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Agile Project ManagementDelivering Complex Technology: PMN Event 21 May
Agile Project Management 2© 2019 Deloitte Ireland LLP. All rights reserved.
Project Manager Role in Agile
Topics covered today
Agile Delivery
HybridAgile
Project Management
Take-aways
3
© 2019 Deloitte Ireland LLP. All rights reserved.
Agile Project Management
Agile Delivery
Agile Project Management 4© 2019 Deloitte Ireland LLP. All rights reserved.
Traditional vs Agile
Agile Delivery
• Plan and gather all requirements at the beginning of project
• One release at the end of project
• Team works sequentially through each phase
Traditional or Waterfall delivery
Agile delivery
• Vertical slice of functionality completed each sprint
• Potentially shippable product after each sprint
• Team works only on the scope within the sprint
Initiate
Plan
Manage
Close
Agile Project Management 5© 2019 Deloitte Ireland LLP. All rights reserved.
What are the motivations and expectations?
Agile Delivery
Common
misconceptions
Agile is always better
Sometimes a waterfall approach is better depending on the project dynamics and constraints
Faster delivery
While agile shows value more frequently, it is not always fastest to complete a project
No rules
Understand why certain agile guideposts exist and when breaking the rules, break them thoughtfully and seek to ensure that the why is addressed Gets started faster
Agile require disciplined upfront planning a including a dedicated Discovery phase and a Product Backlog
Scope is completely flexible
Plan where you can be flexible and where you must manage scope more formally
Product Owner can be part-time or delegated to Project proxy
The Product Owner should represent the business and be a knowledgeable Business resource. The business resource should be dedicated to the project
Agile is easy
Agile projects require more discipline (and training) than traditional projects
No planning
Agile projects require continuous planning and prioritization
No documentation
Documentation that adds value and that will persist after the project ends should be created and maintained
Cheaper
Agile projects can have increased complexities that can create additional overhead.
Agile Project Management 6© 2019 Deloitte Ireland LLP. All rights reserved.
Why adopt agile delivery
Agile Delivery
Why organisationsadopt Agile delivery?
Key elements reported from agile delivery:
87% - Increased ability to manage changing priorities
84% - Increased team productivity
82% - Improved project visibility
Agile project delivery continues to become more widespread;
94% of all respondents in a 2015 survey indicated they now practice agile.Data comes from the 9th Annual State of Agile report (2015) by VersionOne
Agile Project Management 7© 2019 Deloitte Ireland LLP. All rights reserved.
Complex Technology Projects
Project Selection for Agile Delivery
8
© 2019 Deloitte Ireland LLP. All rights reserved.
Agile Project Management
Why Hybrid Agile?
Agile Project Management 9© 2019 Deloitte Ireland LLP. All rights reserved.
Many factors influence the right approach
Project Selection for Agile Delivery
Well defined Ongoing prioritizationScope
Predictive AdaptivePlanning Culture
Low HighNeed for Flexibility
Well understood UncertainTechnology
Specialized Cross-functionalOrganisation
AgileWaterfall
Spectrum of Agility
Hybrid Agile
Agile is not “one size fits all” and delivery approaches need to flex depending on project characteristics.
Agile Project Management 10© 2019 Deloitte Ireland LLP. All rights reserved.
Hybrid incorporates agile practices to enhance traditional approach
Hybrid Agile
DeliverDesign & Build TestAnalyze
Develop
Work Plan
Develop
Master Plan
Prioritize Processes
(for package
implementations)
Prioritize Business
Requirements
Develop
Sprint Plans
Project & Quality Management
Technology/Infrastructure
Organizational Change Management
Deployment
User Acceptance
Test
Support
Integration, Parallel
Performance
& Regression Test
High-level Design
Sprint 0
Waterfall Thread (i.e. Data Migration)
Number of sprints determined by
project
Sprint plans developed iteratively
Design, Build , and Unit/System/String Test Sprints
Initial Integration & Regression Test Sprints
Integration and regression testing
starts earlier
Testing is executed as code is
ready
Plan
Design Build
Agile Project Management 11© 2019 Deloitte Ireland LLP. All rights reserved.
Hybrid incorporates agile practices to enhance traditional approach
Hybrid Agile
A hybrid agile delivery approach incorporates agile concepts across Project Management activities to maximise the benefits:
• Increased stakeholder involvement and transparency
• Allows feedback and issues to be identified early
• Enhances team collaboration
• Increases user adoption
• Supports continuous feedback
• Delivers high quality results against project objectives
Agile Concepts
Continuous requirements prioritization
Team Capacity and Velocity
Sprint Reviews and Retrospectives
Ongoing incorporation of
feedback
Daily Stand-Ups
Time-boxed
Sprints
12
© 2019 Deloitte Ireland LLP. All rights reserved.
