There has been a lot of interest about Agile in recent years, mainly due to the success in the IT industry; however there is a lot of interest in applying the Agile methods to other types of environment, not just IT.
This conference uncovered some of the myths around Agile, discussed how Agile can be scaled to large complex projects, looked at case studies, talked about Lean Agile and fed back what governments think about Agile.
The presentations sparked some interesting debates, even between the speakers, but soon some common themes started to emerge from each of the presentation.
Agile is not a methodology – it is a way of thinking. There are Agile methods, ranging from project management methods to software development methods but the agile manifesto, which was mentioned almost be every speaker, does not actual prescribe anything.
Being agile is not an excuse to avoid doing things, like planning and risk management. Being agile has a lot of parallels to Lean – you do what needs to be done, no more and no less.
Agile is not new, Julius Caesar used agile, he just did not call it agile. There are a number of companies and projects who are agile, but did not realise it and jumped on the band wagon when a name was given to their behaviour.
Agile is about giving your customer what they want, regardless of what it says in the contract - they have the right to change their minds. Agile is about people and collaboration, not the processes or tools although these do help to be more agile.
After lunch, we had a presentation from Project Place and learnt about their latest collaboration tools, including KANBAN boards. The idea is not new, Toyota have been using them for decades, but they have been given a new digital face lift.
Finally, thank you to our sponsors Project Place, DSDM and APMG, to the speakers for giving up the valuable time for free, and to Anna and Nigel for their support in pulling the event together.
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Agile works
2
• Small multi-functional team
• Work together
• Easily Communicate
• Empowered
• Focused on outcome
• Iterative and incremental
approach
• Business closely and
continuously involved
• Good product results
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Complexity
3
• Part of a bigger whole
• Value against other
initiatives
• Many more activities
have to be done
• Business Processes
• Infrastructure
• Location
• Benefits realisation
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Design and Architecture
2
• Enough up-front design
• Desired business
structure
• TOPI
• Everyone knows where
they are
• Flexible
• Evolves, with the
agreement of all
stakeholders
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Design and Architecture
2
• System Architecture
Definition Produced in
Project Foundations and
evolves through project
• For large, transformational
programmes, Business
Architecture Model
produced in Programme
Foundations
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Vision and Planning
2
• Everyone understands purpose
and business opportunities
• Informed decisions that move
towards to vision
• What is important / has to be
done before something else?
• How can incremental benefit be
achieved?
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Vision and Planning
2
• Business Vision, Business Case
and Delivery Plan produced in
Project Foundations
• For large transformational
programmes, Business Vision,
Business Case, Benefits
Realisation Plan and Roadmap
produced in Programme
Foundations
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Governance and Culture
2
• Clear governance strategy
• Understand business
priorities
• Give up projects for
greater good
• Decisions at lowest
possible level
• Prioritise benefits
• Prioritise requirements
• Fast and efficient
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Gated Review Processes
Typical Gates
1. Permission to
investigate an idea
2. Permission to build
a Business Case
3. Business Case
approval – go ahead
4. Permission to test
deliverables
5. Permission to
deliver
6. Project closure
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Communication
2
• Teams take responsibility
• Provide Information
• Get Information
• See Potential Problems
• Leaders Facilitate
• Understand Each Team
• See Potential Problems
• Facilitate Conversations
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Summary
4
• Scaling Agile is possible – but not how we
think
• Learn from natural world
• The four themes
• Design and Architecture
• Vision and Planning
• Governance and Culture
• Communication
19. This presentation was delivered at an
APM event
To find out more about upcoming
events please visit our website
www.apm.org.uk/events
Notas del editor
NEVER Gate 4
Talk through diagram explaining gates (and process VERY quickly), include where gates 2 and 6 would occur.
Highlight that this enables benefits management during the life of the project and cover points in the Benefits Management section:
Business Case incrementally improved – power tool for PMO to manage portfolio
Need to think about how this impacts on the traditional projects. Their BCs may not be so easily updated once the project is started.
Can stop an Agile proj more easily (need swift decision making) and more beneficial work undertaken.
BC reviewed at every gate 5
Benefits from early incs justify later incs
Ben mgmt process for programmes which usually justify bens during their lifetime could be adapted.
Bounding Box could be used instead of the BC approach. – Basically mgmt by exception – mgmt regularly checks that the team stays within the boundaries.
Explain SCRUM team.
Explain how this can fit into DSDM model.