This document provides an overview of Agile project management. It discusses the Agile Manifesto and popular Agile techniques like Scrum. The benefits of Agile include adapting quickly to change, reducing defects, and improving user experiences. However, adopting Agile requires changing organizational culture and processes. Not all projects are suitable for Agile methods.

1. Scottish Programme and Project
Management Group - SPPMG
Agile : A Simple Overview (With Notes Pack)
Presented By Scott Seivwright
Agile Coach, Programme Director and Transformation Ronin
Twitter : @ScottDIO Tweet #ScotAgPM
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Copyright
DIOGROUP
2014

2. Scott Seivwright – Why am I here?
• I
started
out
in
manufacturing
I
am
a
huge
Deming
fan
• I
have
been
a
preAy
tradiBonal
Project
Director,
Programme
Manager
and
Project
manager
using
MSP,
Prince
2,
P30
in
major
implementaBons
• Then
In
delivering
business
change
and
transforming
services
I
started
developing
and
transiBoning
between
Waterfall
projects
to
AGILE
delivery.
I
found
it
more
Deming
than
some
of
the
pracBce
that
I
saw
in
bad
projects
• I
was
amazed
at
the
benefits!
So
I
started
focusing
on
that
transformaBon
work
in
radically
improving
how
organisaBons
align
to
deliver
soTware
and
value.
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DIOGROUP
2014

3. Introduction
• ExplanaBon
of
AGILE
• Popular
Agile
techniques
• Elements
of
SCRUM
Method
• Benefits
of
AGILE
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DIOGROUP
2014

4. What is the Agile Manifesto?
Manifesto
for
Agile
So0ware
Development
We
are
uncovering
beAer
ways
of
developing
soTware
by
doing
it
and
helping
others
do
it.
Through
this
work
we
have
come
to
value:
Individuals
and
interac:ons
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over
processes
and
tools
Working
so0ware
over
comprehensive
documentaBon
Customer
collabora:on
over
contract
negoBaBon
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
leT
more.
Copyright
DIOGROUP
2014

5. In practice…
• Deep
team
collaboraBon
and
customer
focus
• Frequent
deliveries
iteraBons/
sprints,
Bme-­‐boxing
• Embracing
and
expecBng
change
• Empowered,
mulB-­‐skilled
teams
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• Low
WIP,
just
in
Bme
• MoBvated
individuals,
trusted
to
get
the
job
done
• Focus
on
simplicity
and
adequacy
Several different frameworks, methodologies and techniques embrace
many or all of the above and are referred to as “Agile”.
Each has it’s place… Copyright
DIOGROUP
2014

6. Agile Methods
Lean
DSDM
Atern
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Extreme
Programming
(XP)
Scrum
Crystal
FDD/TDD/BDD
Kanban
Agile
Unified
Process
(AUP)
Three
Amigos
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DIOGROUP
2014

7. Scrum: The flow
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2014

8. Scrum: the Scrum Board
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9. Scrum: Doing Scrum at a Scrum board
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2014

10. Agile Is A Different Way Of Thinking
We
believe
to
embed
an
agile
way
of
working
enterprise-­‐wide
requires
adopBng
an
agile
mind-­‐set
at
all
levels,
underpinned
by
a
solid
transformaBon
framework,
structure,
and
Bme.
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Copyright
DIOGROUP
2014

11. So Why Go Agile?
• To
adapt
to
change
quicker
• To
exploit
new
technologies
• Reduce
defects
and
bugs
• To
develop
a
beAer
user
experiences
• To
cope
with
change
easily
• Reduce
the
risk
of
delivering
the
wrong
thing
• Reduce
waste….
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•
and
save
money
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DIOGROUP
2014

12. More information…
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• If
you
need
help
– Drop
me
an
email
• Ronin@diogroup.co.uk
– Happy
to
have
a
skype
call
or
a
chat
• 07877123903
– Tweet
/
Follow
at
• ScoADio
Copyright
DIOGROUP
2014

13. Additional Stuff (I could not fit in 20mins)
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DIOGROUP
2014

14. In Summary
• Agile
has
real
benefits
when
it
is
implemented
well
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• It
can
be
difficult
to
implement
because
of
culture
so
you
need
a
transiBon
programme
• It
is
a
mindset
that
has
many
tools
• Not
all
projects
should
be
agile
• You
can
be
creaBve
with
the
tools
• Some
methods
(and
organisaBons
giving
consultancy)
are
very
dogmaBc
• A
pragmaBc
“Blending”
tools/ideas/approachs
can
help
over
come
some
of
the
organisaBonal
resistance
• New
ways
to
manage
agile
and
non
agile
across
a
poriolio
are
needed
• Agile
needs
to
be
embedded
in
the
eco-­‐system
of
the
organisaBons
• Agile
is
a
boardroom
responsibility
Copyright
DIOGROUP
2014

