creative new product development contracts
 Customer intensive, one off product/service solutions
 Highly volatile and unstable market conditions
 High margin, intellectually intensive industries
 Delivering value at the point of sale
Traditional Project Management
 Predictable situations
 Low technology projects
 Stable, slow moving industries
 Low levels of technological change
 Repeatable operations
 Low rates of changing project performance
 Long term, fixed price production contracts
 Achieving concise economic efficiency goals
 Highly administrative contracts
 Mass production and high volume manufacturing
 Highly predictable and stable market conditions
 Low margin industries such as commodities
 Delivering value at the point of plan
11
 Exploratory or research/development projects
 When fast customer responsiveness is paramount
 In organizations that are highly innovative/creative
When to use Agile Methods
 

How do Lean & Agile Intersect?
12
 Agile is naturally lean and based on small batches
 Agile directly supports six principles of lean thinking
 Agile may be converted to a continuous flow system
Womack, 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 View
Decentralization
Fast Feedback
Control Cadence
& Small Batches
Manage Queues/
Exploit Variability
WIP Constraints
& Kanban
Flow PrinciplesAgile Values
Customer
Collaboration
Empowered
Teams
Iterative
Delivery
Responding
to Change
Lean Pillars
Respect
for People
Continuous
Improvement
Customer Value
Relationships
Customer Pull
Continuous Flow
Perfection
Value Stream
Lean Principles
 Customer relationships, satisfaction, trust, and loyalty
 Team authority, empowerment, and resources
 Team identification, cohesion, and communication
Lean & Agile Practices
 Product vision, mission, needs, and capabilities
 Product scope, constraints, and business value
 Product objectives, specifications, and performance
 As is policies, processes, procedures, and instructions
 To be business processes, flowcharts, and swim lanes
 Initial workflow analysis, metrication, and optimization
 Batch size, work in process, and artifact size constraints
 Cadence, queue size, buffers, slack, and bottlenecks
 Workflow, test, integration, and deployment automation
 Roadmaps, releases, iterations, and product priorities
 Epics, themes, feature sets, features, and user stories
 Product demonstrations, feedback, and new backlogs
 Refactor, test driven design, and continuous integration
 Standups, retrospectives, and process improvements
 Organization, project, and process adaptability/flexibility

 Model of Agile Project Mgt.
Agenda
13

Highsmith, J. A. (2004). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
 Created by Jim Highsmith at Cutter in 2003
 Focus on strategic plans and capability analysis
 Most holistic agile project management framework
Innovation Lifecycle
Envision
 Product Vision
 Product Architecture
 Project Objectives
 Project Community
 Delivery Approach
Speculate
 Gather Requirements
 Product Backlog
 Release Planning
 Risk Planning
 Cost Estimation
Explore
 Iteration Management
 Technical Practices
 Team Development
 Team Decisions
 Collaboration
Launch
 Final Review
 Final Acceptance
 Final QA
 Final Documentation
 Final Deployment
Close
 Clean Up Open Items
 Support Material
 Final Retrospective
 Final Reports
 Project Celebration
Iterative Delivery
Technical Planning
 Story Analysis
 Task Development
 Task Estimation
 Task Splitting
 Task Planning
 Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and Integration
Story Deployment
Adapt
 Focus Groups
 Technical Reviews
 Team Evaluations
 Project Reporting
 Adaptive Action
Operational Testing
 Integration Testing
 System Testing
 Operational Testing
 Usability Testing
 Acceptance Testing
Development, Test, & Evaluation
 Development Pairing
 Unit Test Development
 Simple Designs
 Coding and Refactoring
 Unit and Component Testing
Continuous
14

