1. Project Management  Quality Management Getting Started

2. Things to Consider before getting Started  Management Support  Strong and Experienced Leader(s)  Picking the right project as a proof point  Providing the right education, tooling and governance  Ability to allow change to occur  Keep it Simple

3. Before Sprints Begin Release Planning:  Product Backlog (Epic User Stories)  Release Themes  Release Backlogs (User Stories) Iteration/Sprint Planning  Sprint Backlog  Information Radiator

4. Release Planning Form User Story Team to create Product Backlog:  Develop Release Themes  Create Epic User Stories for each release Or:  Create Epic User Stories for Product  Put EUS into releases  Define Release Themes

5. Release Backlog For Next (or next two) releases:  Break Epic User Stories into User Stories (by User Story Team)  Estimate the Story Points for each user story (by Cross-discipline Scrum Team)  Scrum Team determines “Done, done, done” for each user story

6. Release Backlog For Next (or next two) releases:  On 3x5 Sticky Notes: User Story Acceptance Criteria (record elsewhere) Business Value (High, Medium, Low) Differentiating or Parity Story Points

7. Release Backlog Prioritize based on:  User stories of highest business value to stakeholders  Risky user stories for development (technology challenges, size of work required, etc.)  Installation  working installer early in cycle allows all teams to move faster  Migration often difficult to build, and is usually critical to customers

8. Risk can be an important deciding factor… AvoidDo First Do SecondDo Last Business Value Risk

9. What’s Business Value?

10. Benefits Value Calculation Costs calculation

11. Business Value Benefits Value Calculation Costs calculation

12. Business Value Guess Value Calculation Estimate calculation

13. Trust any help?

14. Market Differentiating High Low Mission Critical Low High

15. Market Differentiating High Low Mission Critical Low High Innovate

16. Market Differentiating High Low Mission Critical Low High Innovate Parity

17. Market Differentiating High Low Mission Critical Low High Innovate Parity Partner?

18. Market Differentiating High Low Mission Critical Low High Innovate Parity Partner? Who cares?

19. Business Value Purpose Value Calculation Costs and Benefits calculation

20. other considerations ?

21. time to market

22. risks

23. Collaboration Model flexibility

24. team size and experience market uncertainty domain knowledge team capacity technical uncertainty external dependencies

25. Business Value Purpose Costs and Benefits Considerations

26. Purpose Value Calculation Costs and Benefits Considerations

27. conversation

28. resolve differences

29. group into high – medium - low

30. For every sprint …

31. Sprint Planning  Identify a Sprint goal  Select highest priority User Stories from Release Backlog to reach that goal  Product Owner works with scrum team to select user stories from the product backlog for each iteration

32. Sprint Planning  Team may want to break down stories into:  Smaller User Stories  Or Tasks (all tasks must be done to demo User Story)  Place all sprint stories onto the Information Radiator under Work Planned column

33. Transaction Costs add what to make better decisions ?

34. at the end of the iteration

35. now you can ask…

36. Do we have enough business value to go to market?

37. Should we continue?

38. If so, what goes in the next iteration?

39. Agile Project Management Tips

40. Key Characteristics of Successful Agile Projects Short, Stable, Time-Boxed Iterations Stakeholder Feedback Self-Directed Teams Sustainable Pace

41. Agile Project Management Tips  Expect the teams to over estimate in the first few sprints  It will take about 5 sprints to develop a cadence  Teams make take on too much after some time

42. Project Management How Do We Deliver? None of us are as smart as all of us. - Japanese Proverb

43. Leading Agile  Collaboration Model  Collaboration Process collaboration model

44. Project Management  Quality Management create an open environment

45. fosters creativity and innovation, team commitment and ownership encourages ideas

46. fosters creativity and innovation, team commitment and ownership encourages ideas what makes it open ?

