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Agile Project Management

Agile Project Management. The Good, The Bad & The Ugly. Agenda Agile Defined. An Example. Agile Vowels. Case Study #1 – The Good Case Study #2 – The Bad & The Ugly To Use Or Not To Use Audience-Derived Top 5 Lists.

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Agile Project Management

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  1. Agile Project Management The Good, The Bad & The Ugly

  2. Agenda • Agile Defined. • An Example. • Agile Vowels. • Case Study #1 – The Good • Case Study #2 – The Bad & The Ugly • To Use Or Not To Use • Audience-Derived Top 5 Lists

  3. Agile [aj-uhl, -ahyl] a method of delivering projects in a highly flexible and interactive manner. • Synonyms/Associated Words • Scrum • Extreme Programming • Iterative Method • Kanban • Tool Types/Samples • XPlanner • Rally • Greenhopper • Agilefant

  4. Original intention: direct-to-video • Completed initial production: May ’99 • Creative staff unhappy with product • Began complete re-work of movie in June ‘99 (with 2.5 months to complete) • New Overall Storyline created in 3 days • Began storyboard-level story/anime meetings in mid-June ‘99 – with entireproduction/post-production staff • Tracked progress on an hour-by-hourbasis • Completed production & post-prod in September ’99 • Nominated for 12 separate awards; 3rd highest grossing movie in ‘99

  5. Agile ‘Vowels’ • Advantages. • Expectations. • Information. • Ownership. • Unity.

  6. Case Study #1 – The Good • DFW-Based Fortune 100 Company • Failing Project & Production Support Teams • Introduced Agile & Agile Supporting Tools • Succeeded in Turning Around Both Development Teams in Business Unit • Enterprise Decided to Change SDLC to Reflect Agile Principles and Toolsets • Lessons Learned / Keys to Success: • Consistently communicate benefits of approach / reinforce ‘vowels’ • Significant involvement with offshore development teams • Stick with approach regardless of initial roadblocks to adoption • Use the supporting tools – but don’t let them become the focal point • All stakeholders owned the process and the deliverables

  7. Case Study #1 – The Bad & The Ugly • California-Based Private Company (300+FTEs) • Failing Intra and Internet Information Systems • Inadequate IT & Business Resources to Support Info Systems • Introduced Agile & Agile Supporting Tools • Business Did Not/Could Not Take Ownership of Neither Process Nor Deliverables • Completed 85% of Info Systems Re-Design When Company Lost Budget • Lessons Learned / Keys to Success/Failure: • Consistently communicate benefits of approach / reinforce ‘vowels’ • Lack of IT Executive Support – Especially Impactful Given Overall Small Company Size • Lack of Adequate Business Support and Business Staff Resources • Business Executive High-jacked Project as a Pet Project – Was Not Mindful of Project Schedule/Scope, creating limited-to-no trust within the business unit itself

  8. To Use Or Not To Use • A few questions to ask: • How stable are the requirements? • Who are the end-users of the system? • Is the time line too aggressive? • What is the size of the project? • Where are the project teams located? • What are the critical resources? • Still Unsure? • Involve Business in the Decision. • Seek expert advice. • Be aggressive, yet realistic • A Note to Developers • Be patient • Communicate everything • Humility = success • Be actively involved in all aspects of the project • Listen and listen some more

  9. Audience-Derived Top 5 Lists[from Meeting on Tuesday, December 7, 2010] • Barriers to Adoption • Culture • Lack of Necessary Resources • Poor Communication • Available Knowledge • Fear of the Unknown • Success Factors for Adoption • Business Sponsorship • Training • Openness to Change • Strong Facilitator/PM • Executive Buy-In

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