(PPROJEKTURA) pmi agile for corporation

AGILE CORPORATION: MISSION IMPOSSIBLE?
Ratko Mutavdžić, PMP, PROJEKTURA

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14.11.2013.

FEW ASSUMPTIONS

just to be in the same book, if not on the same page...

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you know what the agile methodology is all about
you know what the plan driven methodology is all about
you think that agile works way better than plan driven
you still have hard time to explain to your boss that you should move
everything to agile and drop that money sucking, morale destroying, never
under control thing that people are calling „project management”

so, if we all nod our heads... we can continue...
note: if most of the people nod their heads, it is safe to continue...

IF YOU THINK YOU ARE NOT USING AGILE...
like, you heard about the thing but you think that you are not ready...
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2.
3.
4.
5.
6.
7.
8.

Requirements Analysis
Functional Design
Technical Design
Product Development
System Integration
Quality Testing
User Acceptance Testing
Deployment

project timeline (initial)

does this look’s like your current plan?
all good plans start this way. we are safeguarding against uncertanities and risk events
note: read more about Parkinsons Law: „work expand so as to fill the time available for its completion”

THINK AGAIN.

actually you are on a good track to recognize most of your projects
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8.

Requirements Analysis
Functional Design
Technical Design
Product Development
System Integration
Quality Testing
User Acceptance Testing
Deployment

project timeline (crushed number of times)

the plan after the meeting with the customer
scope same (will increase later), same resources, less time, less money
note: there are some good movies filmed on this topic

WELCOME TO CORPORATION
there ‘s no right to free speech in the workplace

• standard elements and barriers to overcome:
• resistance to collaboration internally and externally
• waterfall culture, not only in project management
• low-trust environment
• unwillingness to change
• rigid management hierarchy

why beign too smart in not too smart
„human resources is not rhere to help you, but to protect the company from you”
note: for more info, read a book „Corporate Confidential: 50 secrets your company does not want you to know”

now, you ask a agile guy to give you an estimate...

… and his manager needs some concrete numbers…

WHAT CORPORATION WANTS FROM AGILE
you know what I am talking about

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to understand where is ROI
to understand how you going to be faster and more predictable
to understand how they can be more responsive to market
to understand how to enable strategic flexibility
to understand how to achieve shorter dev cycles and better quality
to understand how to improve team morale

to understand the business benefits of agile
regardless of investment, leadership and time needed
www.agilemanifesto.org

AGILE IS DESIGNED TO DEAL WITH...
some really nasty laws and lemma’s

• software projects are not predictable: specifications will never be fully
understood (Ziv’s Law)
• requirements uncertainty makes scope an inadequate starting point: the user
will never know what they want until after the production (Humphrey’s Law)
• the stakeholders will change requirements, change direction, or stop the
project at any time: the interactive system can never be fully specified nor it can
be fully tested (Wegner’s Lemma)

agile is here to <insert_logical_reason_here>
note: also good ones: Parkinson’s Law, Murphy’s Law, Segal’s Law (two watch, no clue of right time thing)

LOOK AT THE MANIFESTO
you know what I am talking about...

• we are uncovering better ways of developing software by doing it and helping
others do it:
• individuals and interations over processes and tools
• working software over comprehensive documentation
• customer collaboration over contract negotiation
• responding to change over following a plan

this is not the great way to introduce the concept to the board
we are confusing CXO’s even if we can do a great job in a first place
note: www.agilemanifesto.org

WHY AGILE WORKS?

there are some theories that you want to read through

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Theory of Constraints and Lean Thinking
Complex adaptive systems: the science of uncertainty
Cognitive science: the nature of human decision making
Evolutionary psychology & Anthropology: the origins of social interaction &
its nature

humanistic, goal directed approach that utilize people’s
ability to manage complexity
note: your manager will be lost, but at least you know why

ISSUES WITH AGILE

you know what I am talking about

• to manage large-scale programs with highly dependant, sequential
components (infrastructure, facilites)
• to manage concurrent projects: status, backlog, decisions, risks (overall
picture)
• to manage multi-vendor environment with no agile experience
• to manage context-switching due to allocation of the groups into small teams
• to introduce organizational transformation and cultural changes?

agile is great for software development, but...
regardless of investment, leadership and time needed
www.agilemanifesto.org

plan driven, waterfall, used to be your best friend...

