WEEK BY WEEK SCHEDULE

COURSE EXPECTATIONS HISTORY OF AGILE METHODOLOGY KEY PRINCIPLES OF LEAN

• By the end of this course, you will have: • As early as the 1990s, it became necessary for organizations to keep up • Maintain an unrelenting focus on providing customer value
• Demonstrated applied PM knowledge and tools used in Agile projects with the rapid pace of enterprise software development. • Adopt a philosophy of continuous incremental improvement
• Understanding of agile project management essentials • The frustration of heavy methodologies, led 17 software developers to • Provide exactly what is needed at the right time, based on customer
• Adopted an agile approach to project management meet in February 2001 in Snowbird, Utah to form the Agile Alliance. demand
• Created agile project plans • Some of the more recognizable names that make up the Agile Alliance are • Keep things moving—in a value-added and effective manner (Kanban)
Kent Beck and Ward Cunningham, who created the eXtreme Programming
• Knowledge of leading an agile team • Use techniques for reducing variation and eliminating waste
(XP), as well as Jeff Sutherland and Ken Schwaber, who created Scrum
• Managing stakeholder engagement on an agile project process in early 1990s. • Value and respect people
• Take the long-term view
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TODAY’S AGENDA: GETTING STARTED WHAT IS AGILE? AGILE’S LEAN FOUNDATIONS
• Introduction & Course Overview • Agile is not a single methodology. • Agile is founded on the Lean principles.
• Course Objective • Agile borrows a number of best practices from a variety of software • Lean is a continuous improvement framework that has been
• You can also review the “Course Section Information” link in D2L to obtain more development methodologies while supporting Lean thinking. implemented globally across numerous sectors.
• Class-by-class schedule
information on the evaluation criteria and week-to-week class schedule • Lean was developed by Taiichi Ohno for Toyota in the 1950s.
• Overview of Lean
• Lean was developed in response to Japan’s unique consumer
• What Is Agile Project Management? demands compared to the United States.
• What Problem Does Agile Project Management • Rather than emulating Ford’s mass production model, Ohno
Solve? developed Lean to be focused on customer value and eliminating
• Agile vs. Traditional Project Management waste by minimizing excess inventory.
• When Is Agile Project Management Appropriate?
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INTRODUCTION - SAIF COURSE OVERVIEW WHAT IS AGILE? CONTINUOUS IMPROVEMENT
• Full-time GBC Professor & Program Coordinator • Review of instructional plan, course schedule, and mark distribution • Agile is a series of approaches, methods and frameworks that adheres to • Continuous improvement refers to an organization’s ongoing effort
• 15+ years of project management and business the principles and values of the Agile Manifesto. to improve products, services, and/or processes.
analysis experience in public and private sectors:
• Fintech/ Investment Banking • Agile principles are followed by project managers to deliver value at a • Continuous improvement can refer to incremental improvement
• Management Consulting sustainable pace, and the developed approach promotes collaboration with over time, as well as breakthrough improvement all at once.
• VR Gaming/ IT the customer. • Continuous improvement seeks to improve efficiency and save
• Post-secondary teaching: 10+ years (mostly part-time)
• Approaches can be designed from scratch. A specific approach is not organizational time and cost by eliminating waste and wasteful
• PMP (Project Management Professional) & PMI-ACP required activities.
designations
• CBAP, CSSBB (ASQ), PMI-PBA
• MBA, MSc, PhD (in progress)
• Trained 1,500+ project managers and business analysts
across 4 continents
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TODAY’S LESSON EXPECTATIONS WHAT IS A PROJECT? HISTORY OF LEAN & AGILE
• Understand Agile’s Lean foundations. • Project is “a temporary endeavor undertaken to create a unique
MGMT 4066 – AGILE PROJECT • Define Agile project management. project service or result.”
MANAGEMENT • An organizational investment that is designed to achieve value
• Identify and describe the Agile concepts and principles from the Agile • Temporary in nature
Manifesto. Heavily dependent on human resources
CLASS 1 – COURSE •
INTRODUCTION AND OBJECTIVE • Understand the value of iteration and how it is used in Agile projects. • Able to produce a unique product or service
• Inherently risky
Saifur Rahman (Saif)
[email protected]
5 9 13
CASE STUDY REVIEW WHAT PROBLEM DOES AGILE SOLVE? PUTTING IT ALL TOGETHER THE AGILE ECOSYSTEM
• Review case studies 1.1 and 1.2 from the text. • Projects often fail due to poor • How do we put the Mindset, Values, and the Principles together to • Agile approaches, frameworks
requirements or lack of a common develop practices and deliver VALUE to our clients and organizations? and methods can be used to
understanding. deliver value to many projects.
