Project management the agile way : making it work in the enterprise

371 Pages·2010·3.18 MB·English

by  Goodpasture

Project
Management
Agile Way
the
Making it Work in the Enterprise
John C. Goodpasture,
PMP
Copyright ©2010 J. Ross Publishing, Inc.
ISBN 978-1-60427-027-3
Printed and bound in the U.S.A. Printed on acid-free paper
10 9 8 7 6 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Goodpasture, John C., 1943-
Project management the agile way : making it work in the enterprise / by John
C. Goodpasture.
p. cm.
Includes index.
ISBN 978-1-60427-027-3 (hardcover : alk. paper) 1. Project management. I.
Title.
HD69.P75G6655 2010
658.4’04--dc22
2009045639
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Dedication
To Emma, Zoey, and Luke who helped press the keys!

Contents
Acknowledgment ................................................................................................ix
Introduction .......................................................................................................xi
Chapter 1 A Quick Read ....................................................................1
A Short History Provides Context .................................................................2
Agile Manifesto and Agile Principles Set Up Agile Methods ..........................4
Project Development Lifecycle Covers Business
Case-to-Business Delivery .........................................................................6
Some Terminology to Make the Reading Easier ...........................................11
Plan-driven Provides Lessons Learned..........................................................12
Four Agile Methodologies Are Representative .............................................17
The Spiral Methodology Is a Risk Reducer ..................................................24
Summary and Takeaway Points ....................................................................30
Chapter 2 The Agile Business Case ..................................................35
The Business Case Adds Value to the Project ...............................................35
Business Value Models Are the Setup for the Business Case ........................40
Project Balance Sheet Helps Communicate with the
Business Decision Makers ........................................................................45
The Agile Business Case Is Built by Levels ...................................................50
Summary and Takeaway Points ....................................................................58
Chapter 3 Quality in the Agile Space ................................................61
Quality Is Built Around Values, Principles, and Practices .............................62
Thought Leaders Set Up Agile Quality Values and Principles ......................64
Quality Values and Principles Are Planned into the Agile Methods .............71
Summary and Takeaway Points ....................................................................79
Chapter 4 Managing Test ..................................................................81
Principles and Practices Guide Testing-in Quality ........................................81
Test-driven Development Is the Starting Point ............................................83
Test Planning Is Essential to Good Test Metrics ...........................................89
Testing by Sampling Conserves Time and Money ........................................99
v
vi Contents
Testing a Hypothesis Builds Confidence ....................................................104
Summary and Takeaway Points ..................................................................106
Chapter 5 Developing the Scope and Requirements .......................109
The Most Affordable Scope Is a Best Value ................................................110
Vision Is the Beginning ..............................................................................112
An Agile Partnership with the Customer Is Built on
Rights and Responsibilities ....................................................................114
There Is a Process for Requirements ..........................................................116
Teams Work with Stories, Models, and Prototypes .....................................121
WBS Is a Tool for Organizing Scope ..........................................................124
Manage Scope Emergence with the Planning Horizon ...............................130
Summary and Takeaway Points ..................................................................134
Chapter 6 Planning Cost and Schedule ..........................................139
It’s Agile! Why Plan? ..................................................................................139
Make Agile Plans for Agile Projects ............................................................146
Time Boxes Are the Building Blocks of Schedules in the Agile Space ........154
Summary and Takeaway Points ..................................................................161
Chapter 7 Estimating Cost and Schedule .......................................165
The Character of Estimates Affect Predictability .......................................166
Scope, Complexity, and Velocity Drive All Estimates ................................174
Summary and Takeaway Points ..................................................................183
Chapter 8 Teams Are Everything ....................................................187
Teams Are Formed from Social Units.........................................................188
Principles and Values Guide Teams ............................................................191
Teams Are Building Blocks in the Agile Project ..........................................195
Some Teams Work; Others Do Not ............................................................206
Matrix Management Manages Resources in the Agile Space ......................213
Agile Teams Recruit their Members ...........................................................216
Summary and Takeaway Points ..................................................................217
Chapter 9 Governance ....................................................................221
Governance Is Built on Quality Principles .................................................222
Governance Verifies Compliance ...............................................................231
Summary and Takeaway Points ..................................................................233
Chapter 10 Earning Value ...............................................................237
Defining Value ...........................................................................................238
Accounting for Value .................................................................................239
Earned Value Is Earning Back the Investment ............................................240
Contents vii
Value Is Earned at Every Agile Release ......................................................248
Plan, Do, Check, and Act at Every Release .................................................254
Summary and Takeaway Points ..................................................................259
Chapter 11 Scaling Up and Contracting .........................................261
Scale Amplifies Every Problem ..................................................................261
Networks Enable Large Scale .....................................................................267
Virtual Teams Expand Throughput ............................................................270
Agile-by-Contract Enables Scale ................................................................272
Summary and Takeaway Points ..................................................................280
Chapter 12 Benefit Realization .......................................................283
Benefits Are Part of the Plan ......................................................................283
Measuring Results Drives Improvements ...................................................288
Summary and Takeaway Points ..................................................................295
Appendix I Methodologies ..............................................................297
The SCRUM Methodology Is Management-centric ...................................297
Extreme Programming Is Disciplined .........................................................302
Crystal Methodology Is Human Powered ...................................................310
EVO Methodology Is PDCA-centric ..........................................................316
Summary and Takeaway Points ..................................................................320
Appendix II Glossary .......................................................................323
References .................. ......................................................................331
Index .................. ...............................................................................337

Acknowledgments
There are many people to acknowledge who helped put this manuscript in a
readable form and who lent their time and energies to making it a better book.
Reading a draft manuscript is a challenge, and finding a way to tell the author
what has to be fixed is an art, but to the beta-book crew who worked along with
me, there is really no way to say thank you enough.
First, a tip of the hat to Andrew Willard, an experienced executive in infor-
mation technology (IT)—recently retired as Vice President for IT at Alternative
Asset Management—who writes game software as a hobby. Andrew read many of
the most difficult chapters and gave generously of his time to critique and cajole
and encourage a better product. Andrew first heard about the book during our
mutual trip to Costa Rica in the spring of 2009. He got right into the project
soon as we returned to the USA and provided inestimable help reviewing the
draft text.
Second, my colleague from Harris Corporation in Melbourne, FL, Dr. Ken
Ports, steeped in the science of project management and system engineering, pro-
vided valuable comments that I have incorporated throughout the text. Dr. Ports,
now Director of Strategic Operations at Quantum Technology Sciences, particu-
larly steered me straight on the chapters about quality and testing.
Karen Ellers, and Cathy Cortright, two terrific and experienced project man-
agers, with whom I have worked on various web projects and ERP projects for
Lanier Worldwide and Ricoh Americas Corporation, gave me many insightful
comments, as always.
My many colleagues at Lanier Worldwide provided numerous opportunities
to practice these ideas as Director of Development for E-Business and Lanier’s
web information portals. Bob Rhodes, as the Vice President and Chief Market-
ing Officer for E-business, ever demanding for customer value, patiently played
the role of executive sponsor while my development team, led by Tim Pattison,
worked out the kinks in agile methods.
ix