ISSUES WITH WATERFALL

TRUE stories why we have issues with waterfall

• SERIALIZED PROCESS: longer time to market; devs isolated from customer
needs
• PLANNING FAR IN ADVANCE: plans no longer march reality by the
implementation time
• LACK OF VISIBILITY INTO RATE OF PROGRESS: teams don’t realize they’re
behind schedule until too late; features slashed very late to compensate
• LONG TIME TO PROJECT COMPLETION: customers get acccess infrequently
• PROJECTS FALL BEHIND THE SCHEDULE: project miss market window

but that can happen to any methodology ...
/
note: this is very seriously noted at ALM 2012 Conference in Seattle

WHEN TO USE AGILE AND WHEN PLAN DRIVEN
10.000 ft view on the difference, and I am not saying this is guideline

• AGILE
• PLAN-DRIVEN
• low criticality
• high criticality
• senior developers
• junior developers
• requirements change often
• requirements don’t change often
• small number of developers
• large number of developers
• culture that thrives on chaos
• culture that demands order

beware: plan driven can also be „half-agile” :)
for example at planning we use „Progressive Elaboration” and „Rolling Wave Planning”
source: „Balancing Agility and Discipline”, Boehm & Turner

WATERFALL vs. AGILE

I LOOOOVE those comparisons... like the following: „waterfall projects
rarely deliver according to a plan”
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occassional „customer” involvement VS. frequent „customer” involvement
potentially large team size VS. teams of 3-9 people
resistant to change VS. change is expected
requirements docs VS. just-in-time, informal requirements
task are assigned VS. assigned task are a bottleneck
multiple phases, eventual delivery VS. working software each Sprint/Iteration
contract says what we build, deliver VS. contract is a lot closer to T&E

let me tell you a secret...
people at „plan-driven” methodologies also want to succeed at project delivery
note: this is very seriously noted at ALM 2012 Conference in Seattle

so you assemble a team to implement the agile

STILL THE SAME OLD QUESTIONS
but with different approach...

AGILE
• Deliver working product in short cycles
• Keep the evolving product highly visible
• Inspect outcomes frequently
• Change our product or processes as we
learn more to ensure acceptable
outcomes
• Do less work that will change

APPROACH
• Focus less on predictive up front
planning
• Focus more on delivering value
• Focus more on collaboration with
the business
• Focus more on engaging the
team

„when the project will be done? how much it will cost?
what will be delivered? what are the risks?”
note: there are some additional questions, but you already know them...

MAPPING PMI KA vs. AGILE

i mean, not really, but to external people, it might look like that we did
exactly that...
• PMI KNOWLEDGE AREAS
• integration
• scope, time, cost
• quality
• people
• communication
• risk

• AGILE
• manifesto
• principles
• best practices

agile is „numbers and charts” like any other methodology
note: we are still waiting for a formal adoption of agile in PMI world, regardless of ACP

PROJECT MANAGEMENT @CORP

one can find all forms of mix/match orgchart projects at the corporation

Business Management System

PROJECT1

PROJECT 2

PROGRAM1

• Agile must comply with the „Business
Management System”
• Agile requires some type of Project Management
System tailored to methodology
AGILE

SUBPR 1

SUBPR2

PROJECT3

PROJECT4

NONAGILE

PROJECT MANAGEMENT IS STILL REQUIRED

Note: „Agile & Project Management”, Michael Milch, 2011

ANOTHER VIEW...

of functional mapping between PMI processes and agile involvement
PROJECT
INITIATION

Release

Release

PLANNING

EXECUTING

MONTORING
AND CONTROL

CLOSING

PROJECT

Planning

Business case or
Feasibility Study

Project kickoff and
visioning meeting
Release roadmap
planning

Iterative and
incremental
delivery of
working software

Regular review of
deliverables,
progress and
process

Project
retrospective

RELEASE

Roadmap and
release definition

Release planning
meeting

Iterative and
incremental
delivery of
working software

Regular review of
deliverables,
progress and
process

Release
retrospective

ITERATION

Iteration planning
meeting

Iteration planning
meeting

Work features
through to
completion
(including testing)

Task boards,
burndown charts,
daily standups,
acceptance of
completed
features

Iteration demo,
review and
retrospective

Retrospective

RELEASE
Release
Planning

Iteration

Iteration

Retrospective

Daily Work

Daily Work

Retrospective

ITERATION
Iteration
Planning

Like the project life cycle, we can map the process groups to the agile
fractal – at the overall project level, at the release level and at the
iteration level.