 Phases of Agile Project Mgt.
Agenda
15

Envision Phase
 Determine product vision and project objectives
 Identifies project community and project team
 The major output is a “Product Vision Box”
Envision Phase
Delivery Approach
 Self-Organization Strategy
 Collaboration Strategy
 Communication Strategy
 Process Framework Tailoring
 Practice Selection & Tailoring
Project Objectives
Project Data Sheet
Key Business Objectives
Tradeoff Matrix
Exploration Factor
Requirements Variability
Product Architecture
 Skeleton Architecture
 Hardware Feature Breakdown
 Software Feature Breakdown
 Organizational Structure
 Guiding Principles
Project Community
 Get the Right People
 Participant Identification
 Types of Stakeholders
 List of Stakeholders
 Customer-Developer Interaction
Product Vision
 Product Vision Box
 Elevator Test Statement
 Product Roadmap
 Product Features
 Product Vision Document





16

Speculate Phase
 Determine organizational capability/mission needs
 Identifies feature-sets and system requirements
 The major output is a “System Release Plan”
Speculate Phase
Release Planning
 Project Startup Activities
 Assign Stories to Iterations
 First Feasible Deployment
 Estimate Feature Velocity
 Determine Product Scope
Risk Planning
 Risk Identification
 Risk Analysis
 Risk Responses
 Risk Monitoring
 Risk Control
Product Backlog
 Product Features List
 Feature Cards
 Performance Requirements
 Prioritize Features
 Feature Breakdown Structure
Cost Estimation
 Establish Estimate Scope
 Establish Technical Baseline
 Collect Project Data
 Size Project Information
 Prepare Baseline Estimates
Gather Requirements
 Analyze Feasibility Studies
 Evaluate Marketing Reports
 Gather Stakeholder Suggestions
 Examine Competitive Intelligence
 Collaborate with Customers
17

Explore Phase
 Determine technical iteration objectives/approaches
 Identifies technical tasks and technical practices
 The major output is an “Operational Element”
Explore Phase
Team Development
 Focus Team
 Molding Group into Team
 Develop Individual Capabilities
 Coach Customers
 Orchestrate Team Rhythm
Team Decisions
 Decision Framing
 Decision Making
 Decision Retrospection
 Leadership and Decision Making
 Set and Delay Decision Making
Technical Practices
 Reduce Technical Debt
 Simple Design
 Continuous Integration
 Ruthless Automated Testing
 Opportunistic Refactoring
Collaboration
 Pair Programming
 Daily Standup Meetings
 Daily Product Team Interaction
 Stakeholder Coordination
 Customer Interactions
Iteration Management
 Iteration Planning
 Estimate Task Size
 Iteration Length
 Workload Management
 Monitoring Iteration Progress
18

Adapt Phase
 Determine the effectiveness of operational elements
 Identifies customer feedback and corrective actions
 The major output is a “Process Improvement Plan”
Adapt Phase
Team Evaluations
 Communications Quality
 Team Cohesiveness
 Interpersonal Trust
 Individual Talent and Effort
 Team Performance/Effectiveness
Project Reporting
 Scope and Quality Status
 Cost and Schedule Status
 Risk and Value Status
 Customer Satisfaction Status
 Team and Agility Status
Technical Reviews
 Desk Checks/Individual Reviews
 Structured Walkthroughs
 Formal Software Inspections
 Quality Assurance Audits
 Configuration Management Audits
Adaptive Action
 Release Plan Adaptations
 Iteration Plan Adaptations
 Feature Set Adaptations
 User Story Adaptations
 Task Plan Adaptations
Customer Focus Groups
 Requirements Reviews
 Preliminary Design Reviews
 Critical Design Reviews
 Product Demonstration Reviews
 Acceptance Testing Reviews
19

Close Phase
 Determine project outcome and effectiveness
 Identifies strengths, weaknesses, and rewards
 The major output is a “Lessons-Learned Report”
Close Phase
Support Material
 Finalize Documentation
 Finalize Production Material
 Finalize Manufacturing Material
 Finalize Customer Documentation
 Finalize Maintenance Information
Final Reports
 End-of-Project Reports
 Administrative Reports
 Release Notes
 Financial Reports
 Facilities Reports
Final Retrospective
 Process Performance Assessment
 Internal Product Assessment
 External Product Assessment
 Team Performance Assessment
 Project Performance Assessment
Project Celebration
 Individual Rewards
 Group Rewards
 Partner Rewards
 Managerial Rewards
 Product Rewards
Clean Up Open Items
 Close Open Action Items
 Close Open Change Requests
 Close Open Problem Reports
 Close Open Defect Reports
 Close Open Project Issues
20

