SE503 Advanced Project Management Dr. Ahmed Sameh, Ph.D. Professor, CS & IS Agile Principles: Leadership-Collaboration

The Agile Manifesto Responding to change – over following a plan Working products – over comprehensive documentation Customer collaboration – over contract negotiation Individuals and interactions – over processes and tools

McGregor Management Theory Theory X (Herman) Manager – Responsible for all – Controller – Enforcer Workers – Unmotivated – Lazy – Dumb – Uncommitted Theory Y (Maya) Manager – Shares responsibility – Collaborator, coach – Leader Workers – Motivated – Hard working – Intelligent – Committed

Project Management Process Reliable Results – Quality of work, innovation Predictable Performance – Costs, schedules Dependable Information – Progress reporting, spending NOT Repeatable

The McJob (Repeatability) Expertise is built into the system People are interchangeable People are expendable Training is minimal Wages are low

Project Types Production (X?) – Defined outcome – Optimization – Planning and control – Administrative compliance – Product focus Exploration (Y?) – Defined vision – Innovation – Agile execution – Iterative delivery of customer value – Customer focus

Project Management Traditional project Plan driven Fixed scope Budget prediction Schedule prediction Resource allocation Control Agile project Vision driven Maximize value Cost constraint Time constraint Empowered team Accountability

Repeatable Process Identical products are the goal Reduced variability Process control – Measure – Correct deviations from desired value Best outcome is the expected product

Reliable, Predictable Process Goal driven Decisions based on (customer) value Cost and time constraints (targets) Generate the most value given the constraints Effects of uncertainty minimized (not gone)

Dependable Progress Reporting Short iterations with tangible deliverables – Focus on progress – Pass/fail reporting – Decisions to adapt Individual accountability Transparency Customers – report on value Stakeholders – report on constraints

The map is not the territory: Lewis and Clark Expedition January 1803 – Budget $2,500 – Schedule 2 years September 1806 – Final Expenses $38,000 – Final Schedule 3 years Clark estimate of distance 4162 miles – Actual distance within 40 miles

Leadership Agile projects have less structure and require more leadership A good leader may be a poor manager A good manager may be a poor leader Agile project leaders balance freedom and structure

Inspirational Leaders Leader’s goals – Energizing – Compelling – Clear – Barely feasible People motivate themselves People feel encouraged to innovate

Culture of Innovation Time to think (dream) Recognition and reward for innovation History of embracing innovation Flexibility – Few rules, little structure – Few barriers to action – Focus on goals and constraints

Culture of Collaboration Rapid sharing of ideas – Models, prototypes, simulations, demos Open, shared space Diversity – Skills, backgrounds, viewpoints Little recognition of hierarchy or past practice Feel they can go get or do what they need

Adaptive Team Members The right stuff – Technical skills – Experience – Behavioral traits (accountability, self-discipline, interaction, respect for others) Diverse combination Group chemistry – Willingness to remove someone

Adaptive Team Environment Self-organizing, not self-directed Clear vision, constraints, role of team Interaction within, communication without Participatory decision making

Simplification Simplicity enables speed and innovation Simple, vision-driven rules (p. 73) Barely sufficient methodology – Documentation – Compliance activities

The Goal: Agile Behavior Thinking Acting Interacting