… but far from every time AGILE … but far from every time

WHO AM I? 20 Years proffesional PM Experience IT Media Automotive Johnny H.G. Ryser Vice President, Partner MBA, MA Industrial IT, Prod. Eng. +45 87 38 74 50 +45 27 62 99 06 jry@d-i-s.dk 20 Years proffesional PM Experience IT Media Automotive Windpower Engineering Mission: To help people release their highest potential

HAVE YOU ANY EXPERIENCE WITH WEBINARS?

INTRODUCTION TO OUR WEBINAR TECHNOLOGY

So what is Agile PM?

What experience do You have in agile?

Lets get the why and the priorities right, before we go further down the road…

THE BASIC STAGES OF A PROJECT Idea Planning Imple-mentation Operation Project leadership (doing it right) Project management (doing the right things)

Project leadership(do it right) AN AGILE VERSION Project leadership(do it right) Imple-mentation Operation Plan-ning Imple-mentation Operation Plan-ning Imple-mentation Operation Plan-ning Idea Project management(do the right things)

EFFECT FOCUS PURPOSE: RESSOURCES DELIVERABLES OUTCOME: Productivity WHY? DELIVERABLES OUTCOME: Productivity Efficiency WITH WHICH RESSOURCES? HOW & WHAT? Succes Crit. (SMART) If the deliverables are the answers, what was the question? WHAT HAS CHANGED AFTER THE PROJECT? Succes Crit (SMART)

Strong or weak connection EFFECT FOCUS PURPOSE: RESSOURCES WHY? DELIVERABLES OUTCOME: Productivity Efficiency WITH WHICH RESSOURCES? HOW & WHAT? Succes Crit. (SMART) If the deliverables are the answers, what was the question? WHAT HAS CHANGED AFTER THE PROJECT? Succes Crit (SMART) Strong or weak connection

CRITICAL SUCCESS CRITERIA FOR A PROJECT: Please help me brainstorm in the chat 

CRITICAL SUCCESS CRITERIA FOR A PROJECT: The project manager The project team Strong commitment from project sponsor Early involvement of stakeholders Stakeholder endorsement of project plans Ample communication

CRITICAL SUCCESS CRITERIA FOR A TEAM: Communication Coordination of tasks Balance of individual contributions One for all, all for one Effort Cohesion

SO THESE CRITICAL SUCCESFACTORS ARE GLOBAL!

LETS GO A LITTLE DEEPER

THOUGHTS ON AGILE AND PLANDRIVEN Both paradigms has their home grounds The plandriven paradigm The agile paradigm Shop floor management (Kanban, stand ups, close collaboration with the customer, usecases ,WBS, Ganntt, critical path, Change Management etc)

THE AGILE MANIFESTO Project People Proces Product

HOW TO CHOOSE? PEOPLE DYNAMICS CULTURE SIZE RISKS

PEOPLE – COCKBURN MODEL Level 3 Able to revise a method (break its rules) to fit an unprecedented new situation Level 2 Able to tailor a method to fit a precedented new situation Level 1A With training, able to perform discretionary method steps (e.g., sizing stories to fit increments, composing patterns, compound refactoring, complex COTS integration). Level 1B With training, able to perform procedural method steps (e.g. coding a simple method, simple refactoring, following coding standards and CM procedures, running tests) Level -1 May have technical skills, but unable or unwilling to collaborate or follow shared methods.

PERSONNEL Plandriven Agile % Level 2 & 3 35 30 25 20 15 0 10 20 30 40 35 30 25 20 15 0 10 20 30 40 % Level 1B

DYNAMICS Agile Plandriven 50 30 10 5 1 % Requirement changes/mdr.

(Clear politics & procedures) CULTURE (EX. HOFSTEDE) (Self controlling) Agile culture ”Chaos” (Clear politics & procedures) Plandriven culture ”Order”

SIZE Agile: 1-30 (100) participants Plandriven: 30+ participants

RISKS (COCKBURN MODEL) Agile Plandriven Criticality Comfort Risik for Risks for Single life Many minor values greate values lives

CHOICE OF METHOD Source: ”Balancing agility and discipline”

RISKS M1D1-0 Environmental risks E-Tech: Technology uncertainties E-Coord Many diverse stakeholders to coordinate E-Cmlpx Complex system of systems Agile Risks A-Scale Scalability and criticality A-YAGNI Use of simple design or YAGNI A-Churn Personel turnover A-Skill Not enough people skilled in agile methods Plan-driven risks P-change Rapid change P-speed Need for rapid results P-emerge Emergent requirements P-Skill Not enough people skilled in plan-driven methods M1D1-0

Tekniske risici TECHNOLOGY RISKS Extremely high risks Game changing technology Høj High risk – much energy needed to implement imature technologies Middle to high risk. Best practices are available Known technology in new products Middle to low risk Main stream technologies Low risk 28

RISK BASED TAILORING

RISK BASED TAYLORING Serious risks Very Manageable risiks

Some battle field reflections

VERY IMPORTANT PREREQUISITES Timeboxing Good relationship customer/supplier Sitting together (same time, but evt. virtual) MuScCoW prioritation Very competent engineers

Example An Agile Project Plan Increment 1 Increment 2 M1D1-0 Feasib -ility Found -ations Explore Requirements further and Model Feature1 Explore & Engineer Feature 2 Explore & Engineer & Deploy Feature 3 Explore & Engineer Feature 4 Explore & Engineer Integrate & Test Features 1,2,3,4 Together & Deploy Review Review Deployment 1&2 Deployment 3 &4 TIMEBOX 1 TIMEBOX 2 TIMEBOX 0 TIMEBOX 3 TIMEBOX 4 Feature 1 Done & Tested Features 1 & 2 Done & Tested TIMEBOX 5 Prototype Solution Feas Foundations PRL Feature 1 M --- Feature 2 M Feature 3 M ---- Feature 4 S Delivery Delivery Delivery Delivery To Live Delivery To Live M1D1-0

REFLECTIONS No projects will be either/or Projects may change during the execution There may be workpackages that are developed agile and plandriven in the same project, either simultaneously or sequentially Combination of hardware development and software development may need a combination of methods The critical factors are equally important: