Agile Project Iteration and Change Management PDF

Course Topics
IBM
Agile Project Management
Intro to Agile PM
Key concepts
Process & activities
Roles and responsibilities
Attitude and aptitude
Measuring, reporting and tools
Steering an Agile project
Large and/or distributed Agile
Handling difficult people and demands
10
Smells and pitfalls
Intro to Agile PM
Overview
SETUP
Program
MANAGE
STEER
Project 1
Team 1
Project 2
Team 2
Team 3
Intro to Agile PM
Process and Project Type
Finance / Legal
Marketing / Sales
IDEA
DISCOVER
DELIVER
HR
Hardware
Software
Intro to Agile PM
Roles
Steering Committee
& Sponsor
Program
Manager
Project
Manager
Change
Manager
Iteration
Manager
Intro to Agile PM
Prerequisites
Taste of Agile
Agile Program Fundamentals
You cant manage what you dont know

~ old management adage
Intro to Agile PM
Certificate
Intro to Agile PM
Certificate
Intro to Agile PM
Leadership
Course Topics
1
Intro to Agile PM
Key concepts
How is Agile PM different
Introduction to the 3 key concepts
Wisdom of the crowd
Self directing teams
Servant leadership
IBM
10
Smells and pitfalls
Key Concepts
How is Agile Project Management Different
PMBok 5 Process Groups

Initiation
Planning & Design
Executing
Monitoring & Controlling
Closing
Key Concepts
PMBOK 10 Knowledge areas

1
Integration
Management
Scope
Management
Time
Management
Cost
Management
Quality
Management
10
HR
Management
Communication
management
Risk
Management
Procurement
Management
Stakeholder
Management
Key Concepts
Initiation
Planning & Design
Executing
Areas of Difference
Areas of Similarity
Purpose and Objectives
Components
Skills
Closing
Monitoring & Controlling
Process and activities

Focus

Tools and techniques
Skills
Behaviors and style
Key Concepts
How is Agile Project Management different - Declaration of Interdependence
We...
increase return on investment by making continuous flow of value our focus.
deliver reliable results by engaging customers in frequent interactions and shared ownership.
expect uncertainty and manage for it through iterations, anticipation, and adaptation.
unleash creativity and innovation by recognizing that individuals are the ultimate source of value,
and creating an environment where they can make a difference.
boost performance through group accountability for results and shared responsibility for team effectiveness.
improve effectiveness and reliability through situationally specific strategies, processes and practices.
Source : APLN - PMODI
Key Concepts
How is Agile Project Management Different - Focus Area
TRADITIONAL
AGILE
BENEFITS
SCOPE
QUALITY
SCOPE
VALUE
QUALITY
COST
TIME
COST
TIME
Key Concepts
Three Main Concepts of Agile Project Management
WISDOM OF THE CROWD
SELF DIRECTING TEAMS
SERVANT LEADERSHIP
Key Concepts
Wisdom of The Crowd
Key Concepts
Wisdom of The Crowd
Member
independence
Diversity of
opinion
Wisdom of
The Crowd
Decentralization
Aggregation of
opinions
Key Concepts
Self Directing Team
Clarity of purpose and outcome
Do whatever they want
Focused on continuously improving
Act irresponsibly
Use the wisdom of the crowd to make better decisions
Make it a democracy and majority rules
Take accountability
No one shows leadership
Collaborate and work as a team

All team members show leadership
Respect the decision making structure
Key Concepts
Self Directing Team
Deliver results
Admit failure
and learn from it
Collaborate with
other teams
Have fun
Take ownership
and accountability
Energize and
support each other
Key Concepts
Self Directing Team - Leaders
Provide clarity of purpose

Sets clear expectations
Facilitate participatory wisdom of the crowd
Steer and support not control
Live the values
Call out and stop unacceptable behavior
Key Concepts
Self Directing Team - Individuals
Live the values

Accept accountability and ownership
Participate and collaborate
Be ready to have the hard conversations
Take ownership
Admit mistakes and course correct
Learn and improve
Situational Leadership - Servant Leadership
S3
high supportive
low directive
T IN
G
NG
LE
TI
GA
S2
EC
DIR
low
DE
S4
high supportive
high directive
ING
CH
OA
SU
PP
OR
TIN
G
high
supportive behavior
Key Concepts
low supportive
low directive
directive behavior
low supportive
high directive
S1
high
Key Concepts
Servant Leadership
Ethical Use
of power
Carry water and move boulders
Make decisions when needed
Guide and steer the team
servant
leader
Inspire and energize (can-do) - Set BHAGS