47. open environment right people

48. bring the right people together from the entire enterprise customers marketing sales finance technology manufacturing stakeholders

49. open environment right people foster innovation

50. Trustworthiness stimulate creativity through collaboration process

51. open environment right people foster innovation step back

52. and let them work

53. open environment right people foster innovation step back

54. Project Management  Dependency Management collaboration process

55. agree to goals and objectives

56. brainstorm

57. group in silence

58. prioritize based on business value

59. Purpose Considerations Costs and Benefits Business Value Model

60. individuals volunteer for what and by when

61. team defines success

62. team decides how to hold each other accountable

63. Project Management  Risk Management trust First !

64. Leadership Role Suspicion is a permanent condition. - Marcus Buckingham

65. fail early … fail fast fall forward remove all blame

66. free team to question, analyze and investigate

67. discovery the opposite of control is

68.  Architecture Blueprint  Outside-in Development  Agile / Lean approaches  Modeling and Componentization  Fostering Communities and sharing Best Practices  Discipline, adaptive development approaches  Continuous stakeholder feedback to understand changing needs  Time-boxed iterations  Eliminate waste, increase visibility  Tools, not Rules  Community source  Shared asset repository  Best practices  Common components  Clearing House for dependency management  Educate, Enable and Empower  Lightweight central governance mechanisms  Development Steering Committee  Architectural Board  Culture of sharing and reuse  Developer Web site  Centralized development services Sound Development Governance Principles Enable for Success Execute Agile / Lean for Productivity Guiding Principles for Software Development + + + + = = Best Practices

69. Practice Lean Principles Eliminate Waste Value Stream Maps Build Quality In Low Technical Debt Defer Commitment Set-Based Design Deliver Fast Queuing Theory Focus on Learning Product Process Respect People Teams Optimize the Whole Systems Thinking With Thanks to Mary & Tom Poppendieck

70. Project Management  Quality Management Getting Started Summary

71. Agile Project Management Sources Agile Project Management, Jim Highsmith

72. Collaborative Leadership Sources http://www.accelinnova.com

73. Summary

74. Agile Defined… Uses continuous stakeholder feedback to deliver high-quality, consumable code through user stories and a series of short, stable, time-boxed iterations.

75. Agile Is…  Iterative, typically time-boxed as short iterations  About frequent, even constant validation with stakeholders  Highly-focused on mitigating risks  Adaptive; comfortable with–and even embracing–change and reprioritization  Communication-intensive (e.g., daily Scrums)

76. Agile Is…  Aimed at making incremental progress: working software is the measure  Deliberate about reflecting on what works and what doesn’t  Disciplined, scaleable, and even workable across sites

77. Leadership Role A good agile project will build something that meets customers needs but may be different from original plans.

78. Leadership Role Agile is continuous learning and adaptive planning.

79. Agile Advantages  Continuous and frequent delivery of working and valuable product features  Adapt to changing requirements  Daily and direct communication between business and development  Teams work at a sustained pace  Teams learn from their successes and failures  Simplicity in design and execution

80. Iterate  Timebox in which whole features of value are delivered  Allows team to respond to changes in business  Allows quicker realization of value from the project  Provide feedback loops to measure progress  Keeps project close to delivery  Ensures that valuable functionality is developed first

81. Scrum on a Page Roles Product Owner Scrum Master Team Stakeholders Artifacts Meetings Product Backlog Release Backlog Sprint Backlog Blocks List Information Radiator Sprint Plan Meeting Daily Scrum Sprint Review Meeting Release Plan Meeting

82. Purpose Value Calculation Costs and Benefits Considerations

83. Agile References  What Is Agile Software Development? Jim Highsmith, CrossTalk, the Journal of Defense Software Engineering  http://www.agilealliance.com/articles  The New Methodology, Martin Fowler http://martinfowler.com/articles  Publications: accelinnova.com/publications.html

84. Agile Sources http://www.infoq.com

85. accelinnova.com evolutionarysystems.net collaborativeleadership.com +1. 801. 209. 0195 p2@ppixton.com Pollyanna PIXTON