Agile Project Management and Scrum Andrew Craddock Managing

Agile Project Management and Scrum Andrew Craddock Managing Partner at nlighten Agile Consultant, Trainer, Coach/Mentor Certified Scrum Master since 2002 (trained by Scrum co-creator Ken Schwaber) Co-author of the Agile. PM handbook Author of the Agile. PM and Scrum pocket book © 2019 nlighten Agile Services Ltd 1

Why Agile? • Improved Product Quality – Better fit with business need – Fewer defects • Improved Project Performance – Quicker time to market – Reduced cost – Better productivity • A business more responsive to Market and other pressures © 2019 nlighten Agile Services Ltd 2

Challenges • Governance – Rules and Regulations – Investment and Return • Tradition – Custom and Practice Feature Scope Quality Time © 2019 nlighten Agile Services Ltd Cost 3

Challenges • Governance – Rules and Regulations – Investment and Return • Tradition – Custom and Practice – Organisation Feature Scope Quality Time © 2019 nlighten Agile Services Ltd Cost 4

Agile Methods & Methodology • Many Methods – All with their own strengths – And their own weaknesses • Scrum – Most widely used globally – Excellent team focus – Limitations with regards to: • One size will not fit all – All organisations are different – All projects are different – But method ‘alchemy’ is not easy Alchemy • Project context • Scaling • Governance • Agile. PM – Still growing in popularity globally – Strong where Scrum is limited © 2019 nlighten Agile Services Ltd 5

Agile. PM and Scrum Programme/Portfolio Project Management Product Development Technical Practices © 2019 nlighten Agile Services Ltd 6

Anchored to the same Values Manifesto for Agile Solution Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and Interactions over Processes and Tools Working Solutions Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan That is; while there is value to the items on the right we value the items on the left more. Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas © 2019 nlighten Agile Services Ltd 7

Scrum Sprint Planning Review Retrospective • Simple, effective, elegant – great for Agile Product Delivery – The approach most often used for Agile development world-wide – But completely lacks a project context © 2019 nlighten Agile Services Ltd 8

Agile. PM • DSDM’s Agile Project Management Framework – Full project lifecycle • From idea to benefits evaluation – Covers product delivery too • But Scrum does it better © 2019 nlighten Agile Services Ltd 9

Why not take the best of both? © 2019 nlighten Agile Services Ltd 10

Why not take the best of both? • Combined Approach: – Centred on Scrum ü Agile Teams building Solutions – Augmented by Agile. PM ü Project Focus ü Governance ‘hooks’ ü Portfolio Management ‘hooks’ © 2019 nlighten Agile Services Ltd 11

Firm Foundations from Agile. PM • Business Foundations Business vision established to guide the project Business case to provide the business drive High level requirements baselined to define scope Prioritised to ensure focus on value • Solution Foundations High level design understood and agreed for: Target business processes and organisation Target systems / technical infrastructure Standards and review practices understood and agreed for: Technical implementation (focused on supportability/maintainability) Quality and compliance (internal and regulatory where applicable) • Management Foundations Appropriate governance and organisation for the project in place Project lifecycle approach defined and agreed Approach to demonstrating and communicating progress agreed High-level schedule for development and deployment baselined Risk management practices established and active © 2019 nlighten Agile Services Ltd 12

Two sets of roles • Each with a distinct: – Focus – Style – Language © 2019 nlighten Agile Services Ltd 13

Easily Integrated • Centred on Scrum – Scrum Team Roles ü Product Owner ü Scrum Master ü Development Team ü ‘straight out of the box’ • Augmented by Agile. PM - Agile. PM Roles ü Corporate/Executive focus ü Project Management ü Direction ü Governance/Compliance © 2019 nlighten Agile Services Ltd 14

Key Agile. PM Roles • Responsible for Business Case and project budget throughout • Senior project-level business role held by a single individual • Provides Product Owner with strategic business direction • Ensures over-all solution will enable business benefits to be achieved • The project’s technical authority. Ensures: - Project is technically coherent and meets desired technical standards • Advises on technical decisions and innovation • Subject matter experts − Provide specific / specialist input into solution development and testing − May provide legal / regulatory advice with which solution must comply © 2019 nlighten Agile Services Ltd 15

Product Owner Relationships • Product Owner retains Scrum responsibilities for: – Providing exclusive direction to the Development Team – Optimising the value of development work • Agile. PM elements help: – Anchor Product Owner role in the business/corporate context – Ensure governing roles and domain specialists have a Scrum-compliant way to influence development © 2019 nlighten Agile Services Ltd 16

Project Governance? • Project Governance – Business Ownership – Project Steering – Potential approval points G G G © 2019 nlighten Agile Services Ltd 18

New/Modified Events • Featuring: – New Project Planning event to help: • Refine the Product Backlog to: – Reflect current business priorities – Accommodate wider feedback • Influence backlog priorities to: – Coordinate cross-team delivery – Proactively manage dependencies – Two phase sprint • Product Refinement • Sprint Consolidation – Consolidation Scrum • Predicting delivery • Planning consolidation © 2019 nlighten Agile Services Ltd 19

Discretionary Documentation Prototypes G Terms of Reference Supporting Materials Business Case G Product Backlog Benefits Assessment Models Evolving Product Solution Architecture Definition • Documents used where they have real value – Project Management – Project Governance – Compliance Testing & Assurance Development Approach Definition Product Increment Delivery Plan Management Approach Definition G G Feasibility Foundations Assessment Summary © 2019 nlighten Agile Services Ltd Deployed Product Sprint Goal Sprint Backlog Sprint Review G Project Review G 20

Other Agile. PM ‘features’ • On-time, On-budget delivery – The unique focus of Agile. PM (and other DSDM-inspired methods) on the guarantee of ‘on-time, on-budget, to-quality’ delivery can be adopted in the combined Agile. PM/Scrum framework if desired – Simply apply Mo. SCo. W prioritisation to your Product and Sprint Backlogs. © 2019 nlighten Agile Services Ltd 21

Thank you Andrew. Craddock@nlighten. co. uk www. nlighten. co. uk In partnership with APMG please visit us on stand 114 © 2019 nlighten Agile Services Ltd 22