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Creating an Agile Cultural Transformation
Wayne R. Brantley, MS Ed, PMP, PMI-ACP, CSM, CSPO, ITIL, CPLP, CRP Certified John C. Maxwell Coach, Teacher, Trainer, and Speaker Prosci Change Management Practitioner EQi 2.0 Certified AVP of Professional Education Bisk
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Agenda Hour 1 – Agile and it’s beginnings
Hour 2 - Great agile benefits Hour 3 – Kidding!!!
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Agenda Culture What is Agile? Agile principles
Can agile work for curriculum design projects? Differences from traditional project management Agile roles, events, and artifacts Benefits of using agile Keys to agile success
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Let’s ask an expert – What is agile?
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Course Development
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Course Development
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Please raise your hand if you ….
Have ever had a project come in over budget? Have ever had a project come in late?
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Why do we still have projects that are over budget and late?
You are too smart and work too hard for these results! Do you agree? Companies have to change their culture to let people project manage
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Let’s go back and define Agile
Agile is a time boxed, iterative approach to incrementally implement a project
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When should you use Agile?
Answer these questions: Do you have complex products? Do you work in a changing environment? Do you have cross-functional teams? Do your teams collaborate?
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Then Agile is for you.
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Changing your project development approach will take a change in culture
Who likes change?
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The only person that likes change is a ……….
Wet Baby!
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Agile Evolved from software development
Breaks work into time boxed iterative deliveries of work Prioritizes work so that the most valued work is delivered first Continuous delivery
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Agile Agile is an umbrella term for a framework that refers to a group of methodologies Scrum is the most used Others include: Lean Kanban XP Crystal DSDM And others
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Agile Based on three pillars: Transparency Inspection Adaption
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The Agile Pyramid 4 Agile Values 12 Agile Principles
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Agile Values Agile Values Feb 2001 – Agile Manifesto
17 Agilistas meet at Snowbird Utah They were very smart
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Agile Values Agile Values Feb 2001 – Agile Manifesto
They were very smart
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Agile Values Agile Values Feb 2001 – Agile Manifesto
They were very smart Just how smart were they?
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Agile Values Agile Values Feb 2001 – Agile Manifesto
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Agile Values Agile Values Feb 2001 – Agile Manifesto The 4 Values
Most Important
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Important but not the focus
Agile Values Agile Values Feb 2001 – Agile Manifesto The 4 Values Most Important Important but not the focus
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Important but not the focus
Agile Values Agile Values Feb 2001 – Agile Manifesto The 4 Values Most Important Important but not the focus Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
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Important but not the focus
Agile Values Agile Values Feb 2001 – Agile Manifesto The 4 Values Most Important Important but not the focus Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
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Important but not the focus
Agile Values Agile Values Feb 2001 – Agile Manifesto The 4 Values Most Important Important but not the focus Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
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Important but not the focus
Agile Values Agile Values Feb 2001 – Agile Manifesto The 4 Values Most Important Important but not the focus Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
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Agile Manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project.
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Agile Manifesto 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
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Agile Manifesto 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
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Agile Manifesto Exercise
Identify in your area the replacement word for any reference to software in the Agile Manifesto.
