The Agile PM and Working with Business Architecture, Lean, and Six Sigma Francis S. Fons (Frank), PMP, CBA (Certified Business Architect), ACP (Agile Certified Practitioner), Six Sigma Green Belt, MBA, and BSEE

Agenda What constitutes an “Agile Methodology” versus Lean versus Six Sigma Contrast with traditional project management Why choose Agile versus traditional Project Management Overcoming risks of Agile methodologies Integrating business architecture into initiatives employing Agile methodologies Examples of Agile methodologies over multi-year transformation efforts Discussion

“Agile Methodology” versus Lean versus Six Sigma Agile is a philosophy advocating iterative elaboration, originally applied to software development but applicable everywhere Agile is a journey to becoming flexible and quick (2) with emphasis on delivering value in a rapidly evolving environment Lean is a philosophy focusing on continuous improvement in order to create more value with less waste Six Sigma is a specific methodology of statistical analysis to accomplish Lean Agile is just one way to accomplish Lean

“Agile Methodology” versus Lean versus Six Sigma Agile Manifesto – Value individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan Agile Retrospectives and Value stream mapping as part of Agile are examples of lean techniques that allow easy identification of improvement points and contributing capabilities (2) Agile can actually improve alignment of IT solutions to business (2) Lean and Six Sigma do not typically focus on IT and business alignment.

Contrast Agile with Traditional Project Management Agile focuses on regular delivery of value without fixing requirements (2) Waterfall project management suggests describing all requirements (fixed scope) up front, with delivery according to fixed schedule and cost (Triple Constraints) Project Management emphasizes planning up front and thorough risk analysis up front Project Management has less standardization among cost estimation because it typically lacks the consistency of story points and other Agile techniques

Contrast Agile with Traditional Project Management Agile measures success by value delivered as desired Successful project management is delivering scope on time on budget, regardless of whether or not final delivery still meets business needs at time of delivery Agile often assumes budget is not an issue and that sprints can continue until the business vision is achieved Project managers do not always have the ideal skills to be Agile scrum masters. Scrum masters must be servant leaders with stronger negotiation and coaching skills than required of typical project managers.

Contrast Agile with Traditional Project Management The claim that Agile is outside the PMBOK® Guide has no basis in fact! (1) The PMBOK® Guide included Rolling Wave Planning, Progressive Elaboration, and Decomposition long before the Agile Manifesto was written. (1) Over time, metrics such as velocity, quality, and change rates stabilize, and Agile cost estimates become more reliable than traditional ones (1)

Why Choose Agile? Agile puts in practices that force more regular communication with business sponsors, thereby increasing likelihood of delivery of true value not just scope Sprints allow easier adjustment to evolving environments and priorities (2) Stay competitive - PMI Survey in 2011 indicates over 50% of organizations already dabble in Agile methodologies Shortcomings of Agile are easily mitigated with PMBOK practices Time to market likely less

Why Choose Traditional Project Management Methods? Regulatory and other compliance initiatives typically have fixed scope Not enough people with necessary skills to divide into dedicated self-directed teams Initiatives with many dependencies may be too hard to control with several self- directed teams Industry or environment not very dynamic

Overcoming risks of Agile methodologies Every Agile framework is missing two key components - budgeting and sophisticated scheduling tools. The PMBOK® Guide solves those problems and makes Agile better! (1) Scalable agile framework (SAFE) may also address several challenges of self directed scrum teams Engage project and program/portfolio managers to coordinate dependencies across scrums and review progress of other scrums’ delivered value Before every sprint, consult with product and capability owners and business architect to review any changes in strategy which could impact the overall vision, roadmap, and/or prioritization of backlog or desired new items

Integrating Business Architecture into Agile methodologies Why take the time for business architecture? Multiple surveys state poor requirements gathering as main reason for stakeholder dissatisfaction with initiatives Business Architecture artifacts offer tools for communication and metrics Understanding capability maturity helps with estimating Facilitates tying delivered value to capability maturity, goals, and strategies tied to vision

Integrating Business Architecture into Agile methodologies Best practice suggests the following cycle: 1.Brainstorm about Mission and Vision 2.Conduct customer and stakeholder research 3.Formulate goals and strategies 4.Review capability maturity (Assumes organization mapped capabilities already) and utilize tools like the Impact Grid (3) 5.Prepare Business Architecture deliverables focused on goals and strategies 6.Collaborate with Agile teams on Backlog creation and prioritization for each initiative

Integrating Business Architecture into Agile methodologies Best practice suggests the following cycle: Decide on frequency of need to repeat steps 1-3 on prior slide Business Architect should collaborate with Agile teams as sprint results are reviewed Business Architect should collaborate during release planning (Remember releases are typically not after every sprint) Repeat any steps as needed, e.g. new business architecture deliverables to help sprint teams and executives measure delivered value, i.e. success

Examples of Agile methodologies over multi-year transformation CRM&ERP solutions – switch to Agile versus traditional waterfall or some combination is becoming more prevalent Taking sales, support, and operations mobile (Companies cannot afford static long term plans because environments too dynamic) Mergers/Acquisitions suggest agile approach to combining services or processes

Discussion Thank You Frank Fons Inc

Resources 1) John Stenbeck, PMP, PMI-ACP, CSM, CSP of GR8PM 2) ASPE – PMI Agile Certified Practitioner Workshop Materials 3) Impact Grid is part of methodology developed and employed by Sentient Point principal partners Jack Hilty and Janice Koerber

Resources Why Agile Initiatives Fail and Why DevOps Initiatives Should Worry July 17, 2013 By Mike Kavis (Mike Kavis on Google+) Blending Traditional and Agile Project Documentation A project Portfolio Perspective Fergal McGovern, Founder, VisibleThread Why Agile Initiatives Fail and Why DevOps Initiatives Should WorryMike KavisMike Kavis on Google+