I progetti nei contesti Lean - Agile Project Management: un caso reale

Annual Meeting del
FORUM ICT
I progetti nei contesti lean: l’Agile Project
Management raccontato tramite un caso reale
Workshop tematico: 10:45 -12:15

a cura di:
Maria Cristina Barbero, MBA, PMP, Director BU Change e IT Strategy, Nexen SPA
Pierluigi Lucchese, Senior Project Manager, Engineering Ingegneria Informatica SPA
Paride Martella, Consultant, Nexen SPA

20 Novembre 2012, Fondazione CUOA

La Capogruppo

• La prima azienda italiana di software
e servizi di Information Technology a
capitale privato e indipendente
Belgio
• Tra le prime 10 in Europa nel
software e servizi
Italia
• 40 sedi in Italia, Belgio, America
Brasile latina e area MENA
Argentina
Libano
• 1.000 large accounts in tutti i settori
di mercato

20 Novembre 2012 I progetti nei contesti lean: l’Agile Project Management raccontato tramite un caso reale 2

Consulenza strategica / direzionale di gruppo

www.nexen.it sito istituzionale
www.nexenprojectmanagement.it per formazione Agile

STRATEGIA Finanza
GOVERNO & RISCHI

ORGANIZZAZIONE P.A.
AUDIT & COMPLIANCE

STRATEGIA ICT Industria
CAMBIAMENTO


Perchè oggi parliamo di Agile?

LEAN IT - Steven C. Bell, Michael A. Orzen
xvii-xviii • Introduction

“Is business process improvement part of Lean IT? What
about best practices and benchmarking? Is agile software
development a Lean IT practice? What about IT operational
excellence and the ITIL service management framework? How
about performance management dashboards and score-
cards? Is applying Lean techniques to project
management considered a Lean IT practice? And is cloud
computing relevant in a Lean IT world?”

“The answer to all these questions is yes.”



IT Operations Projects

“Producing value” “Increasing value
production
capability”



Lean IT engages people, using a framework of Lean principles, systems, and tools,
to integrate, align, and synchronize the IT organization with the business to
provide quality information and effective information systems, enabling and
sustaining the continuous improvement and innovation of processes. “Bell, Orzen”

• Value for business
• Align & adapting

Agile Project Management is the work of energizing, empowering, and enabling
project teams to rapidly and reliably deliver business value by engaging customers
and continuously learning and adapting to their changing needs and environments.
«Sanjiv augustine»


5 premesse
 Conosciamo ed abbiamo esperienza delle
organizzazioni IT
 Operiamo in una organizzazione vendor di prodotti e
servizi per l’IT
 Siamo esperti di Project Management & dintorni
 Non siamo esperti di Lean IT
 Nel parlare di Agile Project Management privilegiamo gli
approfondimenti validati dal Project Management
Institute


 Agile Manifesto & Principles
 What’s the impact on Project Management?
 Agile Domains
 APM Tools&Techniques

 Regione del Veneto: progetto di transizione
 Regione del Veneto: la gestione delle operazioni

 SCRUM: Contracts, Events, Roles / Team
 Software Tools


Agile Manifesto & Principles

2001 What did it happen in 2001?

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan


Agile Manifesto & Principles: DOI

2005  Project Leaders
 Deliver reliable results
 Group accountability

... gradually shifting to projects ...


Agile Manifesto & Principles: methods

 Product Owner
 Development Team
 Scrum Master

 Sprint Planning Meeting
 Daily Scrum
 Sprint Review
 Sprint Retrospective “Scrum is an agile framework for completing
complex projects. Scrum originally was formalized for
 Product Backlog software development projects, but works well for
any complex, innovative scope of work. The
 Sprint Backlog
possibilities are endless. The Scrum framework is
 Definition of “Done” deceptively simple” (www.scrumalliance.org)


