apm - sanjiv augustine PDF
Preview apm - sanjiv augustine
Introduc)on to Agile Project Management Delivering Customer Value with Speed, Economy & Quality Sanjiv Augustine, LitheSpeed PMI Northern Italy Chapter, Milan September 28, 2007 Agenda • Why APM? 05 Minutes • What is APM? 25 Minutes o History of Agile and Lean o The Agile Landscape o Key Agile Principles o Key Agile Practices o Complexity Theory Distilled o Adaptive Project Model o The Agile Manager’s Role o Transitioning to APM • Managing Agile Projects – APM Prac7ces 50 Minutes o Organic Teams o Guiding Vision o Simple Rules o Open Information o Light Touch o Adaptive Leadership • Discussion 10 Minutes Why APM? Increased Consumer Expecta)ons As consumers today we want and expect innovative products: faster, cheaper and with better quality than those we’ve seen in the past. Increased Work Pressure As knowledge workers, our business tools have improved our capability to be productive, raising work expectations. Misaligned Expecta)ons However, s s r n n eo so Instead of this… m) es) ua na sct sict ne ue Productivity driving Customer value op Bp Cx x E E s r n eo We usually get this… m) ua t sc ne Misalignment of Value deUinitions op Cx E s E Or all too often, this. r n x eo pB m) eu nsuecta cta)sine Orthogonal opposition to Customer Value op oss Cx n E s What is APM? History of Agile & Lean History & In9luences Evolution Early 1990s Early 1900s • Crystal Methods • Walter Shewhart: Plan‐Do‐Study‐Act, SPC • Lean Software Development Mid 1900s • Dynamic Software Development Method • Edward Deming: SPC, TQM (DSDM) • Toyota: Toyota Production System (TPS) Mid 1990s • Feature Driven Development (FDD) • Peter Drucker: Knowledge Worker • eXtreme Programming (XP) Late 1900s • Adaptive Software Development • Womack and Jones: Lean Thinking 2001: Manifesto for Agile Software • Eli Goldratt: Theory of Constraints Development • Tom Gilb: Evo • http://www.agilemanifesto.org 2005: Declaration of Interdependence • The Toyota Way • http://www.pmdoi.org/ The Agile Landscape Agile Methodologies Corporate IT Leading Second Wave of Agile Adop7on • eXtreme Programming Agile soAware development processes are in use at Kent Beck, Ward Cunningham, Ron Jeffries 14% of North American and European enterprises, • Scrum and another 19% of enterprises are either interested Ken Schwaber and Jeff Sutherland in adop)ng Agile or already planning to do so. • Crystal Methods Alistair Cockburn Early adopters of Agile processes were primarily small • Feature Driven Development high‐tech product companies. But a second wave of Jeff DeLuca adop)on is now underway, with enterprise IT shops • Dynamic Systems Development Method taking the lead. DSDM Consortium These shops are turning to Agile processes to cut )me‐to‐market, improve quality, and strengthen their Agile Management Frameworks rela)onships with business stakeholders. • Agile Project Management Jim Highsmith, Sanjiv Augustine Carey Schwaber, Forrester Research • Agile Management Nov 30, 2005 David Anderson • eXtreme Project Management Rob Thomsett, Doug DeCarlo Key Agile Principles Key Agile principles are: Delivering Customer Value with Agile Project Management • Focus on Customer Value – Align project, product and team visions to The right product, at the right >me, deliver better product quality – faster for the right price. and cheaper. • Small Batches Create a Ulow of value • Higher Quality: “Designed‐to‐fit” to customers by “chunking” feature product with flexibility to change. delivery into small increments. • Increased Throughput: Itera)ve • Small, Integrated Teams Intense and incremental project and collaboration via face‐to‐face product “chunks” with earlier value communication, collocation, etc; delivery. diversiUied roles on integrated, self‐ organizing, self‐disciplined teams. • Reduced Waste: Lean, efficient • Small, Continuous Improvements – processes with lower costs and Teams reUlect, learn and adapt to higher produc)vity. change; work informs the plan.
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