Agile Project Management
The Project Manager Rolein Agile Delivery
Agile Project Management 13© 2019 Deloitte Ireland LLP. All rights reserved.
Agile Project Management
Project Manager Role in Agile Delivery
Dev 3
Scrum Master
Collaboration across all teams
Project Manager
Initiative 1 BusinessStakeholders
Tech Arch
Dev 1
Dev 2
Business Leadership
Finance and accounting
Marketing
Legal/ Compliance
Operations
Scrum Team 1
Pro
duct
Ow
ner
QA
Dev 3
Scrum Master
Tech Arch
Dev 1
Dev 2
Pro
duct
Ow
ner
QA
Scrum Team 2
Steering
ITStakeholders
IT Operations
IT Networks & Security
Production Support
Application Development
Infrastructure
Dev 3
Scrum Master
Project Manager(s)
Other Initiatives
Tech Arch
Dev 1
Dev 2
Other Scrum Teams
Pro
duct
Ow
ner
QA
Business Lead
Product/ Project Lead
Tech Lead
Sponsor
PMOTraditional Agile
Agile at Scale
AnalyticsArchitecture
Agile Project Management 14© 2019 Deloitte Ireland LLP. All rights reserved.
Initiation and Planning
Project Manager Role in Agile Delivery
Agile planning is characterised by:
• Project initiated based on high-level business needs, expected benefits and with an uncertain scope, budget and schedule.
Deliver
Release
Transition
Test
Release Planning
Discovery
Design & Build
Project
• High-level requirements at the beginning of the project with refinement and prioritisation throughout
• Iterative time-boxed Sprints e.g. 2-4 weeks
• Organised by priority features or process
• Cross-functional teams completing tasks in a cycle of design, build, and test
• Delivery of demonstrable and testable functionality
• Continuous business stakeholder engagement
• Releases activities during and at end of project
Analysis
• A discovery or exploration phase is often required to define and estimate the product backlog, team capacity and to baseline a project plan or a release plan.
Project Test
Agile Project Management 15© 2019 Deloitte Ireland LLP. All rights reserved.
Project Execution
Project Manager Role in Agile Delivery
Scrum Teams
Agile scrum teams are self-organising. The PM has reduced responsibility during execution of sprints.
Scrum masters are assigned to scrum teams to lead, facilitate work and remove impediments
PMs are required to support Product Owners to ensure product backlog priority for sprint planning is aligned with project priorities.
Status Reporting
Scrum teams are mainly focused on the objectives of the current sprint.
The PM is responsible for interpreting agile tools and metrics and reporting a consolidated project status against the project plan .i.e. Project Burndown or Earned Value.
PM is still responsible for initiating corrective actionfor the project when required.
Sprint Ceremonies
PM’s can be involved in sprint ceremonies.
Daily stand-ups, sprint planning, sprint reviews and sprint retros give a PM an opportunity to regularly monitor the performance of the project and team.
On larger projects, PMs may not attend all ceremonies but the PM will work closely with scrum team to understand any relevant outputs.
Risk and Issues
The traditional risk and issue management role of the PM applies to agile delivery. The PM will work closely with the scrum teams to identify and manage RAID items.
Scrum of Scrums are meetings used with large projects and organisations, and can be effective in the identification and resolutions of RAID items.
PMs are also responsible for working with the Product Owner to monitor scope and implement change control.
16
© 2019 Deloitte Ireland LLP. All rights reserved.
Agile Project Management
Takeaways
Agile Project Management 17© 2019 Deloitte Ireland LLP. All rights reserved.
Practical Considerations for Agile Delivery
Agile Project Management
Agile Delivery Benefits
• More productive teams
• Ability to manage changing priorities
• Improved visibility
• Increased business involvement
• Success depends on proper expectations
• Address the misconceptions!
Resourcing
• An agile team requires collaborative, cross-functional individuals
• Continued training and mentoring in Agile best practices is required
• Agile delivery requires skilled and informed individuals at all levels
Organisational involvement
• Agile requires increased business involvement, even dedicated business resources.
• Senior Management should become more aware of agile methods
• IT departments need to adapt processes and technologies
Approach & Governance
• Consider project constraints when initiating project and choosing a methodology
• Adapt and standardise the approach and project governance for large agile projects
• Plan for discovery phases on agile projects
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© 2019 Deloitte Ireland LLP. All rights reserved.
Presented by
Shane Harkin
Manager
Deloitte Consulting LLP
Agile Project Management 19© 2019 Deloitte Ireland LLP. All rights reserved.
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