The Agile Edge Conference

Next week Valtech and VersionOne are co-sponsoring a one day conference called the Agile Edge. This will be an intense introduction to Agile designed to give attendees tools they can use to drive organizational transformation and breakthrough performance. David Anderson will be kicking off the event so it should prove to be a very informative and exciting day.

The conference will offer three tracks, each covering a different role on the project: product owners, developers, and project managers. I have the honor of doing the talks on the Agile Management track. We've prepared three presentations that are geared toward traditional project managers making the switch to agile.

Refactoring your PMPs
Successfully moving to Agile Project Management will hinge largely on how well we adopt new ways of thinking about project structure and control. Building on the principles of PMI and the Project Management Body of Knowledge (PMBOK) we will explore how a PMP can adapt their knowledge and experience to become an effective Agile Project Manager.

The Agile Power Shift
Agile methods build high-performing project cultures and put a great deal of emphasis on trust, empowerment, and self-organization. Agile moves us away from command and control project structures and toward structures that help us tap into the passion, creativity, and enthusiasm of the team. This team centric approach can leave the traditional project manager wondering about their new role on an agile project. This talk will explain the essentials of agile team dynamics, how teams contribute to project success, and what we must learn to become effective agile project leaders.

Agile Project Management Explained
Agile represents a dramatic shift in thinking about project management. It also represents a pretty radical shift in what a project manager does. At some point project managers have to transition from thinking about Agile to actually making it happen. This talk will explain the mechanics of running an Agile project and how these techniques support the principles behind Agile methodologies.

For those that cannot make the talk next week in DC, we'll be offering this conference in other cities around the country. Next up is New York on June 25th. Click here for more information and to register for the event. Looking forward to seeing everyone there!

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Agile Risk Management - Logistical Risk

This is the final installment of a three part series on Risk Management. Part one discussed how I think about business risk. Part two dealt with how to think about technical risk. This post will address some things to think about when considering logistical risk.

Logistical Risk

Logistical risk deals timing and team member availability. These are your people and money risks. Once the business risks are mitigated and we have proven there is a viable solution, this is where the team can really scale the project and build out the bulk of the solution. Here we are answering questions about having the people to do the work. We are monitoring to see if we are making the progress we expected at the beginning. Are we going to have to make any tradeoffs to hit our market date?

Logistical Risks deal with people. Do we have enough people to do the work and are our original assumptions about their capacity going to hold?

In reality, you are dealing with all three types of risk all through the project. The focus becomes logistical risk once you have tackled the other high risk areas of the project and are ready to get down to the business of building out the product. On a large team, you have probably broken your core team up to seed other small teams on the project. As the project scales, you are working to make sure the interactions between the teams are running smoothly. You are concerned with establishing a stable team velocity, grooming the backlog, and making sure that you are regularly delivering business value.

You are working to make sure that the team has everything it needs to be successful. You are actively removing impediments, and interacting with other parts of the business to prepare for your final product delivery. You are probably coordinating the availability of extended team members, managing external dependencies, and possibly dealing with unexpected departures. Logistical risk is about managing the team through the life of project execution.

In Conclusion

I have witnessed too many Project Managers dealing with risk as something external to the project. It is as if the project is on one track and risk management is on another. Risk management is not a separate process that lives outside the way we build software. Risk management needs to be built into the very fabric of the project itself.

Delivering product to customers mitigates all kinds of risk, let's do that a lot. Continuous integration mitigates risk, let's do that too. Continuous testing mitigates risk, let's test all the time. These are not things that the technical team just does, they are things that project managers need to make sure is happening. We need to make sure they are built into the foundation of our project management approach.

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APLN Seattle Leadership Summit

For the past few years, local APLN chapters have been hosting regional Leadership Summits. These events have been very well received and attract fantastic speakers and exceptional local thought leaders througout the agile community.

The summit targets both new and seasoned Agile leaders at all levels: organizational leaders, product leaders, and project leaders. This is your chance to spend a whole day with some of the leading experts in the area of Agile Leadership, to network with with other agile leaders and to share your experiences and concerns with those who are in the same situation as yourself.

The Dallas Summit was a huge success! Next up is Seattle.

The APLN Leadership Summit format includes:

• Networking opportunities throughout the day
• Speakers addressing how to lead their organizations to become agile.
• "Think Tank" sessions on Agile Leadership with topics addressing advanced leadership tools, experiences, lessons learned, and issues yet to be resolved, decided by the group.
• Networking social at the end of the first day to review think tank solutions and suggestions.

