East of England Branch

Agile project management Everything you wanted to know but were afraid to ask…

Adrian PynePyne Consulting λ

Pyne Consulting λ Applied Impact Technology 2

Pyne Consulting λ

Agile principles

We were Agile

The pace of change and the value of being Agile

Being Agile at two levels:

– Agile Organisational Project management

– Being Agile in projects and programmes

Avoiding the pitfalls

Content

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Does Agile Project Management……

exist?

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Core Principles of AgileHigh Level

Satisfy the customer - Produce outcomes that result in benefits – incrementally / regularly in order of priority

Value driven and time box where possible

Clear roles and responsibilities Enough definition to get started

Embrace changing requirements with robust change control

Sustainable environment for success

Empower the team to make rapid decisions

Collaborative behaviours based on Trust and quality communications

Simple keep it simple

Reflect, learn and adjust at regular intervals

‘Fail early’ if results disappoint

TIME

SCOPE

COST

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"Vercingetorix Throws Down His Arms at the Feet of Julius Caesar", 1899, by Lionel Noel Royer

They were Agile

http://www.whereprojectsthrive.uk/julius-caesars-agile-conquest-of-gaul-58-to-50bc/

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We were Agile Management created our Landscape

Co-located team including Users

Prioritised set of core requirements

Change reflected developing new business processes

Sustainability: already looking ahead to other services sustainable

Collaborative behaviours – US + BT IT teams + Users

Keep it simple – requirements groups for “sprints”

Weekly reviews / learnings

1986

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Pace of Change and Agile

The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades – John P. Kotter

Faster development and Change • Constant focus on the goal• Collaborative working• Flexibility• Delegated decision making

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The Value of Being Agile

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$95,000 per second

30%

40%

50%

60%

70%

0.5%

http://www.whereprojectsthrive.uk/

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Organisational Agile Project Management

Being Agile: two levels

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Within projects and programmes

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Projects are viruses

Agile Organisational Project Management

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Agile Organisational Project ManagementA challenging landscape for Agile

Link to video: “I want to run an Agile project”:http://www.youtube.com/watch?v=4u5N00ApR_k

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Agile Organisational ProjectManagementOrganisation Culture

VisionStrategy

TechnologyProcessPolicies

ValuesOrganisation

Rules

BehavioursSymbols

Relationships

Perceptions

Beliefs

Assumptions

Unwrittenrules

Common practice

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Agile Organisational ProjectManagement What needs to be overcome Non-agile organisation culture

– Lack of flexibility

– Non-release of operational resources

– Lengthy decision making, e.g. change

– Resistance to Matrix working

– Top down governance

– Lack of Trust and empowerment

– Very risk averse – loathing of uncertainty

Gathering organisational anti-bodies to anything new in the culture

And some people simply get it wrong……

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VisionStrategy

TechnologyProcessPolicies

ValuesOrganisation

Rules

Symbols

Relationships

Perceptions

Beliefs

Assumptions

Unwrittenrules

Common practice

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The real project landscape?

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Satisfy the customer

Welcome change

Regular successes – success as measure of progress

Operational and project people work as one team

Self organising teams

Build an environment around motivated individuals

Simplicity

Reflect, learn and adjust

Julius Caesar – Conquest of Gaul

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Agile Organisational ProjectManagement What an agile project landscape looks like

Eye on the PRIZE

Delegation toprojects Prioritised

portfolio

TRUST

Dashboard

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Programme: Agile culture

IT project: Agile culture & Sprints

Other projects: Serial approach

Agile Organisational ProjectManagement What an agile culture and environment looks like

“Waitbury’s”

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Being agile in projectsThe wreckage of agile projects

But we’re agile…….

Silver bullet or poisoned apple?

Agile as the wrong tool

Agile head, but not heart – no agile mindset

Self-organisation leads to constant escalation

Fear / lack of confidence / lack of delegation

Taking the eye of the ball

Embracing Change without a design authority

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Being agile in projectsAgile project management vs agile development

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Business Case

Prepare for Change

Stakeholder Manage

Integrationtest

Business implementation

Cutover

Release

Bed in

Muster programme

Programme/project Assurance21

Being agile in projectsAgile project management vs agile development

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Being agile at two- levels: projectsWhat an agile project looks like

An Agile Project Manager stands back…hands off

Pyne Consulting λ 23TimeboxingCollaboration

Engagement

Purpose

Being agile at two- levels: projectsWhat an agile project looks like

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Don’t throw the baby out with the bathwater

Re-combine and re-use

Avoiding the pitfalls:

Eric Abrahamson - Creative Recombination

people

networks (social not IT)

culture

processes

structure

Eric Abrahamson: Change Without Pain

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Pyne Consulting λ1. Increase urgency

Kotter’s 8 Step change model

2. Build guiding teams

3. Get the vision right

4. Communication for buy-in

5. Enable action

6. Create short-term wins

7. Don’t let up

8.Make it stick

Create a Climate for change

Engaging and enabling the organisation

Implementing and sustaining change

Open Minds, Make the Change, Embed the Change

Avoiding the pitfalls

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Avoiding the pitfalls

Leadership must GET agile

Leadership to establish an agile friendly organisation

Persuade stakeholders so that they GET agile working

Define your goals for agile working

Determine how far agile needs to penetrate

Define who needs to be agile, and help them be so

Define how business processes need to change

Define what technology can help, and/or needs to change

Be an agile leader

People

ToolsProcess

Building an organisation fit for agile projects

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Does Agile Project Management……

exist?

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A two-day Agile Project Management course based on the APM Body of Knowledge is now available from Provek

Details can be found here:

http://www.provek.co.uk/Provek/Project-Management-Training/Agile-project-management/

Adrian Pyne:

e: a.pyne@btconnect.com

m: 07767 822842

Agile Project Management training

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We were Agile

The pace of change and the value of being Agile

Being Agile at two levels

Agile Organisational Project management

Being Agile in projects and programmes

Avoiding the pitfalls

Content

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Thank you

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Pyne Consulting λa.pyne@btconnect.com

Pyne Consulting λ

Paperback: 246x189mm, 2016 Publisher: APMAuthor: APM Governance Specific Interest Group ISBN 978-1-903494-60-8 Publication date: September 2016Price: £15.00Discount: 10% off for APM membersAPM members should contact Turpin Distribution on +44 (0)1767 604951 to receive their 10% discount

via APM Website

Where to get it

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1. Lead through inspiration, care and Trust

2. Open Minds, Make the Change, Embed the Change

3. Work with your environment

4. Understand what can stop you being successful

5. Know and communicate the purpose of the Change

6. Recombine and re-use

7. Prepare for delivery AND for operations.

8. Be flexible and adapt, e.g. plan, measure and adjust

9. Ensure people know what they are to do, where they fit and how they can work

10. Build a confident and professional team

Adrian’s Tactics for Change

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Linkshttp://www.whereprojectsthrive.uk/?s=adrian+pyne

http://www.apm.org.uk/blog/agile-thinking-projects-thinking-out-process-box

http://www.apm.org.uk/news/transformational-change-what-do-and-yellow-brick-road

I want to run an agile project parts 1 and 2:

http://www.youtube.com/watch?v=4u5N00ApR_k

http://www.youtube.com/watch?v=lAf3q13uUpE

Brian Wernhamhttp://www.amazon.com/Agile-Project-Management-Government-Wernham/dp/0957223404

This presentation was delivered at an APM event

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