plan driven hidden inside the agile :)
the process groups are not phases, but rather they are integrated set of processes applied
iteratively throughout the project and revised as needed
paper: „Agile Project Management and PMBoK Guide”, PMI Global Congress Proceedings, Michele Sliger, 2008

ANOTHER VIEW...

of functional mapping between PMI processes and agile involvement
Initiating
USE AS IS
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•

chartering and
identifying
perliminary socpe
explain where you
will use agile to
stakeholders
organize
workshops,
seminars,
presentations on
agile thinking

Planning
USE W/
MODIFICATIONS
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•

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move to iterative
planning
use plan
refactoring to keep
the pace with the
project
HIGH: switch from
task to feature
themes
LOW: use
iteration

Executing
USE AGILE
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•

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develop iteratively
and mitigate
technical risks as
we progress
use meaningful
metrics (features
delivered and
project time
remaining)
empower the
team

Controlling
USE AGILE
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iterations
review, assist with
project steering
change
requests, defects
and risks
prioritization
controlling
flow, look at the
holistic view of the
project to
maximize the
delivery

Closing
USE AS IS
•

closing processes
as defined in
PMBoK to be
considered

plan driven, plan modified, agile, agile, plan driven
paper: „Utilizing Agile Principles Alongside the PMBOK”, Mike Griffiths, 2004

OR, JUST USE PMI – ACP ?

big guns understand PMI and PM methodology. can PMI help us here?
DOMAIN I
VALUE DRIVEN
DELIVERY
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defining positive
value
incremental
development
avoid potential
downsides
prioritization

DOMAIN II
STAKEHOLDER
ENGAGEMENT
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stakeholder needs
stakeholder
involvement
stakeholder
expectations

DOMAIN III
BOOSTING TEAM
PERFORMANCE
PRACTICES
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team formation
team
empowerment
team collaboration
team commitment

DOMAIN IV
ADAPTIVE
PLANNING
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levels of planning
adaptation
estimation
velocity
throughput
cycle time

DOMAIN V
PROBLEM
DETECTION AND
RESOLUTION

DOMAIN VI
CONTINOUS
IMPROVEMENT

this is just a certification: agile certified practitioner
beware, on PMI PMBoK ver 5, January 2013, 616 pages, not too many agile ideas
note: again this is just a cert, one need to implement agile project management @the house

so, how can corporations survive agile? send them to the
movies... (or, three movies that they have to see...)

MOVIE No.1: JERRY MAGUIRE
AGILE is about changing the way people work

• it is not about the tools people use
• it is not about sequences or units of work
• it will take some time to accept the org change
• people will yell at you „SHOW ME THE MONEY”
• crucial: help team develop best practices, define DONE

you eat elephant one bite at the time
there will be no support for a sudden changes to org practices
note: have some friends help you out

MOVIE No.2: DUDE, WHERE’S MY CAR?
PLEASE, explain stakeholders HOW you measure the progress

• primary performance indicators on an agile project: backlog size and velocity
• please, explain that to the people in layman’s terms:
• Intervals to Complete (Backlog Size/Estimate Per Interval) EQ. Time
• Burndown Chart EQ. Scope Delivery
• Integration Management EQ. Steel Threads
• Scope Management EQ. Working Software Demonstrations
• HR Management EQ. Self Managed Teams
• Communication Management EQ. Daily Stand-Ups

dont expect that CXO’s will understand
that there are no milestones and project phases on the project
layman’s terms of layman’s terms: „describe a issue using words that the average individual can understand”

MOVIE No.3: BACK TO THE FUTURE

even project managers are human, think what would be their role at next
agile project
• now, it is all about people
• most project / sales roadblocks are controlled by people that don’t see their
future implementing your project
• can we find the role for good ol’ „corporate people at pmo”?
• but in general, can we move people from Gantt chart?
• remember: from authoritarian approach to leading from within

project manager’s next career step
unfortunatelly, some of your team won’t fit agile
note: you cannot develop company-wide plan to retire all project managers at once

and a book for THE END

there is one book that could help you also

• and this one enterprise understands. Messages like:
• create a continuous process flow to bring problems to the surface
• level out the workload
• build a culture of stopping to fix problems, to get quality right the first
time
• become a learning organization through relentless reflection and
continous improvement

this is special edition for leadership development
executives must drive organizational expectations, build teams and set priorities
layman’s terms of layman’s terms: „describe a issue using words that the average individual can understand

MAPPING PMI KA vs. AGILE

i mean, not really, but to external people, it might look like that we did
exactly that...
• PMI KNOWLEDGE AREAS
• integration
• scope, time, cost
• quality
• people
• communication
• risk

• AGILE
• manifesto
• principles
• best practices

Let’s look at PMI KA to see how best practices apply

Q&A

all the burning issues and questions

BIG THANKS!

