agile beyond rituals | presented at agile noida

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Beyond Rituals…

By

Saket Bansal

iZenBridge Consultancy Private Limited (PMI – REP)

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Do IT Projects fail?

• The majority of them fails to meet cost and schedule

baselines

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Top Reasons

• Unclear Business Objectives

• Changing Requirements

• The team is not aligned of Focused

• Unrealistic schedule / Reactive Planning

• Poor Risk management

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Tom Demarco and Tim Lister’s Five Core Risk

Areas

• Intrinsic Schedule Flaw

• Specification Breakdown

• Scope Creep

• Personnel Loss

• Productivity Variation

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Wonder !!

• No one spoke about project failing because of any

given methodology !!!!

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Agile Has a Solution

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Agile Has a Solution

Issue Individual &

Interaction

Working

Software

Customer

Collaboration

Responding

to Change

Unclear

Business

Objectives

Changing

Requirements

Team is not

aligned or

Focused

Unrealistic

schedule

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Tom DeMarco and Tim Lister’s Five Core Risk

Areas

Individual &

Interaction

Working

Software

Customer

Collaboration

Responding

to Change

Intrinsic

Schedule Flaw

Specification

Breakdown

Scope

Creep

Personnel

Loss

Productivity

Variation

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But the problem is… many projects still fail…

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Companies moving from one methodology to

another and not finding solution …

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Do You Agree With Ken Schwaber?

“I estimate that 75% of those

organizations using

scrum will not succeed

in getting the benefits

that they hope for from it.”

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Major Reason of Agile Project Failure…

• Company Philosophy – Culture mismatch

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Sprint Planning

Expected

• What can be done this Sprint?

• Team Identify how the chosen

work gets done?

Observed

• PO Already Committed the sprint

goals

• Scrum Master leads the sprint

planning

Sprint is understood as

timeboxed and fixed-commitment iteration

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Daily Standup

Expected

• Inspect progress toward the Sprint

Goal

• The team plan to accomplish the

Sprint Goal

• Followed by discussions to adapt

or re-plan

Observed

• Implements not shared

• Status Report to Scrum master

• Little done to bring things on track

Daily standup is just looked at as a Status Meeting

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Sprint / Product Review

Expected

• The team demonstrates the

working software to stakeholders

• The Product Owner discusses and

project likely completion dates

based on progress

• Review of the timeline, budget,

potential capabilities, and

marketplace for the next

anticipated release of the product.

Observed

• PO / Stakeholders keeps asking

the project completion date

forecast

• Scrum master projects when

things are going to finish

• Stakeholders disappear for long

and when they come back they

are shocked

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Retrospective

Expected

• Inspect how the last Sprint went

with regards to people,

relationships, process, and tools

• Create a plan for implementing

improvements

Observed

• Focus on who did what

• Scrum master asking questions

• Team Complaining to Scrum

master

• No or little action on actions

identified in previous retrospective

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Coaching / Mentoring

Expected

• Coaching

• Theory Y

Observed

• Directing

• Theory X

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Missing ….

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Performance Monitoring

Outcome

Output

Activities

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New Waste …

Documents Meetings

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It's Difficult to Get

• Value Without customer engagement

• Self-organization and Ownership Without employee

engagement

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• If members of a team don't care

about a project, nothing can

save it.

- Kent Beck , Extreme

Programming Explained

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Fertilizer Project

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Strategy

Portfolio

Product Roadmap

Release

Iteration

Day

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Customer / Vendor

Release

Iteration

Day

Project /

Account

Road Map

Portfolio

Strategy

Portfolio

Strategy

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The Value Stream

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OVERVIEW OF PMI-ACP®

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• For practitioners, PMI-ACP® helps:

Demonstrate a level of professionalism in Agile

principles, practices, tools and techniques

Increase professional versatility in project

management

• For organizations, PMI-ACP® demonstrates a

practitioner’s:

Knowledge of Agile practices, which shows the

practitioner has greater breadth and depth as a PM

The Value of PMI-ACP®

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Requirement Description

Educational Level Secondary degree or higher

General Project

Experience 2,000 hours working on project teams.

Agile Experience 1,500 hours working on Agile project teams.

Agile Training 21 contact hours

Examination Tests knowledge of Agile fundamentals and ability to apply to

basic projects

Maintenance 30 PDUs/3 CEUs every 3 years in Agile project management

Cost $435 member; $495 non-member

PMI-ACP – Eligibility Requirements

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Stay Connected

Email : Saket.Bansal@iZenBridge.com

YouTube : www.youtube.com/izenbridge

Twitter : @Saket_tg

Website : www.pmi.org ; www.iZenBridge.com

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Questions?