 Scaling of Agile Project Mgt.
Agenda
21

Multi-Level Teams
 Enables projects to plan for the future and present
 Decomposes capabilities into implementable pieces
 Unclogs the drainpipes to let the execution flow freely
Multi-Level Teams
Product Management Team Product Management Team
 Chief Product Manager
 Chief Architect
 Product Development Manager
 Release Management Team members (1-2 per release team)
Release Management Team
Feature Team
Release Management Team
 Product Manager
 Project Manager
 Chief Architect
 Feature team members (1-2 per feature team)
Feature Teams
 Product Specialist (and owner)
 Iteration Manager
 Technical and product Members
 Development team members (1-2 per development team)
22

Multi-Level Planning
 Enables multiple level enterprise plans to co-exist
 Allows stakeholders to build viewpoint-specific plans
 Ensures capabilities are delivered at regular intervals
Multi-Level Planning
Product Roadmap Product Roadmap
 Enterprise architecture needs
 Capability focused
 Vision, objectives, and backlog
 18 to 36 weeks
Release Plan
Iteration Plan
Release Plan
 Subsystem architecture
 Feature set focused
 Strategy, objectives, and backlog
 6 to 12 weeks
Iteration Plan
 Component-level architecture
 User story focused
 Implementation plan, objectives, and backlog
 2 to 4 weeks
23

Multi-Level Backlog
 Enables multiple levels of abstraction to co-exist
 Allows customers and developers to communicate
 Makes optimum use of people’s time and resources
Multi-Level Backlog
Capabilities Capability
 Mission goal or objective level
 High-level business or product function
 Also called an Epic, i.e., multiple feature sets
 Comprises 18-90 days worth of work
Feature Set
 Cross-functional mission threads
 Related user stories that are grouped together
 Also called a Theme, i.e., implemented as an entity
 Comprises 6 to 30 days worth of work
User Story
 Functional, system-level requirements
 Simple requirement written by customer or user
 A small unit of functionality having business value
 Comprises 2 to 10 days worth of work
Capability
1
Capability
2
Capability
3
Feature Sets
Feature
1
Feature
2
Feature
3
User Stories
Story 1 Story 4 Story 7
24

Multi-Level Coord. & Governance
 Enables agile methods to scale to big programs
 Allows programs to coordinate functional activities
 Ensures optimal technical performance is achieved
25
Multi-Level Coordination & Governance
User Story Teams User Story Teams User Story Teams
Feature Set Team
Capability Team
Feature Set Team Feature Set Team

Agile Enterprise Delivery Model
Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.
Larman, C., & Vodde, B. (2010). Practices for scaling lean and agile development. Boston, MA: Addison-Wesley.
Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.
 Begins with a high-level product vision/architecture
 Continues with needs development/release planning
 Includes agile delivery teams to realize business value
26




 Metrics for Agile Project Mgt.
Agenda
27

Studies of Agile Methods
 Dozens of surveys of agile methods since 2003
 100s of Agile and CMMI case studies documented
 Agile productivity, quality, and cost better than CMMI
28
Rico, D. F. (2008). What is the return-on-investment of agile methods? Retrieved February 3, 2009, from http://davidfrico.com/rico08a.pdf
Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.

Agile Cost of Quality (CoQ)
 Agile testing is 10x better than code inspections
 Agile testing is 100x better than traditional testing
 Agile testing is done earlier “and” 1,000x more often
29
Rico, D. F. (2012). The Cost of Quality (CoQ) for Agile vs. Traditional Project Management. Fairfax, VA: Gantthead.Com.

