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1. Agile Model of APM

2. Meaning of Agility
Copyright 2011 John Wiley & Sons, Inc. 12-2
Inanuncertainandturbulentworld,success
belongstocompaniesthathavethecapacityto
createchange,andmaybeevenchaos,fortheir
competitors.
Creatingchangedisruptscompetitors(andthe
entiremarketecosystem);respondingtochange
guardsagainstcompetitivethrusts.
Creatingchangerequiresinnovation:developing
newproducts,creatingnewsaleschannels,
reducingproductdevelopmenttime,customizing
productsforincreasinglysmallermarket
segments.

3. Meaning of Agility…
Copyright 2011 John Wiley & Sons, Inc. 12-3
Inaddition,yourcompanymustbeableto
respondquicklytobothanticipatedand
unanticipatedchangescreatedbyyour
competitorsandcustomers.
Agilityistheabilitytobothcreateandrespondto
changeinordertoprofitinaturbulentbusiness
environment.
Agilityistheabilitytobalanceflexibilityand
stability.

4. Meaning of Agility…
Copyright 2011 John Wiley & Sons, Inc. 12-4
Somepeoplemistakenlyassumethatagility
connotesalackofstructure,buttheabsenceof
structure,orstability,generateschaos.
Conversely,toomuchstructuregeneratesrigidity.
Toomuchstructurestiflescreativity.Toolittle
structurebreedsinefficiency.
Agilityisthebalancepointbetweenchaosand
order,betweenflexibilityandstability.

5. Agile Business Objectives
Copyright 2011 John Wiley & Sons, Inc. 12-5
1.Continuousinnovation—todeliveroncurrent
customerrequirements
2.Productadaptability—todeliveronfuture
customerrequirements
3.Improvedtime-to-market—tomeetmarket
windowsandimprovereturnoninvestment(ROI)
4.Peopleandprocessadaptability—torespond
rapidlytoproductandbusinesschange
5.Reliableresults—tosupportbusinessgrowth
andprofitability

6. Continuous Innovation
Copyright 2011 John Wiley & Sons, Inc. 12-6
Developingnewproductsandnewservicesin
today'scomplexbusinessandtechnologyworld
requiresamindsetthatfostersinnovation.
Strivingtodelivercustomervalue,tocreatea
productthatmeetstoday’scustomer
requirements,drivesthiscontinuousinnovation
process.
Innovativeideasaren'tgeneratedinstructured,
authoritarianenvironmentsbutinanadaptive
culturebasedontheprinciplesofself-
organizationandself-discipline.

7. Product adaptability
Copyright 2011 John Wiley & Sons, Inc. 12-7
Nomatterhowprescientaperson,ateam,ora
company,thefuturewillalwayssurpriseus.
Forotherproducts,thetimeframefor
incorporatingchangesvariesfrommonthsto
years.
Withthepaceofchangeincreasingand
responsetimeshrinking,theonlywaytosurvive
istostriveforproductadaptability—acritical
designcriterionforadevelopmentprocess.
Infact,inanagileproject,technicalexcellenceis
measuredbybothcapacitytodelivercustomer
valuetodayandcreateanadaptableproductfor
tomorrow.

8. Improved Time-to-Market
Copyright 2011 John Wiley & Sons, Inc. 12-8
Asthestatisticsforrapidlyshrinkingproduct
developmenttimesindicate,reducingdelivery
schedulestomeetmarketwindowscontinuesto
beahigh-prioritybusinessgoalformanagers
andexecutives.
Theiterative,feature-basednatureofAPM
contributestoimprovingtime-to-marketinthree
keyways:focus,streamlining,andskill
development.
First,theconstantattentiontoproductfeatures
andtheirprioritizationinshort,iterative
timeboxesforcesteams(productmanagement
anddevelopers)tocarefullyconsiderboththe
numberoffeaturestoincludeintheproductand

9. Improved Time-to-Market
Copyright 2011 John Wiley & Sons, Inc. 12-9
Focus,
Theconstantattentiontoproductfeaturesand
theirprioritizationinshort,iterativetimeboxes
forcesteams(productmanagement and
developers)tocarefullyconsiderboththe
numberoffeaturestoincludeintheproductand
thedepthofthosefeatures.
Streamlining
APM—likeitsleandevelopmentcounterparts—
streamlinesthedevelopment process,
concentratingonvalue-addingactivitiesand
eliminatingoverheadandcomplianceactivities.

10. Improved Time-to-Market
Copyright 2011 John Wiley & Sons, Inc. 12-10
Skilldevelopment
APMfocusesonselectingtherightskillsfor
projectteammembersandmoldingtheminto
productiveteams.

11. People and Process Adaptability
Copyright 2011 John Wiley & Sons, Inc. 12-11
Justasproductsneedtoadapttomarketplace
realityovertime,sodopeopleandprocesses.
Infact,ifwewantadaptableproducts,wemust
firstbuildadaptableteams—teamswhose
membersarecomfortablewithchange,whoview
changenotasanobstacletoresistbutaspart
andparcelofthrivinginadynamicbusiness
environment.
TheAPMprinciplesandframeworkencourage
learningandadaptingasanintegralpartof
deliveringvaluetocustomers.