Hold the team and individuals accountable
Empathy
Caring
Key Concepts
Servant Leadership - Alignment and Autonomy
high
We need to
cross the river,
built a bridge!
Authoritative organization
Conformist culture
figure out how!
Innovative organization
Collaborative culture
Alignment
Hope someone is working

on the river problem...
Micromanaging organization
Indifferent culture
low
We need to
cross the river,
Autonomy
Entrepreneurial organization
Chaotic culture
high
Key Concepts
Servant Leadership - Crossing the Change Ravine
point of change
Safe to fail
Source : Martin Fowler
Key Concepts
Summary
WISDOM OF THE CROWD
Support it
SELF DIRECTING TEAMS
Empower them
SERVANT LEADERSHIP
Act it
Course Topics
1
Intro to Agile PM
Key concepts

The Agile Program Pattern
Discovery Activities
Delivery Activities
IBM
10
Smells and pitfalls
Process & Activities
The Program Pattern
gate check
gate check
IDEA
DISCOVER
Strategic Initiative
Problem
New Requirement
Opportunity
DELIVER
Understand & Strategize
Iteratively build,
test & deliver
Enhancement
MOBILIZE
UNDERSTAND
EXPLORE /
BUILD / TEST /
MANAGE /
STRATEGIZE
IMPLEMENT
EVOLVE
Prince 2 Project Management Model Mapped to Agile
Corporate and Program Management
Directing a Project (DP)
Initiating a
a Project (IP)
Project
Mandate
Starting up
a Project
Control of
a Stage (CS)
Managing Product
Delivery (MP)
Managing stage
Boundaries (SB)
Closing a
Project (CP)
Planing (PL)
Idea
Discovery
Iteration zero
Iteration planning
Iteration execution
Deliver
Iteration close
Prince 2 Project Management Model Mapped to Agile
gate check 1
IDEA
gate check 2
DISCOVER
Initiate
Plan
Execute
Monitor & Control
Close
DELIVER
Initiate
Plan
Execute
Monitor & Control
Close
Discovery Activities for the PM - Initiate
Initiate
Initiate the Discovery Stage
Plan
Receive and review the Discovery brief from the initiator / sponsor
Ensure you have approval to start and commitment to get the
necessary resources needed for the discovery stage
A high level time line to start ie. ASAP ( in the coming weeks ) or
next few months/ quarter
Execute
Monitor &
Control
Close
Discovery Activities for the PM - Plan
Plan the Discovery Stage

Identify the key stakeholders needed for the discovery workshops
Initiate
Plan
Fix a tentative time line and location for the workshop

Get a Discovery workshop facilitator or prepare to facilitate yourself
Contact discovery workshop attendees and work agendas
Execute
Book the workshop location and food

Prepare agenda
Send invites
Organize the facility (room, arrangement ( POD style is better), Video,
Flip charts, Sticky notes, pens etc
Monitor &
Control
Close
Discovery Activities for the PM
Execute the Discovery Stage

Facilitated workshop(s) covering the various sections of the
Discovery roadmap
Initiate
Plan
Execute
Monitor & Control

Ensure the workshops are running well and the facilitator is doing
a good job
Monitor &
Control
Take the team temperature via a small vote at the end of each
workshop to make sure all feel that they are on track
Close
Discovery Activities for the PM - Close
Initiate
Close the Discovery Stage
Plan
Finish the cost benefit analysis ( this normally does not get done
in the workshops)
Document the entire workshop and prepare the Project Charter
Execute
Submit the proposal to the governance body for approval

Monitor &
Control
Close
Discovery
Life-cycle of Delivery
Optional
Discovery
Releases or
phases
Iteration
Planning
Deliver
R1
Daily
Stand ups
Work
Iteration
Iteration zero
is the setup iteration
Iteration
Iteration
Iteration
Showcase
Retrospective
Delivery Activities for the PM & IM - Initiate
Initiate
Initiate the Delivery Stage
Plan
Receive and review the Project Charter the initiator / sponsor

If Discovery has not been done then the first thing to do
is run a short discovery stage with key stakeholders
Execute
Ensure you have approval to start and commitment to get the

necessary resources needed for the discovery stage
Identify the team(s) as per the project Charter and make sure all
resources are available to start
Monitor &
Control
Close
Delivery Activities for the PM & IM - Plan
Initiate
Plan the Delivery Stage
Plan
Kick off Iteration Zero and carry out all the tasks required
See Agile Program Fundamentals for the details of this stage
Execute
Iteration zero takes as long as is needed to complete all the steps

including planning and set the project up for success
Monitor &
Control
Close
Delivery Activities for the PM & IM - Execute
Initiate
Execute the Delivery Stage

Plan
Ensure the iterations are run as per the Agile model
Attend all iteration planning sessions
Attend Standups and huddles as deemed necessary
Execute
Walk the floor and talk to people see what is really happening
However do NOT command and control!
Monitor &
Control
Ensure the Release and Iteration walls are up-to-date

Watch the behaviors have those difficult conversations if necessary
Close
Delivery Activities for the PM & IM - Monitor & Control
Initiate
Monitor, Control & Support

Plan
Review the burn up and burn down charts and prepare them if necessary
Ensure dependency management is working if there are multiple streams
Execute
Take the team temperature and check morale