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Differences from traditional project management
Traditional PM Agile PM Focus on processes and tools Focuses on team communication and interaction Anticipates limited changes and requires comprehensive documentation Places priority on developing products and/or solutions that will be progressively modified and improved Emphasizes the importance of contract negotiation and tasks delineated in the contract Emphasizes the importance of customer — project team collaboration and daily communication Works the plan; follows the plan to the end Features flexibility and response to change Minimize cost of workers for a task Treat workers as assets and not as costs
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Differences from traditional project management
Traditional PM Agile PM Focus on processes and tools Focuses on team communication and interaction Anticipates limited changes and requires comprehensive documentation Places priority on developing products and/or solutions that will be progressively modified and improved Emphasizes the importance of contract negotiation and tasks delineated in the contract Emphasizes the importance of customer — project team collaboration and daily communication Works the plan; follows the plan to the end Features flexibility and response to change Minimize cost of workers for a task Treat workers as assets and not as costs
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Differences from traditional project management
Traditional PM Agile PM Focus on processes and tools Focuses on team communication and interaction Anticipates limited changes and requires comprehensive documentation Places priority on developing products and/or solutions that will be progressively modified and improved Emphasizes the importance of contract negotiation and tasks delineated in the contract Emphasizes the importance of customer — project team collaboration and daily communication Works the plan; follows the plan to the end Features flexibility and response to change Minimize cost of workers for a task Treat workers as assets and not as costs
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Differences from traditional project management
Traditional PM Agile PM Focus on processes and tools Focuses on team communication and interaction Anticipates limited changes and requires comprehensive documentation Places priority on developing products and/or solutions that will be progressively modified and improved Emphasizes the importance of contract negotiation and tasks delineated in the contract Emphasizes the importance of customer — project team collaboration and daily communication Works the plan; follows the plan to the end Features flexibility and response to change Minimize cost of workers for a task Treat workers as assets and not as costs
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Differences from traditional project management
Traditional PM Agile PM Focus on processes and tools Focuses on team communication and interaction Anticipates limited changes and requires comprehensive documentation Places priority on developing products and/or solutions that will be progressively modified and improved Emphasizes the importance of contract negotiation and tasks delineated in the contract Emphasizes the importance of customer — project team collaboration and daily communication Works the plan; follows the plan to the end Features flexibility and response to change Minimize cost of workers for a task Treat workers as assets and not as costs
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Differences from traditional project management
Traditional PM Agile PM Focus on processes and tools Focuses on team communication and interaction Anticipates limited changes and requires comprehensive documentation Places priority on developing products and/or solutions that will be progressively modified and improved Emphasizes the importance of contract negotiation and tasks delineated in the contract Emphasizes the importance of customer — project team collaboration and daily communication Works the plan; follows the plan to the end Features flexibility and response to change Minimize cost of workers for a task Treat workers as assets and not as costs
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Methodologies All methodologies have lifecycles
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Lifecycles
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How’s your Karma?
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“Buddhist Monks in Sri Lanka say PMBOK Guide aligns with teachings”
Lifecycles August 2005 PMI Today – “Buddhist Monks in Sri Lanka say PMBOK Guide aligns with teachings”
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“Buddhist Monks in Sri Lanka say PMBOK Guide aligns with teachings”
Lifecycles August 2005 PMI Today – “Buddhist Monks in Sri Lanka say PMBOK Guide aligns with teachings”
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Lifecycles
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Lifecycles
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Lifecycles
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Lifecycles
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Lifecycles START DO FINISH
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Comparison of Agile and Waterfall Life Cycles
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Agile Roles Scrum Master Product Owner Team
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Agile Roles – Scrum Master
Scrum Master will facilitate the team Remover of the barriers (impediments) to the team’s work Servant Leader Encourages collaboration and open communication
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Agile Roles – Product Owner
Product Owner is the keeper of the requirements (backlog) Interface between the business and customer needs and the team Maintains the product backlog priorities Accountable for ROI
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Agile Roles - Team Self organized Cross functional 5 – 9 ideal size
N (N-1) / 2 Inspects and adapts Critical thinkers
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Agile Events Sprints Sprint Planning Daily scrum
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Agile Events Sprints – Timeboxed to less than 30 days (2 weeks recommended) Sprint Planning – team works to identify what will be delivered in this sprint Daily scrum – 15 minute meeting What was done yesterday/last meeting? What will be done today/next meeting? What obstacles are in the way?