Due to its focus on value, small
batch sizes and elimination of
redundancy or waste, Agile (and
Kanban, Scrum etc.) are often
viewed as subsets of Lean
thinking.
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MASS PRODUCTION VS. LEAN APPROACH AGILE MANIFESTO REFLECTION AGILE VALUES AND PRINCIPLES THE DECLARATION OF INTERDEPENDENCE
• How do the Agile Manifesto principles differ from the traditional PMI • 4. We unleash creativity and innovation by recognizing that individuals
waterfall project management methodology? are the ultimate source of value and creating an environment where
they can make a difference.
• 5. We boost performance through group accountability for results and
shared responsibility for team effectiveness.
• 6. We improve effectiveness and reliability through situationally
specific strategies, processes, and practices.
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MASS PRODUCTION VS. LEAN APPROACH THE AGILE MANIFESTO: VALUES 12 AGILE PRINCIPLES THE DECLARATION OF INTERDEPENDENCE
• A key concept in Lean is eliminating waste. One form of waste is the • There are better ways of developing software and products by doing it and • There are 12 principles to the Agile methodology. These support the iteration process. • Agile and adaptive approaches for linking people, projects, and value.
Japanese word muda. This form of waste refers to activities that do helping other do it. Through this work we have come to value: • Customer satisfaction by early and continuous delivery of valuable software. We are a community of project leaders that are highly successful at
not directly contribute to customer value. • Welcome changing requirements, even in late development. delivering results. To achieve these results:
• Deliver working software frequently (weeks rather than months).
• To contrast we will look at Mass Production vs. the Lean Approach to • Close, daily cooperation between business people and developers.
• 1. We increase return on investments (ROI) by making continuous flow
manufacturing. • Projects are built around motivated individuals, who should be trusted. of value our focus
• Face-to-face conversation is the best form of communication (co-location). • 2. We deliver reliable results by engaging customers in frequent
• Working software is the primary measure of progress. interactions and share ownership
• Sustainable development, able to maintain a constant pace.
• 3. We expect uncertainty and manage for it through iterations,
• Continuous attention to technical excellence and good design.
• Simplicity—the art of maximizing the amount of work not done—is essential.
anticipation, and adaptation.
• Best architectures, requirements, and designs emerge from self-organizing teams.
• Regularly, the team reflects on how to become more effective and adjusts accordingly.
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BRINGING PEOPLE TOGETHER TO ACHIEVE COMMON
KANBAN – CARD YOU CAN SEE THE AGILE MANIFESTO: BACKGROUND THE DECLARATION OF INTERDEPENDENCE
UNDERSTANDING
• Though the background and initial purpose of Agile was in the realm of IT, it • While Agile Manifesto gained traction in certain industries and work
has several applications across the whole sphere of project management. areas, many believe that it required additional input to utilize it in
• Thought leaders in the software industry formalized the Agile movement in other settings outside of software development.
2001 with the publication of the “Manifesto for Agile Software Development” • In 2005, several of the original authors of the Agile Manifesto, as well
• The Agile Manifesto was designed to be a set of lightweight and guiding as other experts, developed the Declaration of Interdependence.
principles rather than a set rules and formal processes. • The six principles are required to achieve the mindset of an Agiletype
• Much like Agile methodologies in general, the manifesto is short and easy to project, regardless of the industry.
understand and gets straight to the point without any additional noise • This declaration begins with a statement that provides the
philosophy of the creators and is followed by six principles
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ADAPTIVE VS. PREDICTIVE
NEXT WEEK – AGILE OVERVIEW &
AGILE PROJECT INITIATION
Agile
Traditional
Saif
[email protected]
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CLASS DISCUSSION WHAT WE LEARNED TODAY
• What Are Some Shared Concepts between Lean and Agile? • Agile definition and principles
• How do the Agile Manifesto principles differ from the traditional PMI • How iteration and adaptation helps solve some deficiencies found in
waterfall project management methodology? waterfall
• Settings where Agile projects are used
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WHO USES AGILE? WHO USES AGILE?
• The Agile project methodology was the answer to addressing some of the • The Agile project methodology was the answer to addressing some of the
problems of managing knowledge work projects using the traditional approach. problems of managing knowledge work projects using the traditional approach.
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WHO USES AGILE? WHO USES AGILE?
• More than software development • More than software development
• Expanded beyond small companies • Expanded beyond small companies
• Popular for COTS deployments in large organizations • Popular for COTS deployments in large organizations
• Popular for process improvement and incident management • Popular for process improvement and incident management
• Manufacturing and supply chain due to Lean roots • Manufacturing and supply chain due to Lean roots
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