Review the issue and risk wall
Work with all stakeholders to ensure they are involved and happy
Monitor &
Control
Remove impediments for the team
Close
Delivery Activities for the PM & IM - Monitor & Control
Initiate
Monitor, Control & Support

Plan
Review the backlog and attend the grooming and planning sessions
Attend the showcase
Execute
Attend the retrospective and ensure the team takes actions to improve
Prepare the Project Iteration report
Submit to the steering committee
Monitor &
Control
Implement Steering committee decisions regarding resourcing, cost and

time - HR and Budget stuff!
Close
Delivery Activities for the PM & IM - Close
Initiate
Close the Delivery Stage

Plan
At the end of the Release ensure everything has been moved into
production successfully
Handover to maintenance and support or BAU has been done effectively
Execute
Ensure all necessary documentation is up-to-date and handed over

Close out the project
Monitor &
Control
Close
Agile Story Hierarchy
PROGRAM
The Program
PROJECT
Project 1
Epic 1
Project 2
Epic 2
Epic 1
Epic 2
RELEASE
Feature 1
Feature 2
Feature 1
Story 1
ITERATION
Story 2
Task
Work and Team Structure Fundamentals
New project work

Enhancements
1. Small batch size
Bug fixes
3rd line support
2. Single prioritized funnel of work
3. Pull work to match WIP limit
4. Small, stable cross functional team(s)
Designer
DEV
Tester
PM
IM
core team
BA
Customer
SME
extended team
product
Owner
5. Multiple teams are loosely coupled tightly aligned
Agile Project Characteristics
Loosely coupled
tightly aligned
Small cross
functional teams
(Incl. customer)
Highly
collaborative
Iterative
Self
Organizing
Flexible to
change
Pull work to
WIP limit
Shared and
consistent
clarity of
purpose
Authentic
transparency
Facilitated and
managed
Disciplined
approach
Focused on
feedback &
continuous
improvement
Course Topics
1
Intro to Agile PM
Key concepts

Introduction to Roles
R&R: Project Manager
R&R: Iteration Manager
R&R: Change Manager
R&R: Program Manager
IBM
10
Smells and pitfalls
PM, IM, CM Involvement
Discovery
Discovery
Deliver
R1
Project Manager
Iteration Manager
Change Manager
Operate
Positioning the Change Manager
Delivery Phase
Adoption/Implementation Phase
PM
PM
Change
Manager
IM
IM
IM
Delivery
Team 1
Delivery
Team 2
Change
Team
Adoption
Team
Cross Functional Empowered Teams
CORE
7-10 People
EXTENDED
GOVERNANCE
Developers
Key Stakeholders
Steering committee
Testers
External experts
PMO
Solution Architect
Enterprise Architect
Business SME (Customer)

Analysts
Core
Key Roles and Responsibilities
Iteration Manager
(Scrum Master)
IM
Extended
Program Manager
Project Manager
SME
TM
PGM
Steering
PM
Subject Mater Expert
SH
Stakeholder
SC
Steering Committee
Team
PO
Product Owner
SP
Sponsor
EXP
Experts
Roles and Responsibilities
Steering Committee
SP
Agile Program
PGM
Agile Project 1
Team 1
PO
PO
IM
EXP
SH
Team 2
PM
IM
EXP
SME
TM
SH
SME
TM
core
core
extended
extended
Shared Ownership
Product Management
Operations
Inside Sales
Support
Marketing
Code
Test
And shared ownership of client / user outcomes by teams
Design
Team Responsibilities
Self organization
Making commitments
Meeting commitments
Management of the team every team member is responsible for this
Respecting other members of the team
Iteration Manger Responsibilities
Iteration Manager
IM
PO
PM
A happy positive can-do attitude

CM
Servant leadership/facilitation of the Core team POD during delivery and deployment
Helps remove impediments
Acts as guardian of the iteration process/framework
PM
IM
Improves lives of team members by facilitating empowerment and creativity

Helps team improve productivity in any way possible
Works closely with the IMs of other related teams to manage dependencies
Works with and reports progress to the PM
core
Works with team and PO to ensure each iteration of the product is potentially shippable
Works with team and PO to ensure quality is never compromised
extended
Coaches and helps team members in the Agile way of working

Energize and inspire the team
Project Manger Responsibilities
Project Manager
PM

Facilitates and manages the Discovery phases and cycles
PO
IM
CM
Servant leadership/facilitation of the Project (multiple teams)

Facilitates dependency management using the Team of Teams model across Projects and Pods and
Helps remove impediments and get resources for the team
Acts as guardian of the overall project process/framework
Improves lives of team members by facilitating empowerment and creativity
Helps team improve productivity in any way possible
Helps the PO with multi-stakeholder management
Manages and communicates with non PO stakeholders
Reports honestly and accurately to the Sponsor / Steering Committee
Energizes and inspires the team to greater heights
Coaches and mentors the Agile way of working
Change Manger Responsibilities
Change Manager
CM
PO
PM