15. What is Agile Project Management?
• Agile
project
management
is
much
more
about
leadership
than
about
management.
• Rather
than
creaBng
a
highly
detailed
plan
showing
the
sequence
of
all
acBviBes
the
agile
project
manager
works
with
the
customer
to
layout
a
common
set
of
understandings
from
which
emergence,
adaptaBon
and
collaboraBon
can
occur.
• Many
project
people
are
threatened
by
agile
and
the
loss
of
control
and
perceived
certainty.
• Don’t
be…
the
benefits
from
changes
are
amazing.
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Copyright
DIOGROUP
2014

16. Not all projects should be Agile (My opinion)
Agile
methods
Plan-­‐driven
methods
Formal
Methods
Low
CriBcally
High
criBcally
Extreme
CriBcally
Experienced
Developers
New
developers
Experienced
Developers
Requirements
change
oTen
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Requirements
do
not
change
oTen
Limited
requirements
Small
Number
of
Developers
Large
Number
of
developers
Requirements
that
can
be
modeled
Culture
that
Responds
to
Change
Culture
that
Demands
order
Extreme
Quality
Need
to
release
value
quickly
to
improve
finances
Need
to
work
to
budget
No
Financial
constraints
Copyright
DIOGROUP
2014

17. Problems with Agile (Areas that Need Work)
• Agile
is
great
at
maximising
localisaBon
but
that
can
be
at
odds
with
the
wider
Corporate
goals
• Agile
is
beAer
with
Product
lines
that
are
stable
than
individual
stop
start
projects.
• It
takes
a
Bme
to
build
and
norm
a
agile
team
• Business
don’t
understand
Agile
and
like
to
know
up
ahead
costs,
risks
and
likelihoods
• PMOs
and
poriolio
people
find
it
hard
to
track
progress
Diogroup
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Copyright
DIOGROUP
2014

18. Adopting Agile Can Be Very Political
• Its
poliBcal
because
it
is
about:-­‐
–
giving
control
way
–
StarBng
journeys
without
knowing
desBnaBons;
only
the
first
way
stop
–
Developing
trust
and
pushing
through
teething
problems
–
Changing
project
management,
quality,
tesBng
and
release
–
EliminaBng
waste
and
transforming
processes
–
Talking
to
each
other
and
sharing
dialogue
more
– Its
about
balancing
the
true
needs
of
the
business
–
Luring
(dragging
someBmes)
people
kicking
and
screaming
out
of
their,
bunkers,
silos
and
ivory
towers.
Diogroup
Ride the Wave of Change
Copyright
DIOGROUP
2014

19. Common Agile Myths (Dogma Battles)
• Agile
doesn't
allow
documentaBon
• Agile
methods
do
not
scale
• Agile
means
no
plan
• Pair
programming
always
results
in
beAer
code
• Agile
is
a
silver
bullet
soluBon
to
soTware
engineering
problems
(There
is
a
silver
bullet
soluBon)
• Agile
doesn't
need
up
front
design
• One
can
learn
Agile
from
a
book
• Agile
does
not
need
project
management
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Copyright
DIOGROUP
2014

20. The most popular…
VersionOne,
7th
Annual
State
of
Agile
Development
Survey,
2012
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2014

21. Scrum: On a Page
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2014

22. Scrum: Principles
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23. Going, Going, Gone Agile?
• Find
others
start
an
internal
group
and
talk
about
it
involve
customers,
testers,
directors,
developers
and
other
PMs.
• Get
Some
training
and
advice
• Steal
like
an
arBst
• Get
a
Coach
who
has
done
this
before
• Establish
a
plan
for
establishing
a
pilot
• Carry
out
a
transiBon
to
the
agile
future
state
• Run
the
pilot
assess
and
review..
Adapt
• Expand!
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Copyright
DIOGROUP
2014

24. Plug for Calba…
Organisa:onal
design
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• I
have
recently
associated
with
Calba
and
their
network
of
coaches
• Calba
is
a
team
of
highly
experienced
agile
coaches
(I
needed
a
tribe)
• Is
on
the
Government
frameworks
• They
specialise
in
change
for
business
and
IT
• Calba’s
clients
are
mainly
large
organisaBons
from
finance
and
public
sectors
• They
are
based
in
Scotland
Agile
Agility
Coaching
Scaling
&
Governance
Agile
Training
Change
Management
Capability
Assessments
Copyright
DIOGROUP
2014