Jamey is a project catalyst for motivation and believes project success starts with team confidence. He has directed / managed project portfolios up to $200 million and portfolios as low as 1/2 million dollars in funding. Being a lifelong learning, it was the smaller projects where he learned he has an innate ability to find the right balance between people and process to obtain the team’s innovation hidden talents. Leveraging his unwavering determination, he has successfully implemented projects with company-wide impacts involving ~700 stakeholders. Jamey is an Iowa native, graduated from Iowa State University, and certified in Agile Certified Practitioner (PMI-ACP), Certified Scrum Master (CSM), Project Management Professional (PMP) and, IT Infrastructure Library (ITIL). He is an active PMI member of the PMI Washington DC chapter.

1. AGILE PRINCIPLES AND MINDSET
Jamey Lees PMP, CSM, PMI-ACP
 Today’s AgileWednesday Series Overview
 Waterfall Principles versus Agile Principles
 Where did Agile come from?
 Why are so many companies migrating to Agile?
 Agile Mindset
 Objectives for today
 Understanding how Agile can reduce or remove project waste
 Waterfall & Agile difference between Scope/Schedule/Costs +
Quality
 The difference between Waterfall delivery versus Agile
delivery
 Eliminate or Reduce the mysteries of Agile

2. Source

3. OTHER AGILE APPROACHES
 Scrumban
 Test Driven Development (TDD)
 AcceptanceTest Driven Development (ATDD)
 Lean
 Kanban
 Crystal
 Feature Driven Development (FDD)
 Dynamic Development Method (DSDM)
 Agile Unified Process (AUP)
 Scaling Frameworks
 Disciplined Agile (DA)
 Scrum of Scrum (SoS) or Meta Scrum
 Scaled Agile Framework (SAFe)
 Large Scale Scrum (LeSS)
 Enterprise Scrum

4. WATERFALL PRINCIPLESVERSUS AGILE PRINCIPLES

5. AGILE FOCUS –
DELIVER BUSINESS
VALUE
 MOSCOW
 Must
 Should
 Could
 Would

6. WATERFALL FOCUS –
MANAGING PROCESS
 Managing Process &
Tools
 Scope
 Schedule
 Costs

7. STEVE JOBS (1955 - 2011)
PEOPLE DON'T KNOWWHATTHEY
WANT UNTILYOU SHOW ITTO
THEM

8. MINIMUM
VIABLE
PRODUCT
(MVP)
Waterfall
Agile
Along the way get a better understanding of what the CustomerValues

9. AGILE FRAMEWORK
Information
Radiator
1-4 Weeks
Product Vision
1 2 3 4
Iteration
Incremental
product improvements

10. FIXEDVS. VARIABLE
Scope
Schedule
Quality
Cost
Scope
Schedule
Quality
Cost
= Fixed
=Variable
Traditional Waterfall Agile

11. AGILE THINKINGVERSUS TRADITIONAL THINKING
The
Traditional
Way
Change
Avoidance
Plan Driven –
Prescriptive
Task Oriented
Faith in
Process and
Tools
The Agile
Way
Change
Acceptance
Empirical
Feedback –
Reactive
Goal –
Oriented
Faith in
People

12. AGILE ASSUMPTION
Customers
Don’t fully know what they
want until they see it
May discover what they want
along the way
Developers
Discover how to build it on the journey
Things change along the way
Change is welcomed even late with
customer’s competitive advantage

13. TRADITIONAL WATERFALL ASSUMPTIONS
THE CUSTOMERS KNOW
WHAT THEY WANT
THE DEVELOPERS KNOW
HOW TO BUILD IT
NOTHING WILL CHANGE
ALONG THE WAY

14. 5 PRINCIPLES
BEHIND THE AGILE
MANIFESTO
 Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
 Welcome changing requirements, even late
in development.
 Agile processes harness change for the
customer's competitive advantage.
 Deliver working software frequently, from a
couple of weeks to a couple of months,
with a preference to the shorter timescale
 Businesspeople and developers must work
together daily throughout the project.
 Source:
http://agilemanifesto.org/principles.html

15. 4 AGILE MANIFESTOVALUES
Individual’s interaction
Over
Processes & Tools
Working Software
Over
Comprehensive Documentation
Customer Collaboration Over
Contract Negotiation
Responding to Change
Over
Following a Plan

16. Q/A -WATERFALL PRINCIPLESVERSUS AGILE PRINCIPLES
 How Agile can reduce or remove project waste?
 What is the Waterfall & Agile difference between
Scope/Schedule/Costs + Quality?