PMI INTEGRATION MANAGEMENT
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Start very simple and integrate at each defined milestone
Integration is high risk, so dont wait for things to happen
Plan for integration as quickly as possible
Keep momentum with partner by agreeing to frequent integration with demos
Treat interfaces like contracts, define early and manage change carefully
• Enable teams to work independetly
• Cover positive and false tests
• Use automation

AGILE: integrate early and often and simulate system

note: PMI Global Congress North America

PMI SCOPE MANAGEMENT
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“Working software over comprehensive documentation” (Agile Manifesto)
Require business participation.
Listen for new requirements.
Break-through design and functionality can evolve form these.
“Responding to change over following a plan” (Agile Manifesto)
Expect change and design a process and team’s mindset to adapt quickly.
Frequent Releases and Short iterations allow for quick reaction to change.

AGILE: working software demonstrations, embrace change


PMI TIME MANAGEMENT
• Determine team’s velocity
• Velocity w/ Product Backlog can determine:
• Project completion date
• How project is tracking to goal
• Track and measure team accuracy
• Use retrospectives to identify how to improve estimates
• Smaller deliverables are easier to estimate
• Shorter not longer iterations

AGILE: iterations can predict success, estimation accuracy


PMI COST MANAGEMENT
SCOPE
• Business can balance feature richness with Go-To Market opportunity.
• Allow scope (feature richness) to be a variable

$$ /
Resources

TIME

AGILE: shippable software every iteration


PMI QUALITY MANAGEMENT
• Auto Build, Deploy, Test
• Deployment and validation should happen frequently and be very inexpensive.
• If new features break existing features, team knows right away.

AGILE: continous integration,


PMI HR MANAGEMENT
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Please call this „Human Capital Management”
Sprints are not anaerobic
The team’s velocity is based on a pace that can be maintained each iteration.
Staff Retention & Morale
Daily meetings used to identify blocking issues. The team assists.
Rotate the Scrum Master Role amongst team members. No de-facto leader
Reflect & Learn with each iteration.
Encourage critical and honest feedback.

AGILE: sustainable pace, self-managed team, retrospectives


PMI COMMUNICATION MANAGEMENT
15 min, don’t let them go long!
Review progress and identify blocking issues
Use a ‘parking lot’ for topics that can’t be covered quickly.
Both provide stakeholders great opportunity to track progress and provide
input.
• Regularly scheduled demos provide a predictable communication plan for
stakeholders.
•
•
•
•

AGILE: daily stand-ups, demos, product backlog review


PMI RISK MANAGEMENT
• Use SPIKE to uncover unknown items
• Integrate early & often
• Get feedback from stakeholders as quickly as possible

AGILE: mitigate risks as early as possible


INTRO

just a few words about me

so, if

• Ratko Mutavdzic is founder of PROJEKTURA, consulting company that work
with new and emerging technologies and introduce them to the corporate and
enterprise environments. Prior to this one, he spent 15 years Microsoft, starting
in a consulting practice and then leading several different sales and
technology teams.
• He is the author of number of published papers on different aspects of the
technology, successful blogs on new technologies and project management,
and active contributor in a number of social networks exploring the use and
advance of new ways to connect and share innovation and invention.
• He frequently speaks on conferences, meetings, workshops, coffee shops and
generally at every place where people like to explore, challenge, investigate,
think and our heads... we can continue...
we all nodinnovate.
• Keywords: change, project, program, portfolio, innovation, startup

note: more contact info on a last slide

more info ...

if you feel like you want to know more or just for fun
•
•
•
•

WWW
FBOOK
TWEET
EMAIL

www.projektura.org
www.facebook.com/projektura
www.twitter.com/projektura
info@projektura.org

• but if it is really, really, really urgent and you really need to connect to people at
projektura ...
• SKYPE
projektura

ratko.mutavdzic@projektura.org
dont bite, dont yell at you at all, so please, add me to your ... think network. tnx.

(PPROJEKTURA) pmi agile for corporation

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