Agile Cost & Benefit Analysis
 Costs based on avg. productivity and quality
 Productivity ranged from 4.7 to 5.9 LOC an hour
 Costs were $588,202 and benefits were $3,930,631
30
Rico, 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.
d1 = [ln(Benefits  Costs) + (Rate + 0.5  Risk2)  Years]  Risk   Years, d2 = d1  Risk   Years
 
5
1i

Benefits of Agile Methods
 Analysis of 23 agile vs. 7,500 traditional projects
 Agile projects are 54% better than traditional ones
 Agile has lower costs (61%) and fewer defects (93%)
Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada.
Project Cost in Millions $
0.75
1.50
2.25
3.00
2.8
1.1
Before Agile
After Agile
61%
Lower
Cost
Total Staffing
18
11
Before Agile
After Agile
39%
Less
Staff
5
10
15
20
Delivery Time in Months
5
10
15
20
18
13.5
Before Agile
After Agile
24%
Faster
Cumulative Defects
625
1250
1875
2500
2270
381
Before Agile
After Agile
93%
Less
Defects
31





32
Agile Performance MeasurementWork(Story,Point,Task)orEffort(Week,Day,Hour)
Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)
Burndown
Work(Story,Point,Task)orEffort(Week,Day,Hour)
Cumulative Flow
Earned Value Management - EVM CPI
SPI
PPC
APC
Earned Business Value - EBV

 Summary of Agile Project Mgt.
Agenda
33

Agile Adoption
34House, D. (2012). Sixth annual state of agile survey: State of agile development. Atlanta, GA: VersionOne.
 VersionOne found 80% using agile methods today
 Most are using Scrum with several key XP practices
 Lean-Kanban is a rising practice with a 24% adoption

 Continuous
Integration
●
●
●
●
●
●
●
●
●
●
●
●


Agile Proliferation
Scrum Alliance. (2012). Scrum certification statistics. Retrieved February 6, 2013, from http://www.scrumalliance.org/resource_download/2505
Taft, D. K. (2012). Agile developers needed: Demand outpaces supply. Foster City, CA: eWeek. 35
 Number of CSMs have doubled to 200,000 in 2 years
 558,918 agile jobs for only 121,876 qualified people
 4.59 jobs available for every agile candidate (5:1)



Agile Industry Case Studies
 80% of worldwide IT projects use agile methods
 Includes regulated industries, i.e., DoD, FDA, etc.
 Agile now used for safety critical systems, FBI, etc.
36
Industry
Shrink
Wrapped
Electronic
Commerce
Health
Care
Law
Enforcement
Org
 20 teams
 140 people
 5 countries
Size
 15 teams
 90 people
 Collocated
 4 teams
 20 people
 Collocated
 10 teams
 50 people
 Collocated
 3 teams
 12 people
 Collocated
U.S.
DoD
Primavera
Google
Stratcom
FBI
FDA
Project
Primavera
Adwords
SKIweb
Sentinel
m2000
Purpose
Project
Management
Advertising
Knowledge
Management
Case File
Workflow
Blood
Analysis
 1,838 User Stories
 6,250 Function Points
 500,000 Lines of Code
Metrics
 7,291,666 Lines of Code
 1,073,529 Lines of Code
 390 User Stories
Rico, 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.







Agile vs. Traditional Success
 Traditional projects succeed at 50% industry avg.
 Traditional projects are challenged 20% more often
 Agile projects succeed 3x more and fail 3x less often
Standish Group. (2012). Chaos manifesto. Boston, MA: Author.
37
Agile Traditional
Success
42%
Failed
9%
Challenged
49%
Success
14%
Failed
29%
Challenged
57%

Hoque, 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.
38
 Study of 15 agile vs. non-agile Fortune 500 firms
 Based on models to measure organizational agility
 Agile firms out perform non agile firms by up to 36%
Benefits of Organizational Agility