Facilitates and manages the roll out and implementation of the project outcomes.
IM
Leads the Change Management Pod (sometimes called Coms and Change
Looks after end user comms, training, process changes and overall adoption
POD1
POD 2
CM POD
Closely involved in end user testing and acceptance

Works closely with all the other IMs
IM
IM
CM
Works Agile
PM
Change Management Frameworks and Agile
Change Manager
CM
PO
PM

Change Management within an Agile project must be done in the same way as any other work is done in
an Agile project.
IM
It follows the Agile Program pattern and uses the Agile practices
POD1
POD 2
CM POD
IM
IM
CM
PM
Change Management Frameworks ( like IBM OCM, ADKAR ) guide the way the CM Team break down,
plan and schedule work.
Some CM frameworks specify how the work should be done but in an Agile project CM work is done in
an Agile manner just like any other work and follows the same Agile process/pattern as any other POD.
Who Can Play These Roles?
Should be played by a dedicated PM. Not one of the team
PM
Can be a part time role if its a small project

A PM could span multiple Project teams
Can be played by any one of the team members.
IM
Its not a full time role, however if its a new team and about 10 strong then it can be a full
time role as the IM may need to coach and train the team members in Agile as well.
The IMs role can take between 30-70% of the time and the rest of the time the person
playing this role can be a normal team member.
Its not advisable to have IMs run multiple teams as by the nature of the job its better to
have the IM close at hand at all times and the IM needs to be a helper when needed
Line Management
Steering Committee
What are the roles of
SP
Line Management
and how do they
PGM
Agile Program
PM
Agile Project 1
interact with the

team?
discuss issues with line managment
Executive
EXP
Manager
Manager
IM
SH
TM
SME
PO
First Line
Manager
First Line
Manager
4
First Line
Manager
core
extended
Steering Committee
Steering Committee
Steering Committee
SP
Agile Program
Chaired by Sponsor
Senior Execs from the BU
executing the project/program
PGM
Agile Project 1
Senior impacted BU executives

(Customers)
Senior execs of partners or key
suppliers
Team 1
Team 2
PM
Risk and Compliance (optional)
PO
ENVISION
PO
IM
EXP
IM
EXP
DECIDE
STEER
SH
SME
TM
SH
SME
TM
INSPIRE
CHALLENGE
core
core
extended
extended
SERVE
Decision Work Groups / Product Owner Forum
Decision Work Group

PGM
Agile Program
Decision Work Groups/

Product Owner Forum
Senior decision makers from the
business / customer groups
PM
To quickly make decision when there are

multiple customers with conflicting of large
bureaucratic processes to cut through.
IM
PO
SH
EXP
TM
SME
core
Agile Project 1
extended
Who is Responsible for Benefits?
Sponsor / Product Owner
Benefits identification?
Benefits estimation?
Product Owner
Benefits scoping?
Ensuring the solution can deliver the benefits expected?
Line Management
Product Owner Sponsor
Benefits tracking?
Benefits harvesting?
The 10 PMBok
Knowledge areas
Scope Management
Time Management
Cost Management
Quality Management
HR Management
Communication Management
Risk Management
Integration Management
Procurement Management
Stakeholder Management
Who Carries Out What Activities?
The Team
Product
Owner
Program
Manager
Project
Manager
Iteration
Manager
Summary
Summary
Summary
Summary
Course Topics
1
Intro to Agile PM
Key concepts

Desired behaviors
Attitude & Aptitude
IBM
Skills & experience
10
Smells and pitfalls
PM & IM Behaviors - Desired
Live the values

Stand up for the values - Trust/Respect/Courage and Openness
Caring
Fair
Authentic
Honest
Supportive and helpful
Inspiring and encouraging
Hold people accountable
PM & IM Behaviors - Not Desired
Political & game playing

Kissing up kicking down
Sanitizing
Rude / sarcastic
Disparaging Putting the team down
Dont hold people accountable
Missing in action
Directive and controlling micro management
Attitude
Positive
Can-do
Inspiring
Caring
Supportive
Servant leader
Aptitude
Innate
Abilities
Acquired
Skills
Good communicator
Knowledge of Agile
Good facilitator
Project Management
knowledge
Good organizer
Experience in the
discipline being managed
Desired Skills
People skills
Communication skills
Organization skills
Facilitation skills
Influencing skills
Leadership skills
Desired Experience
Worked in an Agile environment

Worked in the area they are managing
( eg. Software/ marketing/HR etc)
It helps if they...
Understand the organization
Have a network of contacts
Understand the business and the
business model
Summary
Course Topics
Intro to Agile PM
Key concepts

