apm - sanjiv augustine

36 Pages·2009·5.05 MB·English

Introduc)on
to


Agile
Project

Management

Delivering
Customer
Value
with
Speed,
Economy
&
Quality

Sanjiv
Augustine,
LitheSpeed

PMI
Northern
Italy
Chapter,
Milan

September
28,
2007
Agenda

•  Why
APM? 

05
Minutes

•  What
is
APM?
 
25
Minutes

o  History
of
Agile
and
Lean

o  The
Agile
Landscape

o  Key
Agile
Principles

o  Key
Agile
Practices

o  Complexity
Theory
Distilled

o  Adaptive
Project
Model

o  The
Agile
Manager’s
Role

o  Transitioning
to
APM

•  Managing
Agile
Projects
–
APM
Prac7ces 
50
Minutes

o  Organic
Teams

o  Guiding
Vision

o  Simple
Rules

o  Open
Information

o  Light
Touch

o  Adaptive
Leadership

•  Discussion
 
10
Minutes
Why
APM?
Increased
Consumer
Expecta)ons

As
consumers
today
we
want
and
expect

innovative
products:
faster,
cheaper
and
with

better
quality
than
those
we’ve
seen
in
the
past.
Increased
Work
Pressure

As
knowledge
workers,
our
business
tools
have

improved
our
capability
to
be
productive,
raising

work
expectations.
Misaligned
Expecta)ons

However,

s
 s

r
n 
n
eo so Instead
of
this…

m) es)
ua na
sct sict
ne ue Productivity
driving
Customer
value

op Bp
Cx x
E E

s
r
n
eo We
usually
get
this…

m)
ua
t
sc
ne Misalignment
of
Value
deUinitions

op
Cx
E
s
 E Or
all
too
often,
this.

r
n x
eo pB
m) eu
nsuecta cta)sine Orthogonal
opposition
to
Customer
Value

op oss
Cx n

E s
What
is
APM?
History
of
Agile
&
Lean

History
&
In9luences Evolution

Early
1990s

Early
1900s

•  Crystal
Methods

•  Walter
Shewhart:
Plan‐Do‐Study‐Act,
SPC

•  Lean
Software
Development

Mid
1900s

•  Dynamic
Software
Development
Method

•  Edward
Deming:
SPC,
TQM
 (DSDM)

•  Toyota:
Toyota
Production
System
(TPS)
 Mid
1990s

•  Feature
Driven
Development
(FDD)

•  Peter
Drucker:
Knowledge
Worker

•  eXtreme
Programming
(XP)

Late
1900s

•  Adaptive
Software
Development

•  Womack
and
Jones:
Lean
Thinking

2001:
Manifesto
for
Agile
Software

•  Eli
Goldratt:
Theory
of
Constraints
 Development


•  Tom
Gilb:
Evo
 •  http://www.agilemanifesto.org


2005:
Declaration
of
Interdependence


•  The
Toyota
Way

•  http://www.pmdoi.org/
The
Agile
Landscape

Agile
Methodologies
 Corporate
IT
Leading
Second
Wave
of
Agile
Adop7on


•  
eXtreme
Programming


Agile
soAware
development
processes
are
in
use
at

Kent
Beck,
Ward
Cunningham,
Ron
Jeffries

14%
of
North
American
and
European
enterprises,

•  
Scrum

and
another
19%
of
enterprises
are
either
interested

Ken
Schwaber
and
Jeff
Sutherland

in
adop)ng
Agile
or
already
planning
to
do
so.


•  
Crystal
Methods


Alistair
Cockburn

Early
adopters
of
Agile
processes
were
primarily
small

•  
Feature
Driven
Development


high‐tech
product
companies.
But
a
second
wave
of

Jeff
DeLuca

adop)on
is
now
underway,
with
enterprise
IT
shops

•  
Dynamic
Systems
Development
Method


taking
the
lead.


DSDM
Consortium

These
shops
are
turning
to
Agile
processes
to
cut

)me‐to‐market,
improve
quality,
and
strengthen
their

Agile
Management
Frameworks

rela)onships
with
business
stakeholders.

•  
Agile
Project
Management

Jim
Highsmith,
Sanjiv
Augustine

Carey
Schwaber,
Forrester
Research

•  
Agile
Management
 Nov
30,
2005

David
Anderson

•  
eXtreme
Project
Management

Rob
Thomsett,
Doug
DeCarlo
Key
Agile
Principles

Key
Agile
principles
are: Delivering
Customer
Value
with


Agile
Project
Management

•  Focus
on
Customer
Value
–
Align

project,
product
and
team
visions
to

The
right
product,
at
the
right
>me,

deliver
better
product

quality
–
faster

for
the
right
price.

and
cheaper.

•  Small
Batches
­
Create
a
Ulow
of
value
 • Higher
Quality:
“Designed‐to‐fit”

to
customers
by
“chunking”
feature
 product
with
flexibility
to
change.



delivery
into
small
increments.

• Increased
Throughput:
Itera)ve

•  Small,
Integrated
Teams
­
Intense

and
incremental
project
and

collaboration
via
face‐to‐face

product
“chunks”
with
earlier
value

communication,
collocation,
etc;

delivery.


diversiUied
roles
on
integrated,
self‐
organizing,
self‐disciplined
teams.

• Reduced
Waste:
Lean,
efficient

•  Small,
Continuous
Improvements
–
 processes
with
lower
costs
and

Teams
reUlect,
learn
and
adapt
to
 higher
produc)vity.


change;
work
informs
the
plan.