Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Being agile while standing in a waterfall pm connect
1. Being agile
while standing in a Waterfall
Mike Edwards
PMConnect
February 15, 2013
mikeeedwards0@gmail.com
Twitter: @mikeeedwards
LinkedIn: http://ca.linkedin.com/in/mikeeedwards/
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
2. Agenda
• Stories
• The solution
• Practical views
• What now
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
3. Introductions
Mike Edwards PMP, PgMP, PMI-ACP
• Project, Lean Independent Coach and Consultant
Program, Portfolio Manager
• Agile & & Teacher
• Speaker
• 25 Years in IT Project-Portfolio Management
& Business roles
• 15 Yearswith Agile & Lean
with
• 5 Years
Who are you?
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
4. The story of a project!
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
5. The situation
• Final component of a larger program
• Estimated at 1200 days
• Drop dead date of 3.5 months
• Highly visible if we failed
• Core team assigned of 5 IT people
• Waterfall was all we knew
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
6. Go!
• 15 contractors in the door within 2 weeks
• Secured a war room
• Broke the work out into projects
• Developed a vision
• “Failure is not an option”
• Strong executive sponsorship
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
7. The Result!
• Delivered on the date we said we would
• Actuals came in $8000 under budget
• Delivered all key scope items
• No significant quality issues after go-live
• Happy customer!
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
9. The situation
• Towards end of a larger troubled project
(we kept dropping scope)
• Team only available for 3 more months
• Budget set by available people and time
• Low key enhancement project
• Waterfall was best described as a religion
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
10. Go!
• Secured a war ‘area’
• Given free reign to ‘try something different’
• Simple one sentence scope statement
• No authority to not do something in the
department’s process
• Executive sponsorship watched closely
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
11. The Result!
• Finished early
• Finished slightly under budget
• Features delivered exceeded customer
expectation
• No quality issues after go-live
• Happy customer!
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
12. What made these
projects successful?
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
13. Saying you do one of
these ...
XP Scrum
AUP Agile DSDM
Lean DAD
FDD Kanban RUP
Crystal
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
14. ... is like carrying one of
these
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
15. “Agile” is used as an
excuse
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
16. Start with the
Agile Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
17. First thing to focus
on ...
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
18. People
• Focus on those who deliver value
• Become a servant leader
• Create environments for people to succeed
• Reduce the work in progress
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
19. Foster collaboration
• Examine the value of weekly status meetings
• Don’t exclude team members from
discussions
• Tear down the walls!
• Eliminate the hierarchy
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
20. Why do we need
Change Management?
Decisions are made prematurely!
Our customers cannot possibly know what they
want in detail at the start of a project
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
21. What can you do about
change?
Embrace it!
Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
(Agile Manifesto - Principle #2)
Caution!
Manage the change!
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
30. Tracking Progress
aka: When
Navigating reporting
through the on
rear window progress
focus on
what is
valuable to
the
audience
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
32. Measurements
Time
sheets
Be careful what you measure ...
You might just get it! COBIT
OPM3
CMMI ITIL
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
33. Why do we document
“Lessons Learned”?
Hermann Ebbinghaus
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
34. Learn to Improve
• Conduct regular retrospectives throughout
the project
• Empower teams to improve within
constraints
• Make room for ongoing improvements
• Make it an objective for teams
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
35. Some words of wisdom
a.k.a. Things I’ve learned the hard way
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
36. Things I’ve learned
• Culture cannot be changed - change how
the work is done and culture will follow
• Start from where you are today
• Improve the whole
• Improve one step at a time
• Iterate (Build Measure Learn)
• Have fun!
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13
37. Thanks!
For more Information:
http://leanpmsolutions.ca/being-agile-while-standing-in-a-waterfall/
http://bit.ly/VKyFD5
Stay in Touch!
mikeeedwards0@gmail.com
Twitter: @mikeeedwards
LinkedIn: http://ca.likedin.com/in/mikeeedwards/
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13