Measuring
IBM
Reporting
Tools
10
Smells and pitfalls
Measurement
Measurement drives behavior

so you must triangulate at the very least
Velocity
Customer
Satisfaction
Sweet
spot
Team Morale
Quality
Increasing Throughput and Velocity
Velocity rules
Velocity trends depend on team consistency
Velocity cannot be compared between teams
It can be gained easily!
Velocity
mer
ction
Additional Point Measurements
If faced with a problem.measure it to

get the facts!
Drive continuous improvement through
critical analysis of problems
No need to make it a permanent measure
Once the problem is proven or solved,
then discontinue the measure.
Measuring Agile teams
Use the same key measures as you would

in any traditional projectplus some more!
Cost
Time
Value
Scope (story points)
Quality
Velocity
Dont forget
Team morale
Customer ( product owner /sponsor)
satisfaction
Trends
2 Types of Reports
Project Status
Report
BVCs
(1 page)
Information Radiators - Big Visual Charts
Problems
Team Morale
Priorities
BVC
Progress
Process
Visual Management
Shared Understanding
Good Information Radiators
Current
Simple
Highly visible
Influential
Minimal in number
i1
i2
i3
i4
i5
Walls
i6
i7
i8
i9 i10
Iteration 5
Planned
Project Release Wall
In Progress
Testing
Iteration Wall
Done
x
x
x
Big Visual Charts
Story
Change
Defect
# Stories
x
x
x x xx x x x x
xx x x xx x x xx x x x
x x x xx x x x x x x x x
Iteration
Feature Parking Lot
Issues and Struggles
People
Issue Bullseye
Process
Tech Env
+ Tools
Struggle Street
Big Visual Charts
probability
Risks
Impact
The Burn-Up Chart
Expected
Actual
Estimate
Story points
burning $250,000
every iteration
Iterations
2 extra iterations
needed
Let the Team Experiment
Visualize the Cost Benefit Analysis
Benefits over 3 years
Cost
Worst case
$4M
Base case
$6M
Best case
$8M
Worst case
$3.5M
$0.5M
$2.5M
$4.5M
Base case
$2M
$2M
$4M
$6M
Best case
$1.5M
$2.5M
$4.5M
$6.5M
Fixed
Trade-off Sliders
Flexible
Scope - All features
Cost - Stay within budget
Time - Deliver the project on time
Quality - High quality, low defects
No two sliders can be an the same level!
Team Mood
MAY
2015
sun
mon
wed
tue
thu
fri
sat
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Distributed Agile
1 Page Project Report Per Iteration
Super Project Status
Team velocity
Average = 46
Status
Summary
Budget spent
20%
Project is trending lade
Scope delivered
30%
Budget is on track
Estimated date
Nov 1
QA bottle neck
Work done
62
Story Epic #1
Story Epic #2
Project Date
Story Epic #3
Mitigation
Risk
Alex pulled in from Prod Support
Bottleneck in QA
New hire: Neil start Tuesday

Geddy to perform UAT part time
69
Value
Project Report content
Time
Scope
Cost
Benefits
Customer
Quality
and
team happiness
Risks & Issues
1 Page Project Report Per Iteration
IMPORTANT
Nothing more than what is needed by the team
and the PM / IM to actually run a successful project
- Be consistent and simple

- Do not produce more reports than needed
- Avoid different formats
Every 2 Weeks the Following Decisions Can be Made!
Slow it down
Speed it up
Continue as
planned
Pause it
Stop it
Responsibility
Team
Quality
Security
Compliance
Tools
Collaboration tools
Planning and
Reporting tools
Technical tools
Skype Video
MS Office
Continuous integration servers
Smart boards
Rational Team Center t
Code management tools
Chat Team Meeting
Jira
Automated testing tools
Wikis
Rally
Deployment tools
Mural.ly
Connection Project folders
Dropbox
Agile Can be Fragile
Waterfall
Agile
Successful
9%
Challenged
Failed
29%
57%
42%
49%
14%
Source: The CHAOS Manifesto, The Standish Group, 2012.
Summary
STOP
RED IS GOOD
Stopping an Agile Project can be a great outcome!
Course Topics
Intro to Agile PM
Key concepts

The Steering Committee
IBM
Steering committee role

Reporting to a steering committee
What smells to look for

How best to steer an Agile team
10
Smells and pitfalls
Steering an Agile Project
Steering Committee
Envision
Decide
Steering Committee
Steer
SP
Agile Program
Inspire
PGM
Challenge
Agile Project 1
Serve
Team 1
Team 2
PM
Chaired by Sponsor
PO
Senior Execs from the BU executing
the project/program
Senior impacted BU executives
(Customers)
Senior execs of partners or key
suppliers
Risk and Compliance (optional)
PO
IM
EXP
SH
IM
EXP
SME
TM
SH
SME
TM
core
core
extended
extended
Where and When to have the Steering Committee Meetings
Preferably right after the showcase at the end of every iteration