 Simplicity
 Communication
 Feedback
 Courage
 Respect
Whole team, Planning games, Small “Extreme Programming emphasizes teamwork.
releases, Customers Tests. Managers, customers, and developers are all equal
Collective Code Ownership, Code partners in a collaborative team. Extreme
Standards, Sustainable Pace, Programming implements a simple, yet effective
Metaphor, Continuous Integration. environment enabling teams to become highly
Test-driven development, productive. The team self-organizes around the
Refactoring, Simple Design, Pair problem to solve it as efficiently as possible”
Programming.
(www.extremeprogramming.org)


 Feature Driven Development

 Dynamic Systems Development Method

 Crystal family of metohodologies

 Lean Software Development


What impact on Project Management?

"Agile Project Management is the work of
energizing, empowering, and enabling
project teams ...
... to rapidly and reliably deliver business
value ...
by engaging customers and continuously
learning and adapting to their changing
needs and environments."
Sanjiv Augustine – “Managing Agile Projects”



 When should we talk of Agile Project Management?

Projects involving knowledge workers
Characteristics of Industrial Work Characteristics of Knowledge Work
Work is visible Work is invisible
Work is stable Work is changing
Emphasis is on running things Emphasis is on changing things
More structure with fewer decisions Less structure with more decisions
Focus on the right answers Focus on the right questions
Define the task Understand the task
Command and control Give autonomy
Strict standards Continuous innovation
Focus on quantity Focus on quality
Measure performance to strict standards Continuously learn and teach
Minimize cost of workers for a task Treat workers as assets, not as costs



Terminology
Roles Project Manager, PMO, Self-organizing team

Business Tools &
Involvement Processes

Contracts

Agile Domains (1/2)

3. Boosting Team
1. Value-Driven 2. Stakeholder
Performance
Delivery Engagement
Practices
The domain deals with
The domain focuses on This domain links team-related
understanding stakeholder
maximizing business value topics, including forming
needs, getting stakeholders
through prioritization, iterative teams, empowering them,
involved, and keeping them
delivery, and risk management building team committment,
informed
and promoting collaboration

4. Adaptive 5. Problem 6. Continuous
Planning Detection and Improvement
Resolution The final domain deals with
This domain deals with
how to improve various
estimating, creating different The domain is concerned with aspects of the project –
levels of plans, getting encouraging whole-team product, processes, people –
feedback on progress, and tracking and resolution of via retrospectives and
updating plans risks. experiments.


Agile Domains (2/2)

1. Value-Driven Delivery 2. Stakeholder Engagement 3. Boosting Team Performance
Practices
 Prioritize based on value  Get the right stakeholders  Creat team norms collectively
 Define acceptance criteria  Continuously engage the  Build cross-funtional teams
 Reduce risks early stakeholders  Promote generalizing specialists
 Deliver incrementally and get  Cement stakeholder involvement  Spread agile values, principles
feedback  Actively manage stakeholder and terms
 Reduce cost of changes interest  Promote self-organization
 Keep stakeholders informed  Frequently discuss what «done»  Create a safe team environment
 Do demos and get feedback looks like  Research team and personal
 Actively reprioritize  Show progress and capabilities motivators

4. Adaptive Planning 5. Problem Detection and 6. Continuous Improvement
Resolution
 Plan at multiple levels  Promote open team  Tailor the process to the project
 Involve the team and customer to communications  Improve based on retrospectives
engage them in planning  Manage risks and problems as a  Make team adjustments
 Tailor the process to project team  Eliminate waste
characteristics  Factor in impediments  Communicate lesson learned
 Use appropriate estimate ranges  Track risks visually  Work in pairs to spread knowledge
 Base projections on completion  Communicate risks and skills
rates  Test out improvement suggestions


Agile Project Management: the Cycle


Tools & Techniques (a selection of...)