17. WHERE DID AGILE COME FROM?

18. THE NEW NEW PRODUCT DEVELOPMENT GAME
BY HIROTAKA TAKEUCHI AND IKUJIRO NONAKA
HARVARD BUSINESS REVIEW JAN-FEB 1986
Fuji-
Xerox
Canon Honda NEC Epson
Brother 3M Xerox
Hewlett-
Packard

19. PRODUCT
MANUFACTURING
COMPANIES HAD
THIS IN COMMON
BUILT-IN
INSTABILITY
SELF-ORGANIZING
PROJECT TEAMS
OVERLAPPING
DEVELOPMENT
PHASES
“MULTILEARNING” SUBTLE CONTROL ORGANIZATIONAL
TRANSFER OF
LEARNING

20. 700 U.S. COMPANIES
SURVEYED
 New Products would account
for 1/3 of all profits in the 1980s
 New emphasis on speed and
flexibility calls for a different
approach
33%
67%
COMPANY SALES
New Products Old Product

21. EARLY AGILE HISTORYTIMELINE
1986
1986:Takeuchi and Nonaka publish
their article ”The New New
Product Development Game” in
Harvard Business Review.
1988
The “timebox” is described as a
cornerstone of Scott Schultz’s
“Rapid Iterative Production
Prototyping”
1990
Bill Opdyke coins the term
“refactoring” in an ACM SIGPLAN
paper with Ralph Johnson,
“Refactoring:An aid in designing
application frameworks and
evolving object-oriented systems”
1991
RAD, possibly the first approach in
which timeboxing and “iterations”
in the looser sense of “one
repetition of the entire software
development process” are closely
combined, is described by James
Martin in his ”Rapid Application
Development”.
1993
Jeff Sutherland invents Scrum as a
process at Easel Corporation.
1995
The earliest writings on
Scrum introduce the notion of the
“sprint” as iteration, although its
duration is variable.
1991
Creation of the Manifesto for Agile
Software Development. Several
members of that discussion went
on to found the Agile Alliance.

22. Q/A -WHERE DID AGILE COME FROM?
 Why do you think the manufacturing industry
needed to create an Agile approach?
 History Source:
https://www.agilealliance.org/agile101/practices-
timeline/

23. WHY ARE SO MANY COMPANIES MIGRATING TO
AGILE?

24. FEATURES BEING USED
Never
45%
Always
7%
Often
13%
Sometimes
16%
Rarely
19%
FEATURES

25. WATERFALLVALUE PROPOSITION
Analysis Design Code Test Integrate
Business
Analysis
Functional Requirements
System
Design
Tech
Design
Code
Unit
Test
System Test
UATTest
Value
Production
Release
Risk

26. AGILEVALUE PROPOSITION
 Build continuous value in smaller iteratively delivery cycles
 To test an idea by exploring an early version of product to the
target users and customers
 To collect the relevant data and to learn from it
 It is a way of lowering risk
 It plays a key part in Learn start up Build-Measure- Learn
cycle
 Minimum refers to spend little time and effort to create it
 It does not mean that is should be quick and dirty
 Helps validate the business model
 Avoids the 45% of features never used, why spend time on
something that is never used

27. Q/A -WHY ARE SO MANY COMPANIES MIGRATING TO AGILE?
 What is difference between Waterfall delivery versus
Agile delivery?

28. AGILE MINDSET

29. SERVANT LEADERSHIP
VERSUS MANAGEMENT
 Servant Leadership over
Command & Control
(PMI-ACP Exam Prep by Mike
Griffiths)
 Pulling a rope encourages people
to want to do what needs to be
accomplished versus pushing a
rope telling people what to do
 Creating an encouraging
environment for people to thrive
versus focusing on schedule due
dates and status reports
Servant Leadership Management
People Task
Empower Control
Effectiveness Efficacy
Doing the right thing Doing things right
Direction Speed
Principles Practices
Communication Command

30. SERVANT LEADERSHIP
Servant Leadership
Empowers the team to achieve more
Facilitates and helps the team discover and
define their Agile way
Optimizes the team overall instead of individuals
Frees the team to experiment new things
without risk of failure to strive for improvements
Servant Leader Characteristics
They Listen first
Foster team’s and individual’s growth
Inspire instead of command and control
Creates a path for others to contribution and
succeed
Offer safety, respect, and trust

31. SCRUM PILLARS
 Transparency
 Various aspect of the process affects outcome must
be visible to those in control of the processes
 Inspection
 Various aspects of the process must be inspected
frequently enough that unacceptable variances in the
processes can be detected
 Adaptation
 Once inspection reveals that one or more aspects of
the processes are outside the acceptable limits, the
resulting product will be unacceptable. Inspection
must change the processes.

32. SCRUMVALUES
Focus Courage Openness
Commitment Respect

33. LEAN MINDSET
 Keep it simple
 Yagni originally is an acronym
that stands for "You Aren't
Gonna Need It".
 Scalable
 Work is done just enough, just in
time

34. THE AGILE WAY
 Smaller teams iterate in a smaller timeframe in delivering value to customers
 With each iteration more value is delivered incrementally with each iteration
 Continuous delivery with quality build into each delivery with testing often
 Quality improvements because testing starts from day one
 Risk is reduced because team receives feedback early and often
 Customers are happy they can make changes without paying exorbitant costs

35. Q/A - AGILE MINDSET
 What is the mysteries of Agile?

36. THANKYOU FOR
ATTENDING TODAY’S SESSION - AGILE PRINCIPLES AND MINDSET
Jamey Lees
PMP, CRM,
PMI-ACP