Bare minimum is after 2-3 iterations.
Definitely at the end of a Release.
An Iteration
Iteration
planning
+ kickoff
Do the work
Showcase
Steering
committee
meeting
IM
Presenting to the Steering Committee
PM
As a Program manager or Project Manager

you should.
Present the facts dont sanitize it!
Talk about whats not working and what youll are doing about it
Use the Burn-up chart and the value sliders to discuss options
Ask for help if you think they can help
State whats the maximum the team can do
Have courage
Get clear direction if in doubt clarify it. Just fix it is NOT clear direction.
Communicate the Outcomes to the Team
Be open
Be honest
Be authentic
IM
All About Trust
PM
As a Program manager or Project Manager

you SHOULD NOT.
Overriding team decisions for no apparent reason
Overriding team decisions using information that only you have
Not explaining decisions
Not explaining external impacts on the project
Not sharing information
SC
As a Steering Committee Member
Talk to a few team members directly

Walk the project space on an ad-hoc basis
Ask to see the issue wall and risk matrix
Ask for the Burn-up chart and team morale measure
Be wary if...
Its too rosy a picture - No talk of problems
Always blaming someone or something else
Actual velocity is the same as planned velocity
Actual velocity is always the same from one iteration to another
Best Ways to Steer an Agile Project
Set a clear vision and goal inspire them to attain it! Explain WHY! Set a BHAG!
Ask the team how best to accomplish it
Ask them what help they need to succeed
Help them remove impediments to success
Show genuine interest
Make the difficult decisions on scope that will be needed from time to time
Be fair to establish trust
Steer
Course Topics
IBM
Intro to Agile PM
Key concepts

Agile for Large programs
Distributed Agile
9
10

Smells and pitfalls
Scaling Agile
How do you eat an elephant?
One bite at a time!
Break Down
Portfolio
Outcomes
Program
Outcomes, Goals & Epics
Project
Team
Epics & Features
Features & Stories
Break Down
TEAMs
WORK
Portfolio
Outcomes
Program
Outcomes, Goals & Epics
Project
Epics & Features
Team
Features & Stories
TIME
Iteration Iteration Iteration Iteration

1
2
3
4
Iteration Iteration Iteration Iteration

1
2
3
4
Release 1
Release 2
Slicing Teams and Work
Traditional teams
Agile teams
Front end
Middleware
Backend
Traditional
functionality
Traditional
functionality
Traditional
functionality
Front end
Middleware
Agile story:
As an ________
I want ________
So that ________
Backend
Visualizing Teams and Work
Portfolio Wall
Awaiting Awaiting
New discovery Discovery
Approval Resources
In
Discovery
Awaiting
Delivery
Approval
Awaiting
Delivery
Resources
In
In final
Done
Delivery Deployment
Program Wall
i1
i2
i3
i4
i5
i6
Iteration Wall
i7
i8
i9 i10
Iteration 5
Planned
In Progress
Testing
Done
Idea
When Do You Slice the Elephant
Discovery
Discovery
Deliver
R1
Discovery Practice
Problem
UN
COL
Desired
Outcome
NE
Cost /
Benefit
DO
BO
RA
TE
LA
ITE
TI
RA
TE
TO
EL
AB
AT E
R
O
Idea
Plan
Blockers
Discover
Estimate
Epics
Solution
Strategy
Delivery
Discovery
When Do You Slice the Elephant
Optional
Discovery
Releases or
phases
Iteration
Planning
Deliver
R1
Daily
Standups
Work
Iteration
Iteration zero
is the setup iteration
Iteration
Iteration
Iteration
Showcase
Retrospective
Scaled Agile Framework
Large Scale Scrum Framework
Structuring large Agile Programs
Structuring Teams
Small teams
End-to-end teams
If distributed then distribute across a max of 2-3
locations. Avoid longitude sickness as far as possible
Dont rotate people too frequently
Co-location of key people for planning at least
Single IM per Pod
PMs across Pods
Program IMs in case of large programs
Structuring large Agile Programs
Structuring Work
Clarity of scope and work
Split by MVPs and themes not technology
Consistent iterations
Use consistent estimation techniques
Multiple types of projects together. Focus on dependency
planning and Sync points
Encourage team of teams for dependency management.
Not only IMs but other roles as well
Dont keep interdependent stories in the same iteration
Do NOT compare velocity
Distributed Agile
Agile is all about people and all about the wisdom of the crowd.
Distributed Agile
Distributed Agile
Distributed Agile
PO or PM
IM
Distributed Agile
Self sufficient team
Self sufficient team
4 Ps for perfection
Plans
Shared vision
Shared planning
Sync touch point
People
Process
Sync Releases and
Iterations
Naming standards
Shared BVCs
Sharing and learning
Team of teams
Resource Swaps
Social contract
Products
Common
Collaboration tools
Common Planning tools
Rules of distributed teams
7 rules:
1. Dont distribute
2. Dont treat remotes as if they were locals
3. Dont treat locals as if they were remote
4. Latitude hurts, longitude kills
5. Dont always be remote
6. Invest in the appropriate tools and environments
7. Establish standards and agreements
Successful distributed teams
Tips
Do not compromise on collaboration!
Share the pain
Let the teams find the best solution
Some solutions may not work its ok!
Focus on continuous improvement
Single outliers may not be worth the pain
Use your common sense and be fair!
Summary
Course Topics
IBM
Intro to Agile PM
Key concepts
Handling difficult people in the team

Handling unrealistic demands from
stakeholders
10
Smells and pitfalls
Module Outline
What does difficult mean?