Tools&Techniques - things we should be able to do (*)
 Chartering the project
 User Stories / Backlogs
 Product Backlog Prioritization
 Risk-Adjusted Backlog
 Product Roadmap
 Task and Kanban Boards
 WIP Limits
 Cumulative Flow Diagrams (CFD)
 Personas
 Timeboxing
 Minimally Marketable Feature (MMF)
 Relative Sizing / Story Points
 Remember the Future
(*) Free selection from all listed Tools&Techniques for the certification exam



Minimally Marketable Feature (MMF)

Remember the Future

Chartering the project Timeboxing

Personas Relative Sizing / Story Points
Task and Kanban Boards
Timeboxing
WIP Limits

Cumulative Flow Diagrams (CFD)

User Stories / Backlogs

Product Backlog Prioritization

Risk-Adjusted Backlog

Product Roadmap Story Map



Chartering the project

«The technique of chartering in agile projects has the same general goal as the
Develop Project Charter process defined in the PMBOK® Guide, but the level of detail
and the set of assumptions are different.
Like a non-agile charter, the goal of an agile charter is to describe the project at a
high level, gain agreement about the project’s W5H – What, Why, Who, When,
Where, and How – attributes, and obtain the authority to proceed.»

«... chartering in an agile environment results in a flexible document that allows the
team to respond to changing needs and technology and ultimately deliver hih-value
components that the organization can begin using quickly»

«... Agile charters generally have less details than non-agile charters, are shorter
documents, and focus more on how the project will be run than on exactly what will
be built.»



Personas

«Personas are quick guides or reminders of the key stakeholders on the project and
their interest. Software projects, for example, commonly create personas for the
different types of people who will use the system being built. Personas may be
based on profiles of real people or composites of multiple users.

«... Personal can help keep a team focused on delivering the features that users will
find valuable, and this leads to better decision-making on the project»



Timeboxing

“What ... your ... teams are doing is managing the triple constraints that face any
organization - time, quality, scope. When using a fixed duration, we are telling
everyone involved, 'time is urgent and we are going to include as much as we can within
this time framework.' Since quality cannot be compromised, the only variable is scope.
'Time boxing' creates a sense of urgency and criticality for the entire organization”
— Mark P. Dangelo, Innovative relevance



User Stories / Backlogs (1/3)

«User sories are bite-sized, understandable chunks of business functionality. Agile
project teams commonly rely on user stories and a backlog of these stories to help
align tema priorities with the needs of the business.»

As a <Role>, I want <Functionality>, so that <Business Benefit>

Independent

Negoziable

Valuable
INVEST
Estimable

Small

Testable



«After the user stories are created, they are organized into a backlog.
This backlog of user stories is a visible list of the work to be done. The user story
backlog helps guide discussions of the team’s priorities. It also serves as a planning
tool for managing releases and iterations (sprints), and it helps direct the team’s
focus during scope discussions and when managing changes.»
Story 1
Story 2
Story 3
High Priority
Story 4
Story 5
Story 6
Story 7
Story 8 Medium Priority
Story 9
Low Priority
20 Novembre 2012 Story 10l
I progetti nei contesti lean: l’Agile Project Management raccontato tramite un caso reale 27

Product Backlog for WPC project...

Project Scope Decomposition Domains
to Product Backlog
Epics

Epics: Features management Functions
Features grouping
Configuration rules
Configuration templates
User Story:
Configuration change management
Model Year management Tasks
What If analysis
Vehicle identification
Technical and Commercial descriptions Domains: Rules Management
Target mix and take rate management (Feature+Conf+Templ) AGILE
Vehicle specification
User Interface Change Management AGILE
Language Management
Security Management Core Engine Traditional
Error proofing
Common Application
Reporting Services AGILE
Data exchange interface
Import functionality
Web Training Tool
Other (please specify)



Product Backlog Prioritization

«The team should choose which prioritization scheme to use based on the needs of
the project and what works best for the organization.»
Label items as Priority 1, Priority 2, Priority 3, etc. It can be
Simple Schemes problematic in that people have a tendency to designate everything
a Priority 1.
M = Must have
S = Should have
MoSCoW Prioritization Scheme C = Could have
W = Would like to have, but not this time
Give sponsors Monopoly money equal to the amount of the project
Monopoly Money budget and to ask them to distribute it amongst the system features.