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Agile Artifacts The Product Backlog The Sprint Backlog
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Artifacts - The Product Backlog
List of all the work Defines the scope of the project Customer requirements
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Artifacts - The Product Backlog
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Artifacts - The Sprint Backlog
Prioritized partial list of the work from the Product Backlog Work to be done in next 30 days 2 week intervals are better
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The Agile Process
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Benefits of using Agile
90% of teams have increased productivity 85% of teams have reduced defects 83% of teams have accelerated time to market 66% of teams have reduced cost
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Keys to Agile Success
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Keys to Agile Success Scrum Masters as Servant Leaders
They are there to enable the team Good facilitation skills
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Keys to Agile Success Product owners that know the product
Must understand the business Authority to make decisions on deliverables
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Keys to Agile Success Teams that are self-directed
Not all team members are comfortable doing this They need to know how to self-regulate
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Keys to Agile Success Report on benefits ROI Intangibles
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How do Agile and traditional project management compare?
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AGILE PM Product Owner Project Sponsor Scrum Master Project Manager
Development Team Project Team
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Product Owner Project Sponsor
Product Owner is the keeper of the requirements (backlog) Project Sponsor will enforce the business objectives Interface between the business and customer needs and the team Represents the business Maintains the product backlog priorities Chairs or provides change management oversite Accountable for ROI
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Scrum Master Project Manager
Scrum Master will facilitate the team Project Manager will coordinate and verify project team work Remover of the barriers (impediments) to the team’s work Coordinates project status Servant Leader Task Master Encourages collaboration and open communication Expects collaboration and communication
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Development Team Project Team
Self organized Silo (functional) and collaborate Cross functional Functional and cross functional 5 – 9 ideal size Ideal size 4 – 6 or as needed Inspects and adapts Corrects as needed
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Comparing Agile and Project Management Events
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Agile Events Project Events
Sprints – Time boxed to less than 30 days (2 weeks recommended) Work packages – 80 hours or less recommended Sprint Planning – team works to identify what will be delivered in this sprint Project planning - team works to identify what will be delivered in work packages Daily scrum – 15 minute meeting What was done yesterday/last meeting? What will be done today/next meeting? What obstacles are in the way? Scheduled meetings (Weekly, monthly, etc.) Reports progress to plan
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Agile Artifacts and Project Documents
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Agile Artifacts Project Documents The Product Backlog
List of all the work Defines the scope of the project Customer requirements Work Breakdown Structure Identifies all the tasks and activities Defines the scope of the work Customers requirements Sprint backlog Prioritized partial list of the work from the Product Backlog Work to be done in next 30 days 2 week intervals are better Work package Activities from the WBS 2 weeks or less
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Setting up an Agile Curriculum Design Team
Who do you need on a CD team? Program manager – 1 SME – 1 Curriculum Designer – 1 – 3 Media developer 1 - 3 Who else? Think cross functional
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Problems with ADDIE Nothing gets delivered until the end
Stovepipe processes Rework becomes inherent
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How much time does it take to develop one hour of instruction?
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Designing a 5 day course Day 0 Work Day 304
Course Request ADDIE Redesign/Update Designing a 5 day course Day 0 Work Day 304 Analyze Design Develop Implement Evaluate Study says for a traditional course it takes 38 hours for every one hour. 5 days = 40 hours x 38 hours = 1,520 / 5 (work days) = 304 days. Assumption 3 CD = 101 work days. Study says for a traditional course it takes 38 hours for every one hour. 5 days = 40 hours x 38 hours = 1,520 / 5 (work days) = 304 days. Assumption 3 CD = 101 work days.
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Designing a 5 day course Day 304 Day 0 Course Request ADDIE
Redesign/Update Designing a 5 day course Day 304 Day 0 Analyze Design Develop Implement Evaluate Study says for a traditional course it takes 38 hours. 5 days = 40 hours x 38 hours = 1,520 / 5 (work days) = 304 days. Assumption 3 CD = 101 days.
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Sprint 1 Sprint 2 Sprint 3 Feedback Client Review Adjust
Implement, feedback Prototype 1. CLO Implement, feedback Prototype 2. CLO Implement, feedback Prototype 3- ?. CLO Analyze Design Develop Implement Evaluate Feedback Adjust Client Review
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Summary Culture What is Agile? Agile principles
Can agile work for non-IT efforts? Differences from traditional project management Agile roles, events, and artifacts Benefits of using agile Keys to agile success
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Q & A Questions? Thank you –
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