What are the signs?
Who is this person(s)?
What are the causes?
Who should do something?
What can you do as the PM or IM?
When, where and how to do it?
Why should you act?
6 Difficult Attitudes
$%@&!!
..whatever
we cant..
Hostile
Aggressive
Passive
Aggressive
Perennial
Pessimist
but I think..
Know it all
what if..
sure!
Indecisive
Always
Agreeable
Bad Behaviors Intended to Manipulate
BULLYING
Back Stabbing
Malicious Gossip
Cliques
Stone Walling
Anger
Martyr
Silence
Obfuscation
Misinformation
Negative
The Bad Apple
The Bad Apple
Everyone knows who it is!

Avoid gossip !
Do NOT encourage an environment of back
talk and back door complaints
Encourage the individuals to hold each other
accountable and talk directly to the person
Dont believe everything to hear go see the
real thing
If in doubt ask.Dont assume!
Create an environment of trust and respect!
Lead by example!
Challenges of Dealing With Difficult People for Agile Teams
1. Lack of awareness of how to deal with the problem

2. Some difficult people can be highly manipulative
Some even act as Agile zealots who use the team
3. Manager Missing`
Iteration Manager not strong enough
PM does not want to over-ride IM
No single people manager the person plays
managers against each other
Managers dont want to interfere in Agile
4. No Leadership
Consensus culture
Agile Misnomers
Wisdom of the crowd
Majority wins
Self directing
no managers needed
Adaptive planning
cannot provide a plan
Flexible
Collaborative
Teamwork
cannot work to a budget

never ending discussions
no single person is accountable
Base Agile Values
TRUST
RESPECT
Predictability
Character
Reliability
Competence
Base Agile Values
Expectations
Character
Competence
Attitude
Aptitude
Aptitude
EQ
IQ
6 difficult attitudes
$%@&!!
..whatever
we cant..
Hostile
Aggressive
Passive
Aggressive
Perennial
Pessimist
but I think..
Know it all
what if..
sure!
Indecisive
Always
Agreeable
Substance Abuse
Three Main Causes of Attitude Dysfunction
Grief
Mental Health
Personality Disorders
University of Surrey test 2005

Top 3 personality disorders found more often
in the Corporate world
1.
2.
3.
Histrionic
Narcissistic
Obsessive Compulsive
Superficial Charm
Insincere
Egocentric
Manipulative
Lack of empathy
Exploiting
Grandiose
Perfectionism
Rigid
Stubborn
Dictatorial
We are not
psychologists!
but, we must care!
dealing with bad apples
Courage
VS
dealing with bad apples
Boss
Steering Committee
SP
Report to
BA Mgr
Report to
BAs
Test Mgr
Report to
Testers
PM Mgr
Report to
PMs
Dev Mgr
PM
Most people in agile
dont report directly
to the PM and IM
Report to
IM
Devs
Tester
BA
core
Dev
EXT
SME
SH
extended
ICE
Identify
Set clear expectations and consequences
Drive transparency and measures
Check and validate
Correct
Call behavior in time and place
Be courageous
Be firm, be kind, be caring
Engage
Propose a way ahead
Support and empathize
Follow up
Deviance
Deliberate violation
for selfish purpose
The Scale of Expectation
Inattention
Process
Inadequacy
Uncertainty
Hypothesis
testing
Inadvertent
deviation
Faulty process
Lack of clarity
Experimentation
for the good of
the company
Praise worthy
Blame worthy
Sanctions
Red card
2 strikes and OUT
Rewards
Buy drinks for the
team
Dinner for 2 for

Clarifying problem
Bonus payment
The social contract
Agreed Behaviors
1. Be on time for meetings
2. No shouting or abuse
3. Two solutions for every problem
4. Share information openly
5. ..
Dumb
box
Role set theory
80% of behaviors are

driven by the expectations
of 5 8 people
Handling difficult people
Tips:
1. Try to spot the root cause Attitude vs Aptitude

2. Hold people accountable for the small stuff
It sets the precedent and deters the big stuff
3. Acting fast to snuff out definitely bad behavior
4. Dont use humor or sarcasm
5. Look at yourself
Impacts
If you dont act... it normally gets worse!
Low moral
Low productivity
Sub optimal
High attrition rate

Low quality
Missed targets
Catastrophic
Unrealistically Demanding Stakeholders
Rarely Prioritize
Refusing to prioritize want everything first!
Refusing to have the difficult discussion with other stakeholdersexpects you to have it
Aggression
No flex on the iron triangle

Promised a date to the boss now you have to deliver!
Fixed budget no lee way
Constant and endless changes
Pessimism
Will not approve or accept product. Keep making small changes.

