1. … but far from every time
AGILE
… but far from every time

2. WHO AM I? 20 Years proffesional PM Experience IT Media Automotive
Johnny H.G. Ryser
Vice President, Partner MBA, MA Industrial IT, Prod. Eng.
20 Years proffesional PM Experience IT
Media
Automotive
Windpower
Engineering
Mission:
To help people release their highest potential

3. HAVE YOU ANY EXPERIENCE WITH WEBINARS?

4. INTRODUCTION TO OUR WEBINAR TECHNOLOGY

5. So what is Agile PM?

6. What experience do You have in agile?

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

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

9. 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)

10. 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)

11. 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

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

13. 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

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

15. SO THESE CRITICAL SUCCESFACTORS ARE GLOBAL!

16. LETS GO A LITTLE DEEPER

17. 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)

18. THE AGILE MANIFESTO
Project
People
Proces
Product

19. HOW TO CHOOSE?
PEOPLE
DYNAMICS
CULTURE
SIZE
RISKS

20. 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.

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

22. DYNAMICS
Agile
Plandriven
% Requirement changes/mdr.

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

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

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

26. CHOICE OF METHOD
Source: ”Balancing agility and discipline”

27. 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

28. 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

29. RISK BASED TAILORING

30. RISK BASED TAYLORING
Serious risks
Very
Manageable
risiks

31. Some battle field reflections

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

33. 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

34. 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: