Agile = scrum = no Project Managers!
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Agile = scrum = no Project Managers!
- 1. Agile = Scrum = No Project Managers! Darren Wilmshurst ACIB CITP MBCS
- 4. 4 What about you? Your experience with Agility 1 = Very Little Experience/No Experience 2 = Some Experience 3 = Experienced 4 = Very Experienced 5 = Expert
- 5. 5 Why agile? Source: https://www.startwithwhy.com/ Simon Sinek - Golden Circles HOMEWORK
- 6. 6 Where is you pain?
- 7. 7 Mindset Values Principles Practices Tools & Processes We use JIRA We do stand-ups We are co-located We do just enough documentation Trust What is agile? More visible, less powerful Less visible, more powerful
- 8. 8
- 9. 9 Mindset Values Principles Practices Tools & Processes Agile manifesto Source: http://agilemanifesto.org
- 10. 10 12 Principles of the Agile Manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of business value. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver business value 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. … Mindset Values Principles Practices Tools & ProcessesSource: http://agilemanifesto.org
- 11. 11 12 Principles of the 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. Business value 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. … Mindset Values Principles Practices Tools & ProcessesSource: http://agilemanifesto.org
- 12. 12 12 Principles of the 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 behaviour accordingly. Mindset Values Principles Practices Tools & Processes
- 14. 14 Agile is not only scrum Source: ht©2016 VersionOne, Inc. All rights reserved. State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
- 15. 15 Definition of Scrum Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is: Lightweight Simple to understand Difficult to master The Scrum Guide © 1991-2014 Ken Schwaber and Jeff Sutherland, All Rights Reserved
- 16. 16 Sprint 24 hours Product Backlog Anyone can contribute Ordered by Product Owner Sprint Backlog Backlog tasks expanded by team Potentially Shippable Product Increment Daily Scrum Meeting Scrum: workflow
- 17. 17 Development teamProduct owner One person decides No dependencies No special roles 1 month or less Value hypothesis Value* 9 people or less ScrumMaster Owns the process DEMON: Why is scrum hard? Dependency free Everybody is ‘developer’ Month or less One product owner Nine people or less
- 18. 18 Scrum Components Scrum Events The Sprint Sprint Planning Daily Scrum Sprint Review Sprint Retrospective Scrum Artifacts Product Backlog Sprint Backlog Increment Plus ... Progress Monitors Scrum Team Product Owner ScrumMaster Development Team
- 19. 19 OODA
- 21. 21 What about Multiple Teams Long lived teams. Long lived products. Spot the Project Manager?
- 22. 22 The role of the Program Manager • Program Manager coordinates the three leadership teams to collaborate. • Establishes the annual calendars for iterations and releases • Facilitates release planning readiness; Vision, Backlogs and Events • Assists with program execution and feature completion tracking • Facilitates Scrum of Scrums • Escalates impediments and manage risks • Works with Product, Delivery and Architecture teams to help assure strategy and execution alignment • Reports status • Drives program-level continuous improvement via Inspect and Adapt workshops and constant demonstration of Kaizen mind • Encourages team and program level Quality Practices and Communities of Practice • Participates in enterprise Program Management improvement and standardisation activities Source: http://www.disciplinedagiledelivery.com
- 24. 24 Role of the RTE 1. Manage and optimize the flow of value through the program using various tools, such as the Program and Value Stream Kanbans and information radiators 2. Establish and communicate the annual calendars for Iterations and Program Increments (PI) 3. Facilitate PI Planning readiness via fostering the preparation of Vision and Backlogs , and via Pre- and Post-PI Planning, and via Pre- and Post-PI Planning meetings. 4. Facilitate PI planning 5. Aggregate Team PI Objectives into Program PI Objectives (the RTE) and publish them for visibility and transparency 6. Aggregate program PI objectives into Value Stream PI Objectives (the VSE) and publish them for visibility and transparency 7. Assist with execution and Feature/Capability completion tracking (see Metrics) 8. Facilitate periodic synchronization meetings, including the ART sync at the Program Level and the VS sync at the value stream level 9. Assist with economic decision-making by facilitating feature and capability estimation by teams and roll-up to the value stream level and Portfolio Level 10. Escalate and track impediments 11. Encourage the collaboration between teams and System and Solution Architects, Engineering , and User Experience 12. Work with Product Management, Product Owners, and other value stream stakeholders to help assure strategy and execution alignment 13. Help manage risks and dependencies 14. Report status to Program Portfolio Management and Release Management and supports related activities 15. Understand and operate within the ART Budget 16. Provide input on resourcing to address critical bottlenecks 17. Attend System Demo and Solution Demos 18. Drive continuous improvement via Inspect and Adapt workshops; assess the agility level of the program/value stream and help improve 19. Encourage Team Level, program level, and value stream level Continuous Integration and Communities of Practice around SAFe, Agile, and Lean and around Engineering and Quality Practices 20. Coach leaders, teams, and Scrum Masters in Lean-Agile practices and mind-sets
- 25. 25 Which way do I turn?
- 26. Unique in supplying certified training, coaching & talent via culture and agile practices. www.radtac.co.uk
Notas del editor
- Take a moment to imagine if you you and a few friend were to create a start-up: Sit together Lots of f2f communication Create something of value quickly SCRUM does create an environment a bit like a start-up AND IT WORKS One person decides 9 people of less Value created in less than a month No dependencies (good luck with that one) No PROJECT MANAGER but PROJECT MANAGEMENT occurs: Removing impediments Communication progress Managing stakeholders Ensuring project meets objectives In this model everyone outside the team is an impediments
- Bruce Tuckman’s 1965 group development stages. Forming – the group is formed Storming – the group member jostle for position in the group Norming – the group settle into a way of working Performing – some groups reach the high performing state To allow a team to reach its Performing stage capabilities, it is fundamental that the teams works together and is stable for as long as possible. Every time anything changes in the teams’ composition or nature, the team will spend time revisiting the previous stages. It is natural to see teams that are exhibiting elements of all stages, with one of the being the most dominant stage. Many teams encounter fairly regular changes in their environments and, as a result, they may never be able to advance past the Storming and Norming stages.
- Technical management activities – ceremonies, planning, estimating