In this method, each stakeholder is given 100 points that he or
100-Point Method she can use to vote for the most important requirements. The
stakeholders can distribute the 100 point in any way.
Benefit = Rated by customers
Penality = Rated by customers
Requirements Prioritization Model Cost = Rated by developers
Risk = Rated by developers


Risk-Adjusted Backlog

«The concept of risk is closely related to value, so much so that we can think of
negative project risks (threats) as anti-value, or factors that have the potential to erode,
remove, or reduce value if they occur.»



Product Roadmap Story Map

«A product roadmap is a visual overview of a product’s releases and its main
components. It is a communication tool that provides project stakeholders with a quick
view of the primary release points and intended functionality.
Story maps, popularized by Jeff Patton, are a commonly used approach»

Story maps help select and group
features for a release.
These diagrams show the
sequence of the features and
indicate their importance to the
project by classifying them as
“backbone”, “walking skeleton”,
or additional features.



Task and Kanban Boards

«Task and kanban boards can help deliver value on agile projects in a number of ways.
While it may seem like a step backward to go from sophisticated software scheduling
tools to cards on a wall, this transition offers many benefits: (1) data accuracy
perception increase, (2) barriers for stakeholder interaction are created»



WIP Limits

«Work In Progress (WIP), also sometimes known as work in process or work in play, is
the term given to work that has been started but has not been completed.»

Having excessive levels of WIP is associated with a number
of problems

The aim of WIP Limits is to optimize
throughput of work. This is often
counterintuitive to people at first. Consider a
highway, however. When does it flow best –
when it is fully utilized at rush hour (busy), or
during off-peak hours when it has some slack
(less busy)?


Cumulative Flow Diagrams (CFD)

«Cumulative flow diagram are valuable tools for tracking and forecasting agile projects.
CFDs can help us gain insight into project issues, cycle times, and likely completion
dates.»



Remember the Future

«Remember the Future is the name given to an Agile innovation/collaborative game and
a facilitated workshop technique.»

The facilitated exercise engages project stakeholders in
imagining that the release or iteration in now complete.
They then describe what they imagine has occurred for the
iteration or release to be successful

«... ask people to imagine they are writing
a report for their boss or department about
how the release went, in which they list all
the things that were completed and
delivered.»


 Agile Domains


 Software Tools


Il Contesto

18 Progetti (Programma)
1 Grande Cliente
3 Grandi Aziende (RTI)
6 Project Managers
150 Risorse
3 Anni
Rinnovo completo architettura e infrastruttura CED
Implementazione Sistemi di Gestione Operativa Servizio IT E2E
Consolidamento e migrazione del parco applicativo

La Scelta • Gantt
• Pert
• CPM
• EVM
• …

Coinvolgimento e collaborazione
tra i Project Managers

Semplificare …

… e rompere gli schemi

Agile Project Management

Tecniche e strumenti
AGILE
per la gestione del Programma
(Scrum)


L’Azione le persone

Gerarchia Ruoli
Scrum
Scrum Product Scrum
Master Scrum
Scrum TeamA
Owner Master TeamC
Scrum
TeamD
TeamB P1
P2

Chartering the project
Roles
Timeboxing


L’Azione: I progetti

WBS FBS
Progetto
1

P
Program (Product) Backlog
R
Progetto Program (Product) Roadmap
O 2
G
R
A
M
Progetto
M 3
A

Progetto
4


L’Azione: Controllo e numeri

Backlog item #56
Importanza

Funzionalità 5 30
Note
Serve un diagramma di sequenza UML. Stima
Per ora non ci preoccupiamo di cifratura dei dati e
della comunicazione.
10
Come dimostrare la funzionalità
Faccio login, apro la pagina di deposito, ci metto €10,
vado alla pagina del bilancio e verifico che questo è
cresciuto di €10.

