I presented this at Agile NOIDA event. My focus was on reiterating the value of agile Values and Principles. It was great Interactive session.

1. Beyond Rituals…
By
Saket Bansal
iZenBridge Consultancy Private Limited (PMI – REP)
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2. Do IT Projects fail?
• The majority of them fails to meet cost and schedule
baselines
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3. Top Reasons
• Unclear Business Objectives
• Changing Requirements
• The team is not aligned of Focused
• Unrealistic schedule / Reactive Planning
• Poor Risk management
3

4. Tom Demarco and Tim Lister’s Five Core Risk
Areas
• Intrinsic Schedule Flaw
• Specification Breakdown
• Scope Creep
• Personnel Loss
• Productivity Variation
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5. Wonder !!
• No one spoke about project failing because of any
given methodology !!!!
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6. Agile Has a Solution
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7. Agile Has a Solution
Issue
Individual &
Interaction
Working
Software
Customer
Collaboration
Responding
to Change
Unclear
Business
Objectives
Changing
Requirements
Team is not
aligned or
Focused
Unrealistic
schedule
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8. Tom DeMarco and Tim Lister’s Five Core Risk
Areas
Individual &
Interaction
Working
Software
Customer
Collaboration
Responding
to Change
Intrinsic
Schedule Flaw
Specification
Breakdown
Scope
Creep
Personnel
Loss
Productivity
Variation
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9. But the problem is… many projects still fail…
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10. Companies moving from one methodology to
another and not finding solution …
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11. Do You Agree With Ken Schwaber?
“I estimate that 75% of those
organizations using
scrum will not succeed
in getting the benefits
that they hope for from it.”
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12. Major Reason of Agile Project Failure…
• Company Philosophy – Culture mismatch
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13. Sprint Planning
Expected
•
What can be done this Sprint?
•
Observed
Team Identify how the chosen
work gets done?
•
PO Already Committed the sprint
goals
•
Scrum Master leads the sprint
planning
Sprint is understood as
timeboxed and fixed-commitment iteration
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14. Daily Standup
Expected
•
Observed
•
Implements not shared
Goal
•
Inspect progress toward the Sprint
•
Status Report to Scrum master
The team plan to accomplish the
•
Little done to bring things on track
Sprint Goal
•
Followed by discussions to adapt
or re-plan
Daily standup is just looked at as a Status Meeting
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15. Sprint / Product Review
Expected
•
The team demonstrates the
Observed
•
PO / Stakeholders keeps asking
working software to stakeholders
•
the project completion date
The Product Owner discusses and
forecast
project likely completion dates
•
based on progress
•
Review of the timeline, budget,
Scrum master projects when
things are going to finish
•
Stakeholders disappear for long
potential capabilities, and
and when they come back they
marketplace for the next
are shocked
anticipated release of the product.
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16. Retrospective
Expected
•
Observed
•
Focus on who did what
with regards to people,
•
Scrum master asking questions
relationships, process, and tools
•
Inspect how the last Sprint went
•
Team Complaining to Scrum
Create a plan for implementing
improvements
master
•
No or little action on actions
identified in previous retrospective
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17. Coaching / Mentoring
Expected
Observed
•
Coaching
•
Directing
•
Theory Y
•
Theory X
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18. Missing ….
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19. Performance Monitoring
Outcome
Output
Activities
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20. New Waste …
Documents
Meetings
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21. It's Difficult to Get
• Value Without customer engagement
• Self-organization and Ownership Without employee
engagement
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22. • If members of a team don't care
about a project, nothing can
save it.
- Kent Beck , Extreme
Programming Explained
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23. Fertilizer Project
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24. Strategy
Portfolio
Product Roadmap
Release
Iteration
Day
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25. Customer / Vendor
Strategy
Strategy
Portfolio
Portfolio
Project /
Account
Road Map
Release
Iteration
Day
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26. The Value Stream
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27. OVERVIEW OF PMI-ACP®
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28. The Value of PMI-ACP
•
•
®
For practitioners, PMI-ACP® helps:
 Demonstrate a level of professionalism in Agile
principles, practices, tools and techniques
 Increase professional versatility in project
management
For organizations, PMI-ACP® demonstrates a
practitioner’s:
 Knowledge of Agile practices, which shows the
practitioner has greater breadth and depth as a PM
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29. PMI-ACP – Eligibility Requirements
Requirement
Description
Educational Level
Secondary degree or higher
General Project
Experience
2,000 hours working on project teams.
Agile Experience
1,500 hours working on Agile project teams.
Agile Training
21 contact hours
Examination
Tests knowledge of Agile fundamentals and ability to apply to
basic projects
Maintenance
30 PDUs/3 CEUs every 3 years in Agile project management
Cost
$435 member; $495 non-member
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30. Stay Connected
Email
: Saket.Bansal@iZenBridge.com
YouTube : www.youtube.com/izenbridge
Twitter : @Saket_tg
Website : www.pmi.org ; www.iZenBridge.com
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31. Questions?
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