AGIL PROJEKTLEDELSE Leadership over management Jasper Arildslund ITU November 2013
Jasper@Arildslund.dk Agile software architect, Falck Diplomingeniør (e) + Master It-strategi og ledelse +10 års erfaring med Agile Udvikler Arkitekt ScrumMaster (Proces) Projektleder (Leverance) Teamlead (Personale) Coach (Typisk for projektlederen)
Kilder Frederick Brooks No Silver Bullet, 1986 Jim Highsmith Agile Project Management Creating Innovative Products Mike Cohn, Mountain Goat Software Agile Estimating and Planning O.s.v. Jurgen Appelo Management 3.0: Leading Agile Developers, Developing Agile Leaders Henrik Kniberg slides http://blog.crisp.se/2013/08/21/henrikkniberg/agile-event-major-swedish-bank
Agenda (Agile) software development Complexity Agile project leadership Efficient vs Effective The Product Owner In theory In reality Agile project triangle Value Risk Spørgsmål tager vi løbende
(Agile) Software Development
Softwareudvikling en byggeanalogi Plandrevet Ikke komplekst Svært at ændre udført arbejde Analogislutninger er ikke gyldig logisk argumentation
Time lapse http://www.youtube.com/watch?v=ubrpppzeeiy
Why Agile? Cynefin Complex Chaotic Disorder Complicated Simple Accidental complexity Vs. Essential complexity Frederick Brooks Grow, not build, software Frederick Brooks The stacey matrix Jurgen Appelo
Agile = Iterative + Incremental value Client 1 2 3 3 Server DB Vertical increments! Henrik Kniberg
Agile kontekst Softwareudvikling 80/20 Innovation og forandring Komplekst Delvis levering Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. Jim Highsmith, Agile Project Management
What have we learned? IT project success rate 1994: 15% Average cost & time overrun: 170% IT project success rate 2004: 34% Average cost & time overrun: 70% Top 5 reasons for success 1. User involvement 2. Executive management support 3. Clear business objectives 4. Optimizing scope 5. Agile process Cost Scope Time The primary reason [for the improvement] is that projects have gotten a lot smaller. Jim Johnson Chairman of Standish Group Doing projects with iterative processes as opposed to the waterfall method, which called for all project requirements to be defined up front, is a major step forward. Sources: http://www.softwaremag.com/l.cfm?doc=newsletter/2004-01-15/standish http://www.infoq.com/articles/interview-johnson-standish-chaos My Life is Failure, Jim Johnson s book Henrik Kniberg 11
Bonnerup-rapporten 2001 Praktiske råd til fremtidens IT-projekter Projektet skal forankres stærkt i den øverste ledelse, og der skal her være en hovedansvarlig for projektet Superbrugere skal inddrages i udviklingen og have et selvstændigt ansvar En løbende vurdering af cost/benefit skal sikre, at nye ønsker modsvares af, at mindre vigtige ønsker eller krav udelades Professionalisering af arbejdet med it-projekter i staten 2010
Agile project leadership
Definitions Project is a temporary group activity designed to produce a unique product, service or result. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It s a strategic competency for organizations, enabling them to tie project results to business goals and thus, better compete in their markets. Management Plans, controls, budgets, processes Leadership Responding to change, communicating, motivating, envisioning
Effective/Efficient/Fast Late star, High Quality Product Owner Do the right thing Do the thing right Team Quick star, Shit Quality Do the thing fast Quick Shit, High Quality ScrumMaster
Agile project manager? http://www.mountaingoatsoftware.com/articles/the-need-for-agile-project-management/
Agil projektorganisation http://www.agilemodeling.com/essays/productowner.htm
Agil projektorganisation - praksis Ledelse (PO) Interessenter Team (incl. Teamlead) It-projektleder Forretningsprojektleder/Business analyst
Agil projektorganisation Startup CTO Sprintplanning + Daily standup Team Product manager Interessenter
Agil projektorganisation leverandør/kunde Styregruppe-deltagere Ledelse Ledelse Teamlead Projektleder Forretningsprojektledere It-chef Team Interessenter
Agil projektorganisation Enterprise Koncernledelse CIO BU CEO It-driftschef Leder Forretnings-it-chef Leder Udviklingschef Senior it-fyr Interessenter Team It-projektleder Forretningsprojektleder
Product Owner Projektleder typisk som Proxy for Product Owner Product manager Application Manager Business Manager CTO/CIO Product owner team
Value driven development
Project Triangle
Storebæltsforbindelsen Budget Anlægslov (86) ~14 milliarder Licitation (91) ~19 milliarder Afsluttet (98) ~22 milliarder Tidsplan for åbning Tog Planlagt medio 1993 Aktuel medio 1997 Bil Planlagt medio 1996 Aktuel medio 1998 Tilbagebetalt efter ca. 30 år Succes eller fiasko?
Agile Project Triangle Scope Schedule Cost Jim Highsmith
Constraints tradeoff matrix Fixed Flexible Accept Scope Schedule Cost Jim Highsmith
Value Increase revenue Protect revenue Avoid/reduce costs Improve service Meet regulatory/social obligations Achieve market strategy Develop staff http://www.davidjcmorris.com/index.php/2010/06/business-value/
Agile reduces risk Business risk Technical risk Social risk Cost & schedule risk Total delivered value Agile Reduced Risk Big Bang Date Henrik Kniberg
Afrunding
Agile Enterprise Framework Portfolio Governance Project Management Iteration Management Technical Practices Jim Highsmith
The price of agile (there is no such thing as a free lunch...) Avoid Big-Bang transformation! Do it gradually. Infrastructure Investments (release automation, test automation, etc) Reorganization (new roles, cross-functional teams, etc) New skills (Vertical story-slicing, retrospectives, agile architecture, etc) New habits (Frequent customer interaction, frequent release, less specialization) Transparancy (problems and uncertainty painfully visible rather than hidden) Henrik Kniberg
Pas på argumentationen Prøv at erstatte, eller helt fjerne, agil med traditionel i et udsagn om et nødlidende projekt eller proces! Agil softwareudvikling virker ikke hos os fordi vores team kommunikerer dårligt med brugerne
Shu-Ha-Ri Shu Obey narrowly following given practices Ha Detach following, but extending, perfecting, occasionally breaking the rules Ri Trancend perfecting to creating your own practices
Questions A traditional project manager focuses on following the plan with minimal changes whereas an agile leader focuses on adapting successfully to inevitable changes. Jim Highsmith - Agile project management