12. Reliable Results
Copyright 2011 John Wiley & Sons, Inc. 12-12
Productionprocessesaredesignedtobe
repeatable,todeliverthesameresulttimeafter
timeaftertime.
Goodproductionprocessesdeliverthe
anticipatedresult,forastandardcost,withina
giventime—theyarepredictable.
Explorationprocessesaredifferent.Becauseof
theuncertaintysurroundingrequirementsand
newtechnology,explorationprojectscan'tdeliver
aknown,completelypre-specifiedresult,butthey
candeliveravaluableresult—areleasable
productthatmeetscustomergoalsandbusiness
requirementsastheybecomeknown.

13. Agile Leadership and Team Values
Copyright 2011 John Wiley & Sons, Inc. 12-13
"Inhigh-performanceteams,"theleadersmanaged
theprinciples,andtheprinciplesmanagedtheteam."
CarlLarsonandFrankLaFasto(1989).
Ifwewanttobuildgreatproducts,weneedgreat
people.Ifwewanttoattractandkeepgreat
people,weneedgreatprinciples.
Whyteamsexist,whatweintendtobuild,whom
webuilditfor,andhowweworktogetherformthe
coreprinciplesofAPM.

14. Agile Leadership and Team Values
Copyright 2011 John Wiley & Sons, Inc. 12-14
Values
Deliveringvalueovermeetingconstraints(Value
overConstraints)
Leadingtheteamovermanagingtasks(Teamover
Tasks)
Adaptingtochangeoverconformingtoplans
(AdaptingoverConforming)
Therearetwoprimarysourcesforagilevalues:
1.TheDeclarationofInterdependence
2.ManifestoforAgileSoftwareDevelopment

15. The Declaration of Interdependence
Copyright 2011 John Wiley & Sons, Inc. 12-15
TheDeclarationofInterdependencewas
developedwithprojectleadersinmind.
WhereastheAgileManifestowasdevelopedwith
softwaredevelopmentinmind.
Itboostsperformancethroughgroup
accountabilityforresultsandsharedresponsibility
forteameffectiveness.
Itimproveseffectivenessandreliabilitythrough
situationallyspecificstrategies,processes,and
practices.

16. Manifesto for Agile Software Development
Copyright 2011 John Wiley & Sons, Inc. 12-16
"Thisisakindoftool,process,documents,
contracts,orplans.
Overtheyears,themanifestostatementshave
beenmisinterpreted,primarilyinconfusingless
importantwithunimportant:
"Thisshouldnotbeconstruedasindicatingthat
tools,process,documents,contracts,orplansare
unimportant.
Thereisatremendousdifferencebetweenone
thingbeingmoreorlessimportantthananother
andbeingunimportant“.
Toolsarecriticaltospeedingdevelopmentand
reducingcosts.

17. Manifesto for Agile Software Development
Copyright 2011 John Wiley & Sons, Inc. 12-17
Contractsarevitaltoinitiatingdeveloper-customer
relationships.
Documentationaidscommunication.
Withoutskilledindividuals,workingproducts,close
interactionswithcustomers,andresponsiveness
tochange,productdeliverywillbenearly
impossible.

18. Agile Leadership and Team Values…
Copyright 2011 John Wiley & Sons, Inc. 12-18
Q.Whattraitsdifferentiateanagileleaderfroma
traditional(ornon-agile)leader?
Atraditionalprojectmanagerfocusesonfollowing
theplanwithminimalchanges,whereasanagile
leaderfocusesonadaptingsuccessfullyto
inevitablechanges.
Someteamleaderswhoaregoodteammanagers,
butoverlyconforming,andotherswhoaregoodat
adapting,butpooratself-organizingteam
leadership.Agoodagileleadermustbeboth.

19. “Task" management versus “Team"
management
Copyright 2011 John Wiley & Sons, Inc. 12-19
"Teammanagers"enableteamstoself-manage
theirowntaskstofacilitatethecompletionof
features.
"Taskmanagers"focusontaskcompletionasa
measureofhowwelltheteamisconformingtothe
projectplan.
"Teammanagers"assisttheirteams(andthe
broaderprojectcommunity)remaincoordinated
andeffectivesothattheycansucceed.
"Taskmanagers"overseeteamstoensurethat
theyremain"productive,"ontask,anddon'tlag
behindtheplan.

20. Risk Management
Copyright 2011 John Wiley & Sons, Inc. 12-20
Thechanceofadverseconsequencesoffuture
events.
Anuncertaineventorconditionthat,ifitoccurs,
hasapositiveornegativeeffectonaproject’s
objectives.
Riskrelatestofutureproblemnotcurrentone.
Theyinvolveapossibleeventanditseffect.
Example-Developerleaves-taskdelayed.

