Great time and hopefully presentation on COTRUGLI MBA @Zagreb about Lean and Agile to packed crowd of MBA students. As you can imagine, number of questions later :)

1. LEAN + AGILE PROJECTS IN THE
CORPORATE WORLD*
Ratko Mutavdžić, PROJEKTURA
*some ideas how you can do it, and some that you should avoid at all cost

2. 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”

3. RUNNIGN PROJECTS IN CORPORATION
have his own rules
1.
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”

4. RULES BY MANAGEMENT: THINK AGAIN.
actually you are on a good track to recognize most of your projects
1.
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 (crushed number of times)
the plan after the meeting with the management
scope same (will increase later), same resources, less time, less money
note: there are some good movies filmed on this topic

5. LEAN IS ABOUT DECIDING RIGHT
THINGS TO BUILD
WHAT IS LEAN?

6. AGILE IS ABOUT DECIDING HOW
TO BUILD THINGS RIGHT
WHAT IS AGILE?

7. DECIDING RIGHT THINGS TO BUILD
THEN,
DECIDING HOW TO BUILD THINGS
RIGHT
LEAN AND AGILE

8. THE LEAN WAY
MEASURE
IDEAS
PRODUCT
IDEAS
BUILD
BU
• we analyze and reflect the product we build.
• we improve this way iteration by iteration.

9. THE AGILE WAY
ACT
PLAN
CHECK
PLAN
DO
D
• we analyze and reflect the way we build product.
• we improve this way iteration by iteration.

10. THE LEAN & AGILE WAY
MEASURE
IDEAS
PRODUCT
IDEAS
BUILD
PLAN
BU
ACT
DO
CHECK
• we analyze and reflect both the product and
the way we build it.
• we improve this iteration by iteration.
PLAN

11. WHY AGILE WORKS?
there are some theories that you want to read through
•
•
•
•
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

12. 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

13. so, you want to implement this agile thing, right?

14. 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

15. HOW TO USE AGILE IN PLAN DRIVEN
of functional mapping between PMI processes and agile involvement
Initiating
USE AS IS
•
•
•
chartering and
identifying
perliminary socpe
explain where you
will use agile to
stakeholders
organize
workshops,
seminars,
presentations on
agile thinking
Planning
USE W/
MODIFICATIONS
•
•
•
•
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
•
•
•
develop iteratively
and mitigate
technical risks as
we progress
use meaningful
metrics (features
delivered and
project time
remaining)
empower the
team
Controlling
USE AGILE
•
•
•
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

16. 3
NOMINEES ARE…
so, how can corporations survive agile? send them to the
movies... (or, three movies that they have to see...)

17. 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

18. 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”

19. 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 (former) 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

20. Q&A
all the burning issues and questions
BIG THANKS!

21. 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.

22. CLOSING REMARKS
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

23. THANKS TO…
• Sven Krauter, Agile vs. Lean
acknowledgment to the people…