Agile Recap
 Agile methods DON’T mean deliver it now & fix it later
 Lightweight, yet disciplined approach to development
 Reduced cost, risk, & waste while improving quality
39
Rico, D. F. (2012). What’s really happening in agile methods: Its principles revisited? Retrieved June 6, 2012, from http://davidfrico.com/agile-principles.pdf
Rico, D. F. (2012). The promises and pitfalls of agile methods. Retrieved February 6, 2013 from, http://davidfrico.com/agile-pros-cons.pdf
Rico, D. F. (2012). How do lean & agile intersect? Retrieved February 6, 2013, from http://davidfrico.com/agile-concept-model-3.pdf
What How Result
Flexibility Use lightweight, yet disciplined processes and artifacts Low work-in-process
Customer Involve customers early and often throughout development Early feedback
Prioritize Identify highest-priority, value-adding business needs Focus resources
Descope Descope complex programs by an order of magnitude Simplify problem
Decompose Divide the remaining scope into smaller batches Manageable pieces
Iterate Implement pieces one at a time over long periods of time Diffuse risk
Leanness Architect and design the system one iteration at a time JIT waste-free design
Swarm Implement each component in small cross-functional teams Knowledge transfer
Collaborate Use frequent informal communications as often as possible Efficient data transfer
Test Early Incrementally test each component as it is developed Early verification
Test Often Perform system-level regression testing every few minutes Early validation
Adapt Frequently identify optimal process and product solutions Improve performance
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Conclusion
40
 Agility is the evolution of management thought
 Confluence of traditional and non-traditional ideas
 Improve performance by over an order of magnitude
“The world of traditional project management belongs to yesterday”
“Don’t waste your time using traditional methods on 21st century projects”
Agile methods are …







Systems development approaches
New product development approaches
Expertly designed to be fast and efficient
Intentionally lean and free of waste (muda)
Systematic highly-disciplined approaches
Capable of producing high quality systems
Right-sized, just-enough, and just-in-time tools
 Scalable to large, complex mission-critical systems
 Designed to maximize business value for customers
Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.
 

Books on ROI of SW Methods
 Guides to software methods for business leaders
 Communicates business value of software methods
 Rosetta stones to unlocking ROI of software methods
 http://davidfrico.com/agile-book.htm (Description)
 http://davidfrico.com/roi-book.htm (Description)
41

Agile World View
 “Agility” has many dimensions other than IT
 It ranges from leadership to technological agility
 The focus of this brief is program management agility
 
Agile Leaders
Agile Organization Change
Agile Acquisition & Contracting
Agile Strategic Planning
Agile Capability Analysis
Agile Program Management
Agile Tech.
Agile Information Systems
Agile Tools
Agile Processes & Practices
Agile Systems Development
43

Leadership Theory
44
Van Seters, D. A., & Field, R. H. (1990). The evolution of leadership theory. Journal of Organizational Change Management, 3(3), 29–45.
Daft, R. L. (2011). The leadership experience. Mason, OH: Thomson Higher Education.
Day, D. V., & Anbtonakis, J. (2012). The nature of leadership. Thousand Oaks, CA: Sage Publications.
Northouse, P. G. (2013). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.
 Many leadership theories emerged in last 100 years
 Many believe there is no unified theory of leadership
 Truth is somewhere in the midst of old and new ideas

Agile Leadership Theories
45
 Numerous theories of agile leadership have emerged
 Many have to do with delegation and empowerment
 Leaders have major roles in visioning and enabling
Augustine
(2005)
Pink
(2009)
Denning
(2010)
Poppendieck
(2010)
Appelo
(2011)
Organic Teams
Guiding Vision
Transparency
Light Touch
Simple Rules
Improvement
Autonomy
Alignment
Transparency
Purpose
Mastery
Improvement
Self Organizing
Communication
Transparency
Iterative Value
Delight Clients
Improvement
Talented Teams
Alignment
Systems View
Reliability
Excellence
Improvement
Empowerment
Alignment
Motivation
Scaling
Competency
Improvement
Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.
Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Penguin Books.
Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education.
Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.
Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.

