Arbejd agilt med PRINCE2 Seminar 9. november 2016
AGILE ELLER PRINCE2?
Vandfald eller agile?
Vandfald eller agile? Waterfall
Vandfald eller agile? Waterfall Agile
Vandfald eller agile? Waterfall Fragile
Vandfald eller agile? Agile Waterfall Fragile
Vandfald eller agile? Agile PRINCE2 Waterfall Fragile
HVAD ER AGILE?
Hvad er agile? XP Collaborative Selforganising Scrum Kanban Customer focused Empowerment DSDM SAFe Trust Lean Prioritising Iteratively Burncharts Retrospectives Timeboxing User Stories Kaizen WIP Measuring flow
The Agile Manifesto Guidance reference: Figure 2.1
Waterfall or Iterative and Incremental
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The PRINCE2 Agile view Guidance reference: Section 2.2.1
Agile behaviours, frameworks, concepts and techniques Along with the agile frameworks there are a variety of behaviours, concepts and techniques that are seen as being part of the agile way of working Term Examples Similar terms for this Behaviours Concepts Being collaborative, self-organizing, customerfocused, empowered, trusting not blaming. Prioritizing what is delivered, working iteratively and incrementally, not delivering everything, time-focused, inspect and adapt. Kaizen. Limiting work in progress (WIP). Principles, values, mind-set Fundamentals Frameworks Scrum, Kanban, Lean, SAFe, XP Methods, models Techniques Burn charts, user stories, retrospectives, timeboxing, measuring flow. Practices, tools Guidance reference: Section 2.2.2, Table 2.2
Agile basics It can be viewed in many ways o Timeboxed approach for developing software o A collection of techniques o Using the Scrum framework. A basic Backlog and Sprint structure is commonly used Guidance reference: Figure 2.3
HVORNÅR BRUGER MAN HVAD?
Agile eller vandfald? It s the economy, stupid!
Udbytte Hvis agile er svaret, hvad er spørgsmålet? Hvordan kommer jeg hurtigst muligt højest op? Tid
Stacey matrix Far from agreement Anarchy WHAT Complex Close to agreement Simple Close to certainty HOW Far from certainty
Agile Nej Ja Kan du beskrive, hvad du vil have? Ja Vil det sandsynligvis ændre sig? Nej Vandfald
Waterfall candidates You can prepare highly defined and set requirements You have widely distributed teams You have a rigid corporate culture with high resistance to change Team members are struggling to become adjusted to the organization and the existing process High compliance regulations or government oversight Low risk of change Your current process is successful
Agile candidates Hard to define requirements Extremely strong possibility of change High risks A business need to produce a sellable product in increments A culture that is or is ready for collocated, cross-functional and dedicated team structure Team members willing to learn new processes Corporate culture is open to agile
Agil eller vandfald scorecard A B C D E F G H Hard to define requirements Highly defined and set requirements Strong possibility of project changes Low risk of project changes High risk possibility, high value impact Low risk possibility, low value impact Need to produce sellable product in increments Need to produce entire product before sale Collocated, cross-functional, dedicated team Distributed, siloed, fluctuating team Highly experienced/skilled team members Less experienced/skilled team members Team members willing to learn new processes Team members resistant to learning new processes Project managers willing to learn new processes Team members resistant to learning new processes I Management and corporate culture open to agile Rigid corporate culture J Highly competitive, fast paced, innovative market What we have now works fine K L Minimal compliance oversight High compliance oversight Management willing to hire an agile mentor Management insists everything must be done in-house 10 9 8 7 6 5 4 3 2 1 0
Agilometeren Nogle projekter passer til agile, nogle til vandfald Organisationer er også forskellige Bare fordi jeres projekt passer til agile, gør I måske ikke
The Agilometer
Eksempler fra offentlige IT projekter SKATs Et Fælles Inddrivelsessystem (EFI) o 6 års forsinkelse, budgetoverskridelse på mere end 300 Mkr. Arbejdsskadestyrelens it-system PROASK. o Proask blev startet op i 2008 og bliver droppet i 2014, omkostninger 283 Mkr. Politiets POLSAG. o Droppes i 2012 o Omkostning 500 Mkr. Digital tinglysning o 1,5 år forsinket, budgettet skredet 200 millioner kroner Forsvarets Daccis o Droppet efter 12 års ventetid, udgifter for 410 millioner Domstolsstyrelsens Civilstraffe o o Budget 80 millioner kr. Efter fire års arbejde lukkes projektet i 2008 grundet uenighed med it-leverandøren. Berlingske 14.09.2015
SKAL AGILE ALTID UNDERLÆGGES PRINCE2?
Projekter vs. daglig drift Guidance reference: Figure 1.1
Projekter vs. daglig drift Projekter Midlertidigt Teamet sættes sammen Svært En grad af usikkerhed Daglig drift Løbende Stabilt team Rutine En grad af sikkerhed
HVORDAN KOMBINERES PRINCE2 OG AGIL PROJEKTLEDELSE?