21. Risk Types
Copyright 2011 John Wiley & Sons, Inc. 12-21
MarketRisk
Themarketriskistheprojectcompletesuccessfully,but
thenthemarketconditionshavechangedandtheproduct
isnotacceptedinthemarket;maybethecompetitors
havecomeupwiththebetterproduct.
FinancialRisk
Financialriskisriskoffinancialcommitmentbythe
customernotbeinghonoured.
Thecustomergonebankruptcannotpayfortheproject
halfwaythroughtheprojectandsoon.

22. Risk Types
Copyright 2011 John Wiley & Sons, Inc. 12-22
TechnologyRisk
Thetechnologyriskisthattheprojectassumessome
technologyandthentheprojectproceedsbasedonthat
technology;butitmaysohappenthatbettertechnology
getsdevelopedandcomesintousebeforetheproject
completes.
ProjectRisk:
Projectpersonalleaveunabletofindreplacementfora
specificrole,theschedulegetsdelayedandsoon.

23. Risk Management Approaches
Copyright 2011 John Wiley & Sons, Inc. 12-23
Proactive
Anticipatethepossiblerisks
Takeactionstomanagetherisk
Reactive
Takenoactionuntilanunfavourableeventsoccurs.

24. Risk Handling Framework
Copyright 2011 John Wiley & Sons, Inc. 12-24
Riskidentification
Whatrisksmightbethere
Riskanalysisandprioritization
Whicharethemostseriousrisk
RiskPlanning
Whatarewegoingtodoaboutthem?
RiskMonitoring
Whatisthecurrentstateofrisk?

25. Risk identification
Copyright 2011 John Wiley & Sons, Inc. 12-25
Useofchecklists
Usuallybasedontheexperienceofpastprojects
Brainstorming
Knowingriskthroughpoolconcern.
CausalMapping
Identifyingpossiblechainofcauseandeffect

26. Risk analysis and prioritization
Copyright 2011 John Wiley & Sons, Inc. 12-26

27. Risk analysis and prioritization
Copyright 2011 John Wiley & Sons, Inc. 12-27

28. Risk Planning
Copyright 2011 John Wiley & Sons, Inc. 12-28
Riskscanbedealtwithby:
Riskacceptance
Riskavoidance
Riskreduction
RiskTransfer
Riskmitigation

29. Risk reduction
Copyright 2011 John Wiley & Sons, Inc. 12-29

30. Risk reduction
Copyright 2011 John Wiley & Sons, Inc. 12-30

31. What is Agile Software development
Copyright 2011 John Wiley & Sons, Inc. 12-31
Agile:Easilymoved,light,nimble,activesoftware
processes
Howagilityachieved?
Fittingtheprocesstotheproject
Avoidanceofthingsthatwastetime

32. Agile Model
Copyright 2011 John Wiley & Sons, Inc. 12-32
Agilemodelwasproposedinmid-1990s
Toovercometheshortcomingofthewaterfallmodel
Primarilydesignedtohelpprojecttohandlechange
requests
Therequirementsaredecomposedintomany
smallincrementalpartsthataredeveloped
incrementally.

33. Ideology: Agile Manifesto
Copyright 2011 John Wiley & Sons, Inc. 12-33
Individualsandinteractionsoverprocessandtools
Working Software over comprehensive
documentation
Customercollaborationovercontractnegotiation
Respondingtochangeoverfollowingaplan

34. Agile Model
Copyright 2011 John Wiley & Sons, Inc. 12-34
Userstories:
Simplerthanusecases
Metaphors:
Basedonuserstories,developersproposeacommon
visionofwhatisrequired.
Spike:
Simpleprogramtoexplorepotentialsolutions.
Refactor:
Restructurecodewithoutaffectingbehaviour

35. Agile Model…
Copyright 2011 John Wiley & Sons, Inc. 12-35
Atatime,onlyoneincrementisplanned
developed,deployedatthecustomersite.
Nolong-termplansaremade.
Aniterationmaynotaddsignificantfunctionality.
Butstillanewreleaseisinvariablymadeattheendof
eachiteration
Deliveredtothecustomerforregularuse.

36. Methodology
Copyright 2011 John Wiley & Sons, Inc. 12-36
Face-to-facecommunicationfavouredoverwritten
documents.
Tofacilitateface-to-facecommunication,
Developmentteamtoshareasingleofficespace.
Teamsizeisdeliberatelykeptsmall(5-9people)
Thismakestheagilemodelmostsuitedtosmall
developmentprojects.

37. Agile Model: Principles
Copyright 2011 John Wiley & Sons, Inc. 12-37
Theprimarymeasureofprogress:
Incrementalreleaseofworkingsoftware
Importantprinciplesbehindagilemodel:
Frequentdeliveryofversions-onceeveryfew
weeks.

38. Agile Methodologies
Copyright 2011 John Wiley & Sons, Inc. 12-38