Agile Project Leadership
46
 Agile management is delegated to the lowest level
 There remain key leadership roles & responsibilities
 Communication, coaching, and facilitation key ones
Customer Communication
Product Visioning
Distribution Strategy
Team Development
Standards & Practices
Telecom Infrastructure
Development Tools
High Context Meetings
Coordination Meetings
F2F Communications
Performance Management
Facilitate selection of methods for obtaining and maintaining executive commitment, project
resources, corporate communications, and customer interaction
Facilitate 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 objectives
Facilitate selection of methods for training, coaching, mentoring, and other team building
approaches
Facilitate selection of project management and technical practices, conventions, roles,
responsibilities, and performance measures
Facilitate selection of high bandwidth telecommunication products and services
Facilitate selection of agile project management tools and interactive development environment
Facilitate selection of high context agile project management and development meetings
Facilitate selection of meetings and forums for regular communications between site
coordinators
Facilitate selection of methods for maximizing periodic face to face interactions and
collaboration
Facilities selection of methods for process improvement, problem resolution, conflict
management, team recognition, product performance, and customer satisfaction
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

Maholtra, A., Majchrzak, A., & Rosen, B. (2007). Leading virtual teams. Academy of Management Perspectives, 21(1), 60-70.
Hunsaker, P. L., & Hunsaker, P. L. (2008). Virtual teams: A leadership guide. Team Performance Management, 14(1/2), 86-101.
Fisher, K., & Fisher, M. D. (2001). The distance manager: A hands on guide to managing off site employees and virtual teams. New York, NY: McGraw-Hill.

Agile Leadership Coaching
47
 Executive coaching considered latest development
 100s of books on executive coaching and mentoring
 Well coached teams & individuals perform 10x better
Davies, R., & Sedley (2009). Agile coaching. Raleigh, NC: Pragmatic Bookshelf.
Adkins, L. (2010). Coaching agile teams: A companion for scrummasters, agile coaches, and project managers in transition. Boston, MA: Addison-Wesley.
 Respect. Always treat people with respect and dignity
 Peaceful. Be slow to speak, anger, and overreact
 Composed. Walk away from a situation when in doubt
 Space. Give space, don't crowd, and don't be pushy
 Patience. Be calm, cool, rational, and even-tempered
 Objective. Keep focus and don't escalate or exacerbate
 Maturity. Strive be a role model of maturity at all times
 Listen. Observe and wait for subtle cues to add value
 Guide. Gently and respectfully guide, correct, and lead
      
BE OPEN OBSERVE LISTEN LEARN CONNECT RESPECT PRIVACY

Traditional Organizational Change
Satir, V., Banmen, J., Gerber, J., & Gomori, M. (1991). The satir model: Family therapy and beyond. Palo Alto, CA: Science and Behavior Books.
 Humans can’t cope with large technological change
 Changes may be resisted for a long time (years)
 Big changes plunge organizations into chaos
48

Agile Organizational Change
Sidky, A. (2008). Becoming agile in an imperfect world. Washington, DC: Agile Project Leadership Network (APLN).
 Enable us to cross-the-chasm sooner or earlier
 Reduce chaos associated with large-scale change
 Reduce or divide the risk of change into small pieces
49

Organizational Change Models
Heath, 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 difficult
 Smaller focused changes help to cross the chasm
 Shrinking, simplifying, and motivation key factors
50
Switch - How to Change Things When Change is Hard Influencer - The Power to Change Anything
Direct the Rider
 Follow the bright spots - Clone what works
 Script the critical moves - Use prescriptive behaviors
 Point to the destination - Focus on the end game
Motivate the Elephant
 Find the feeling - Appeal to emotion
 Shrink the change - Use incremental change
 Grow your people - Invest in training and education
Shape the Path
 Tweak the environment - Simplify the change
 Build habits - Create simple recipes for action
 Rally the herd - Get everyone involved
Make the Undesirable Desirable
 Create new experiences - Make it interesting
 Create new motives - Appeal to sensibility
Surpass your Limits
 Perfect complex skills - Establish milestones
 Build emotional skills - Build maturity and people skills
Harness Peer Pressure
 Recruit public personalities - Involve public figures
 Recruit influential leaders - Involve recognized figures
Find Strength in Numbers
 Utilize teamwork - Enlist others to help out
 Enlist the power of social capital - Scale up and out
Design Rewards and Demand Accountability
 Use incentives wisely - Reward vital behaviors
 Use punishment sparingly - Warn before taking action
Change the Environment
 Make it easy - Simplify the change
 Make it unavoidable - Build change into daily routine

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