Confronto e Priorità
Product Backlog Prioritization: sprint backlog
Realative Sizing / Story Points
Burn Up e Burndow Chart


L’Azione: Il volo

SCRUM a livello di Programma
SPRINT
Project 1

Project 2

Project 3
Sprint Backlog
# Desc Acc
Program
Descrizione 1
(Product)
X
Backlog
Backlog grooming
Descrizione 2
Sprint planning meeting
Descrizione 3 X Sprint review meeting
Descrizione 4
Sprint retrospective
Daily Scrum


La Pratica: la War Room

Program taskboard
Artefatti

Product Backlog

Burndow e Burnup
Sprint Backlog

Risultati

A nticipo
Qualità sulle
Velocità
Divertimento
consegne del Sicurezza
Programma
Innovazione

P rodotti
Gestione
Agile/Lean del
M entalità
Nuove competenze
su tutta
servizio IT l’organizzazione


 Agile Domains


 Software Tools


Il progetto

SERVIZIO DI GESTIONE, MANUTENZIONE, SUPPORTO
DELL’INFRASTRUTTURA TECNOLOGICA, NONCHÉ
GESTIONE, MANUTENZIONE, SUPPORTO E SVILUPPO
DELLE APPLICAZIONI COSTITUENTI IL SISTEMA
INFORMATIVO DELLA REGIONE DEL VENETO / CENTRO
SVILUPPO SERVIZI TERRITORIALI MEDIANTE SERVIZI DI
CALL CENTER ED HELP DESK


Il progetto

DSI – Regione Veneto
PIANIFICAZIONE Verifica e Monitoraggio Innovazione e Sperimentazione

Governance Strategica

Governance
UTENTI

Governance OPERATIVA Governance AMMINISTRATIVA
Gestore (Engineering)

Servizi Altri Servizi
REGIONE
“applicativi” Applicazioni
Gest. HOUSING
Gest. SERV.
AGENZIE
APPLICATIVI
Gest. HOSTING
ENTI LOCALI
Gest. P.EL. Infrastruttura
Serv. PROF. SERVIZI ISTITUZIONI
SLA
Servizi orizzontali a supporto del Sistema Informativo Regionale QUALITA’ …
ASS. GMPdL/a SIC

Servizi orizzontali a supporto dei Servizi “applicativi”
MCC NEW/MEV FORM

Processi standardizzati

Fornitori Esterni

Dal progetto alla gestione del Servizio



Governance
UTENTI


REGIONE
“applicativi” Applicazioni
Gest. HOUSING
Gest. SERV.
AGENZIE
APPLICATIVI
Gest. HOSTING
ENTI LOCALI
SLA
ASS. GMPdL/a SIC

MCC NEW/MEV FORM

Processi standardizzati

Fornitori Esterni

Dal progetto alla gestione del Servizio



Governance
UTENTI


REGIONE
“applicativi” Applicazioni Governance Operativa
Gest. HOUSING
Gest. SERV.
AGENZIE
APPLICATIVI
è un insieme di
Gest. HOSTING
ENTI LOCALI
processi, pratiche, metodi SLA
e strumenti
ASS. GMPdL/a SIC
per il governo del
MCC NEW/MEV FORM
“ servizio di gestione, manutenzione, supporto
dell’infrastruttura tecnologica e delle applicazioni
Processi standardizzati costituenti il sistema informativo della Regione del Veneto

Fornitori Esterni

Governance operativa?



“ gestisci la metropolitana di New York ! ”



“ Ora il servizio è così … "



“dovrà invece essere sempre così … "


“ SEMPRE … in qualunque situazione! “

“SEMPRE … in qualunque situazione! "


“ progettiamo e sviluppiamo assieme nuovi servizi “

“progettiamo e sviluppiamo assieme nuovi servizi "



“e insieme fai manutenzione di quelli già in esercizio"



“dammi strumenti per valutare/misurare la qualità del tuo servizio"



“e per verificare l’intero governo del servizio: la control room"


MESSAGGIO#1: Governance operativa!