PRINCE2 Classic
Den agile PRINCE2-rejse
5 KONKRETE TIPS
Hvordan bliver vores traditionelle projekt agilt? Projekt Output Ny IT-løsning Resultat Hurtigere Færre fejl Udbytte Besparelse Øget kundetilfredshed
The Worry Curve
Fra slutprodukt til leverancemaskine U U U U R R R R O O O O Projekt
The Lean Startup method Build, measure, learn Create a minimum viable product (MVP) Fail fast Validated learning
Produktbaseret leveranceplanlægning Ny have Leg Terrasse Opbevaring Beplantning MVP F F F F R2 F F F R3 F F F
Epic Value Statement Template Epic value statement For <customers> who the is a that unlike our solution Scope In scope Out of scope Success criteria Non-functional <do something> <solution> <something the how> <provides this value> <competitor, current solution, or non existing solution> <does something better>
Fra berøringsangst til feedback loops U U U U R R R R O O O O Projekt
The feedback loop
Fra lange beslutningsprocesser til empowerment B B B Projekt Output Ny IT-løsning Resultat Hurtigere Færre fejl Udbytte Besparelse Øget kundetilfredshed
Niveauer, tolerancer og ændringer Slutprodukt Ny have Epic Produktgruppe Terrasse Theme Produkter Madlavning Feature Produkter Grillplads User story Aktiviteter Køre i Silvan efter Tasks
Project Board Behaviours Before 1. The project board receives written monthly highlight reports. 2. The project board has a monthly highlight meeting with the project manager 3. The project manager forwards exceptions and change requests to the project board in written report format. 4. The project board tries to crowbar as many of their pet features into the project as possible The project board get lots of pressure from stakeholders who expect their problems to be solved by the project 5. The project board sees a project plan that is constantly changing, with constantly updated end date, participants, etc. 6. The project board is constantly worried about cost overruns, and make monitoring cost the project manager s top priority. 7. The project board expects to spend very little time on the project, a couple of hours here and there for stage assessments. But end up spending many times more on handling problems, changes and exceptions. 8. The project board wants to make perfect decisions and require a lot of information up front before committing to an alternative.
Project Board Behaviours After 1. The project board can easily pull information about progress etc. just by walking by the Big Visible Charts at the team s work area. 2. The project board attends demos in order to be able to make decisions on the spot. 3. The project board pro-actively set a time every week where they attend a stand up meeting to discuss and make any necessary decisions. 4. The project board see the project team as a finite resource they are responsible for using wisely and focus on prioritizing, so that the team spend their limited amount of time on that which will give maximum value 5. The project board is seeing the same overall plan throughout the project with delivery dates and end date staying the same. 6. The project board is relaxed about cost, as it is a given, and instead worry constantly about benefit realization follow up, which is made the project manager s top priority. 7. The project board allocate some time and often less once relations have been built and an understanding between key players are in place. 8. The project board values speed highly and make decisions quickly, however they now require feedback on how it panned out.
Fra lange beslutningsprocesser til empowerment U U U U R R R R O O O O B B B B B B B B Projekt B B B B B B B
PRINCE2 Agile behaviours
Fra kunde vs. leverandør til team-spirit Kunde Leverandør Kunde Output Ny IT-løsning Resultat Hurtigere Færre fejl Udbytte Besparelse Øget kundetilfredshed
Fra kunde vs. leverandør til team-spirit U R O U R O U R O U R O Halvdelen af deltagerne i IT-projekter bør komme fra kunden. Metiers erfaring fra store offentlige it-projekter. Tværfagligt team Tværfagligt team Tværfagligt team
Team Project Manager Stable Cross-functional Collocated Self organizing Servant leader Traditional Agile Real life
Multi team project structure Generic PRINCE2 Agile Team Roles Customer subject matter expert Customer representative Supplier subject matter expert Supplier representative Delivery team quality assurance
T-formede projektdeltagere
Timebox eller flow? (Scrum) (Kanban)
Fra bevægelige målstolper til afkridtet bane Skærer noget væk? Betaler os fra det? Går på kompromis med kvaliteten? Skubber releasen? Satser på, at det nok går?? Vi har et problem Hvad gør vi? Projekt Output Ny IT-løsning Resultat Hurtigere Færre fejl Udbytte Besparelse Øget kundetilfredshed
Fra bevægelige målstolper til afkridtet bane U R O Hvordan leverer vi mest mulig værdi til given tid og omkostning? Projekt
Tolerance Tolerances Omfang Tid Omkostning Omkostning Tid Omfang Traditionel + Agile
The Hexagon
Dit agile PRINCE2 projekt Hvordan leverer vi mest mulig værdi til given tid og omkostning? U U U U R R R R O O O O B B B B B B B B Projekt B B B B B B B
DIALOG OG SPØRGSMÅL
Jonas Högstrand joh@metier.dk +45 30 70 90 50 www.kursus.metier.dk TAK FOR I DAG