The document discusses how the future of project management is agile due to changing requirements in projects. It provides three key points:
1) You can deliver fixed requirement projects using agile techniques but cannot deliver variable requirement projects using traditional techniques.
2) Agile provides tools, structure, culture and discipline to embrace changing requirements, which is increasingly important due to business changes and evolving understanding.
3) Core agile practices like breaking requirements into small pieces, prioritizing based on business need, and delivering working functionality frequently allow projects to better adapt to changing needs.
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The Future of Project Management is Agile
1. The Future of Project
Management
Changing the change function
2.
3. A Provocation….
You can deliver
a fixed requirement project using Agile techniques
You can’t deliver
a variable requirement project using traditional techniques
Therefore the future of project management is Agile
5. Change Controls
Requirements
Time Cost Requirements
Time CostFixed
Variable
Construction / Infrastructure Business Change / Software
Agile provides tools, structure, culture and
discipline to embrace change in
requirements
6. Core Agile Practices
Break requirements into small pieces
Prioritise these requirements
according to the business need
Deliver “go-live-able” functionality every 2-6 weeks
Collaborative team
Combining business and technical resource
Regular and frequent feedback
within the team and from “business as usual”
7. Why Agile?
• Requirements can and
should change
• “I’ll know it when I see it”
IKIWISI
• Better return on investment
• Deliver business benefit
quickly
• Hit deadlines
• Project can be seen to be
delivering / on track
• De-risks implementation
Agile RoI
Waterfall RoI
11. Where do I start….?
Collaboration
Requirements into User Stories
Defining and automating tests
Deployment
Scaling to Programmes and Portfolios
Operating in a traditional environment
Procurement and contracts
13. Scrum focuses on culture…
Simplicity
Collaboration
Self-organising teams
Breaking down hierarchy
A single voice to represent end-users
Minimising documentation
A belief that traditional project management practices stifle
creativity, delivery and good software engineering
A desire that the opinions of software engineers
are listened to
…a little narrowly
14. Culture changes
Eliminate false certainty
Embrace transparency
Collaboration
Bring IT and Business together
Appropriate delegation & empowerment
Minimise bureaucracy
Encourage team & organisational learning
Personal mastery & discipline
Agile is part of and supports the broader change
needed for high performing organisations
15. Core Assumption
“Regardless of what we discover, we
understand and truly believe that everyone
did the best job they could, given what
they knew at the time, their skills and
abilities, the resources available, and the
situation at hand”
17. Where do I start….?
Culture change
Meta-methodology
Collaboration
Requirements into User Stories
Defining and automating tests
Deployment
Scaling to Programmes and Portfolios
The Future of Project
Management
19. This presentation was delivered at an
APM event
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Notas del editor
In many project management texts, the authors will talk about the time / cost / quality triangle of variables that a project manages. In reality there is an implicit assumption that the features are fixed. This is because it is a valid assumption in most construction projects and this is where the project management discipline emerged from. However this is not a valid assumption of “stranger” projects. In fact the whole point of software is that it is relatively easy to change. This is also true of business change projects, part of the issue is defining how far the scope of them will run.
So if you want to deliver on-time and to budget (and let’s assume that quality is actual a facet of requirements), then all you can do is vary the features or put a significant amount of contingency into the project, which effectively put up the costs / wastage.
At a conceptual level this seems relatively simple, but it does mean a 180 degree shift in thinking about how to deliver projects. Take one example, have you ever tried to fix an endpoint in a task or project in MS Project; it is almost impossible to do
To answer the “Why Agile?” question it is as simple as “If you want to deliver business benefit inside 6 months then you are fixing time”.You probably want to fix cost and quality as well in any well managed organisation. This is the Agile approach; because you can’t fix all aspects of a project without massive contingency (effectively putting the costs / wastage up) you have to vary the features. Many studies have highlighted that most of the features in an IT system are not used so focus on just the ones the deliver most business benefit.
Top two requirements management
Bottom 3 about improving feedback cycles
Estimation Risk
At the beginning estimates are just educated guesses
Delivery every 2-6 weeks lets us know how accurate our guesses were
Plans improve; expectations on delivery managed better
Changing Req Risk
The business environment does not stand still while the project is in progress
Breaking down requirements into small pieces and prioritising them means that change can be easily accepted
Delivery every 2-6 weeks allows users “IKIWISI”; spot what they’ve missed
Delivery every 2-6 weeks means that the project can be stopped at any point and the value up to that point is not wasted
Integration Risk
There are always wrinkles in moving into “Business as Usual”
Earlier we find these out the easier it is to manage expectations
Testing Risk
A big test phase at the end of a project will always be squeezed by deadlines
Testing and acceptance every 2-6 weeks means problems are spotted early
Testing small pieces of functionality at a time reduces complexity and increases focus
Key Person Risk
Good people want to be part of and stay in good agile projects. Why?
Because they are valued; their opinions sought and listened to
Because the project delivers regularly; seen to deliver value
Because they interact with the real users of the solution
Appropriate level of bureaucracy
For those not familiar with Agile / these terms don’t worry about it too much
Stuff that the methodologies don’t really provide too much guidance
Most widely adopted Agile method
Simplest way to get started with Agile
Scrum primary focus is on culture
“The geeks will inherit the earth!!”
How many organizations are talking about these? But how are they actually going to do it
Underlying culture
Retrospective Prime Directive
Iterative
Typically start with engineering….
….Governance gets in the way & needs aligning
… root cause - Cultural mis-alignment