Questa è la nostra control room…


MESSAGGIO#2: Governance operativa e Agile

Governance operativa e “approccio Agile”, si può!




1




1

Adozione di un portale che supporti
“naturalmente” gli elementi alla base di un
approccio Agile (e Lean …):

• Comunicazione
• Knowledge Management
• Collaboration
• …




1

2




1
Il servizio ruota, sulla base del
framework ITIL, attorno all’IT Service
Desk … ma tutte le informazioni sono
condivise con il cliente tramite il portale

2
che consente una vista di più alto livello
di quella operativa (gestita con la
piattaforma Maximo).

La gestione degli incident sposa di fatto
una logica “agile” …




1
3

2




1
3
La gestione del servizio si fonda su
processi standard ma l’introduzione di
una mentalità agile ha portato a

2
strutturare progetti di implementazione
con tecniche di gestione “agili” …


Portale “collaborativo”

1



1



1
Lesson learned:

L’adozione (anche “inconscia” …) di un portale “lean IT oriented” ha
effettivamente abilitato la introduzione di una mentalità “agile” anche
in un contesto fortemente strutturato.

Strumenti di collaboration e di knowledge management aiutano a
gestire il “dilemma” (particolarmente critico nelle realtà di IT service
management) della conoscenza tacita vs conoscenza esplicita …

La sovraproduzione di dati e informazioni tipicamente presente nelle
realtà di IT service management NON va nella direzione della qualità
della informazione ed è catalogabile come conoscenza esplicita …

Dati e informazioni di QUALITA’ ed ESSENZIALI quando si deve
gestire un incidente appartengono tipicamente alla conoscenza
tacita…


1

“The most important, and indeed the truly unique
contribution of management in the 20° century was the
fifty-fold increase in the productivity of the manual
worker in manufacturing. The most important
contribution management needs to make in the 21 st
century is similarly to increase the productivity of
knowledge work and knowledge workers ”
Peter Drucker


Gestione dei processi (ITIL) e change “Agile”

2



2



2
Lesson learned:

Il modello ITIL v3 è un insieme di processi integrati MA - nella nostra
esperienza - tende comunque a far privilegiare la logica dei “silos
funzionali” …

La gestione “ordinaria” del servizio “sposa”
un mix di logica pull e backlog “agile”  kanban? …

La gestione “straordinaria” del servizio (change) è risultata
pragmaticamente più gestibile con tecniche “agili”  a partire dalla
istituzione del CAB, la costituzione di gruppi “trasversali” per la loro
realizzazione con “to-do-list” …



2

“Data is of course important, but I put greater emphasis
on facts ”
Taiichi Ohno, Toyota

“Simplicity is the ultimate sophistication ”
Leonardo da Vinci


Project Management

3
You Can't Get What You Want (Till You Know What You Want)…


Project Management

3


Project Management

3

Lesson learned:
Anche nella gestione di progetti complessi si può adottare il concetto
di “glocal: think global, act local” ? …

Nella gestione di progetti “verticali” (comunque complessi…) è
risultato naturale adottare un approccio agile (e lean…):
- War room …
- Team creato di volta in volta in base alle esigenze …
- Necessità di eliminare il “multitasking” tipico della gestione del
servizio (eliminate waste) …
- Necessità di “creare conoscenza” …
- Necessità di “fast delivery” …
- Vincoli di rilasci frequenti
- Vincoli di interazione spinta con il “cliente” …


Project Management

3

“Plans are useless, but planning is indispensible”
General Dwight D. Eisenhower


 Agile Domains


 Software Tools


Agile contracts

This outline contract has been specifically designed to suit the use
of DSDM and was drafted by the DSDM Consortium, consisting of
DSDM Contract representatives of full member organizations (licensed resellers and
end users). The aim is to tackle head on the commercial and
contractual issues that arise when using DSDM and to suggest the
sorts of questions that need to be covered in a contract and the
sorts of answers those questions could receive.
The approach consists in setting up an
Fixed Price Work agile contract to establish fixed price
Packages + T&M work packages. Fixed price work
packages mitigate the risks of
component understanding or overestimating a chunk
of work by reducing the scope and costs
involved in the work being estimated.