Keeps changing requirements continuously. Very hard to pin down!
Unavailable
Missing! Not available no time!
Directive and micro managing

Say exactly how it has to be done
Directive
Know it all
Handling demanding stakeholders
Tips:
1. Awareness and Agile training for all including stakeholders
2. Set clear expectations up front + Set clear roles and responsibilities
3. Use the Agile practices to have strong conversationssafely!
Discovery practice
Backlog grooming
Planning meeting Prioritizing, estimation and planning
Showcase
Retrospective
4. Setup a steering committee
5. Avoid corridor discussions use workshops, showcases and steering
committee meetings for formal discussions and agreement
Use the Agile artifacts Burn up Charts & Value sliders
6. Be courteous and courageous
Summary
When leading, be honorable

in action and sincere in words
~ Buddha
Summary
Identify
Correct
Engage
Course Topics
IBM
Intro to Agile PM
Key concepts
10
Smells and pitfalls

How to detect a smell
Common smells and pitfalls
Smells and pitfalls
Sniffing Smells
Something smells fishy
and it certainly isnt fish
Smells and pitfalls
Sniffing Smells
Do a Johnny Cash
- Walk the Line
Walk the line - Read walls, talk to the people
Stakeholder conversations
Attend Retros, Stand-up and Planning sessions
Observe behaviors
Mood Marbles
Smells and pitfalls
7 Common Smells
7
smells
1. No problems!
2. Velocity smells!
3. No voice for the team!
4. FunNone!
5. Finger pointing!
6. BVCs out of date!
7. Defensive all the way!
Smells and pitfalls
Top 5 Pitfalls
5
Pitfalls
1. Not Setup for success

2. Lipstick Agile
3. Product Owner / SME availability
4. Resource issues
5. Personality clashes
Smells and pitfalls
Cost Comparison
Traditional
Start-up
- 80%
Build
- 30 to 40%
- 50%
Less start-up costs

Less unnecessary
functionality
Less cost of change
due to higher quality
Agile
Start-up
Build
Maintain
Maintain
Smells and pitfalls
7 Tips for Success
1.
3.
6.
Set clear expectations up

front using the Agile practices
Insist on using BVCs
Keep up-to-date with whats

happening in the Agile world!
4.
7.
Dont sanitize!
Walk the talk!
Behavior expectations
Product Owner expectations
Agile practice expectations
Decision making expectations
2.
5.
Keep the focus on value not

just cost and time!
Know the content
Clear vision and goals
Smells and pitfalls
Agile Metrics
Team of 35 people, > 1million LOC, >17,000 automated tests

Industry
average
Current
performance
Improvement
$3.5m
$2.2m
-37%
12.6 months
7.8 months
-38%
2,890
1,450
-50%
35
35
Project cost
Project Schedule
Cumulative defects
Staffing
Source : Michael Mah, Cutter consortium, QSM Associates

7300 projects, 500+ organizations, 18 countries
Smells and pitfalls
Summary
Smells and pitfalls
Summary
MY
PROJECT
MANAGER

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Course Topics

Agile Project Management

Process & activities

Roles and responsibilities

Attitude and aptitude

Measuring, reporting and tools

Steering an Agile project

Large and/or distributed Agile

Handling difficult people and demands

Smells and pitfalls

Process and Project Type

Agile Program Fundamentals

You cant manage what you dont know

Agile Project Management

Process & activities

Roles and responsibilities

Attitude and aptitude

Measuring, reporting and tools

Steering an Agile project

Large and/or distributed Agile

Handling difficult people and demands

Smells and pitfalls

How is Agile Project Management Different

PMBok 5 Process Groups

Planning & Design

Monitoring & Controlling

How is Agile Project Management Different

PMBOK 10 Knowledge areas

How is Agile Project Management Different

Planning & Design

Monitoring & Controlling

Process and activities

Roles and responsibilities

Behaviors and style

How is Agile Project Management different - Declaration of Interdependence

Source : APLN - PMODI

How is Agile Project Management Different - Focus Area

Three Main Concepts of Agile Project Management

WISDOM OF THE CROWD

SELF DIRECTING TEAMS

Wisdom of The Crowd

Wisdom of The Crowd

Self Directing Team

Clarity of purpose and outcome

Do whatever they want

Focused on continuously improving

Use the wisdom of the crowd to make better decisions

Make it a democracy and majority rules

No one shows leadership

Collaborate and work as a team

Self Directing Team

Self Directing Team - Leaders

Provide clarity of purpose

Self Directing Team - Individuals

Live the values

Situational Leadership - Servant Leadership

Inspire and energize (can-do) - Set BHAGS

Servant Leadership - Alignment and Autonomy

figure out how!

Hope someone is working

Servant Leadership - Crossing the Change Ravine

Source : Martin Fowler

WISDOM OF THE CROWD