Different agile approaches to contracts can be pieced together to
Customized create a customized contract that benefits both the customer and
Contracts the seller. With such contracts, the customer retains flexibility to
reprioritize work and the seller is not penalized for sharing
information about increased costs.


SCRUM: Events

Status Meeting
Sprint Review
(SAL)
Daily Scrum
Daily Scrum
Daily Scrum
Steering
Committee Sprint Retrospective
Meeting Daily Meeting with
Sprint
the team

Status Meeting
Sprint Planning Meeting
(SAL)


SCRUM: Events
A sprint is a timeboxed (time limited) iteration of one month or less to build a potentially
Sprint releasable product. Most sprints are either two weeks ore one month long. Each Sprint
includes a Sprint Planning Meeting, more Daily Scrums, the development work, a Sprint
Review Meeting, and the Sprint Retrospective.

Sprint Planning Meeting Daily Scrum (15-30 min)

 Backlog Review
 Team discussions and  What has been done?
estimates
 Definition of Sprint Goal  What will be done?
 Definition of «done»
 Plan to deliver Sprint Goal  What obstacles are in the
Status way?
Meeting
(SAL)
Sprint Review Sprint Retrospective

 Inspect Product  Reflect on the process Steering
 Adjust Backlog  Identify potential improvement Committee
 Demonstrate work is «done»  Focus on people, relationships, Meeting
processes, tools


SCRUM: Roles / Team

Scrum Master

Team Members

Developers

Product Owner


SCRUM: Roles / Team

 The development team is the group of professionals who build the product
increments in each iteration or «sprint» as it is named in the Scrum
Team Members methodology.

Developers  The development team is empowered to manage its own work, and its
members are self-organizing and cross-funcional.
 The development team consists of people who can fulfill all the roles needed
to complete the work (analysis, build, and test)

 The Product Owner is responsible for miximizing the value of product.
 This person has the sole responsibility for managing the product backlog,
Product Owner including its prioritization, accuracy, shared understanding, value, and
visibility

 The Scrum Master is responsible for ensuring that Scrum is understood and
used.
Scrum Master  The Scrum Master is a servant leader to the development team, removing
impediments to progress, facilitating events as needed, and providing
coaching.
 The Scrum Master also assists the product owner with managing the backlog
and communicating the vision, goals, and backlog items to the development
team.


SCRUM: Roles / Team

Build product increments
Team Members Empowered
Self-organizing
Developers
Cross-functional
Complete the work

Responsible for maximizing value
Product Owner
Sole responsibility managing backlog
Prioritization, accuracy, shared understanding, value, visibility of the backlog

Responsible for ensuring scrum is understood and used
Scrum Master
Servant Leader
Providing coaching, facilitating events
communicating the vision, goals, and backlog items to the development team


Software Vendors Forrester Quadrant


Focus on Rally Software

Rally Software continues its leadership in Agile/Lean.
Rally’s tools are optimized for:
• Agile planning,
• Project management,
• Status reporting, and other actions that happen within and outside sprints.
In particular Rally Portfolio Manager is a tool optimized for:
• Planning,
• Decision-making, and
• Management above the level of an individual project or product.

Rally also continues to provide thought leadership in the Agile and Lean community.

However, this focus on Agile has a downside: non-Agile teams will find Rally’s products and services
less attractive than other general-purpose ALM tools.


Annual Meeting del
FORUM ICT

Grazie per l’attenzione!

:

20 Novembre 2012, Fondazione CUOA

I progetti nei contesti Lean - Agile Project Management: un caso reale

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