David Anderson is lining up an all star crew to host the event. So far he has lined up the following thought leaders:

• Brent Barton, CTO, Solutions IQ
• Jim Benson and Corey Ladas, Modus Cooperandi
• Bruce Eckfeldt, Managing Director, Principal, Cyrus Innovation
• Mike Griffiths, Founder, Leading Answers
• Lisa Haneberg, Author
• Mitch Lacey, Accentium Senior Project Leader
• David Anderson, Founder of Modus Cooperandi
• also... Luke Hohmann, Jeff Patton, and Arlen Bankston
  

If you are in the area, or able to make a the trip, this event will be well worth attending.

For more information and to register, please visit the APLN Summit home page: http://www.apln.org/summits.html

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Agile Risk Management - Technical Risk

This is part two of a mini-series on risk management. Part one discussed how I think about business risk. This post will address some things to think about when considering technical risk.

Technical Risk

Technical risk deals with those unproven assumptions in your emerging design that might significantly impact your ability to deliver the solution. Are we planning to use any unproven technologies to build the solution? Have we exercised the significant interfaces between systems? Can we demonstrate a working skeleton of the system? What about performance? What about security? Any technical decisions not validated by working software count as technical risks.

Technical risk deals with feasibility. In other words, have we proven there is a solution that can be delivered within the time and cost constraints of the project?

Technical risk is also dealt with early in the project immediately after you have a handle on the critical business risks. This is where the team really gets engaged for the first time. You bring your resources to bear to build out the system and validate any assumptions you made during planning. The backlog should be prioritized with an eye toward technical risk. Build out those features early that are most likely to validate your architectural assumptions and stabilize your emerging design.

It is worth emphasizing here that technical risk should always be mitigated in the context of working software. We build features to mitigate risk. Proving interfaces, or that one system can talk to another, outside the context of delivered business value does little to prove anything or mitigate any real risk. Testing is an integral part of risk mitigation. Untested features deliver no value.

As we build features, we will certainly learn more about the architecture and more about what it is going to take to build out the proposed solutions. Stay open to this new information. Re-estimate the backlog if necessary. Share this information with your product owner. Allow them the opportunity to learn along with you and adjust their plans and expectations accordingly. Look for technical tradeoffs that will allow you to deliver within the agreed upon time and cost.

What happens if you prove there is not a solution that can be delivered within the time and cost constraints of the project? Sounds we've just identified a pretty significant business risk. Mitigate your technical risks early and ensure feasibility while your overall investment is still relatively low.

Click here to read my previous post on Business Risk. Next post we'll address Logistical Risk

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Agile Risk Management - Business Risk

As project managers, we must understand how to identify risk and how to put strategies in place to mitigate their effects. To put an effective strategy in place, it is necessary to consider what factors are leading to the risk and when these factors are most likely to impact your project. Over the next few posts we'll talk about three common categories of risk, how we distinguish them from each other, and what we can do to make sure they don't negatively impact our project.

Business Risk

Do we have reason to believe the features we've scheduled for the upcoming release will deliver the value we have planned? Do we have reason to believe the team can deliver that value within the time and cost constraints we have established? What about our customers, have they weighed in that we are building the right product? Is everyone on the team organized around a clearly articulated product vision? Answering these kinds of questions is what it means to mitigate business risk.

Business risk deals with value. In other words, can our project deliver the value we have promised to the business?

Business risk is one of the first kinds of risk to consider on a project. This is often addressed before the entire team really gets going on the project. In this stage, you are setting goals, chartering the project, and getting the project funded. Once the vision is set, make sure that the features you define in the product backlog are focused on delivering that vision. Weed out requirements that are not necessary to deliver that vision, keep things as simple as possible.

Establish a high level architectural approach for the product and use this common understanding as a baseline for estimating and planning. Estimate your backlog, keep it prioritized, and work on the highest value features first. Measure the throughput of the team and assess progress against your backlog. If your team's throughput is less than expected, deal with these issues immediately. Give your product owners the opportunity to adjust the scope of the release or negotiate detailed feature functionality.

Constantly reevaluate the product backlog in light of what we are learning from the emerging solution. Don't assume that the original features are the right features to deliver the vision. Stay open to new information and be willing to learn. If you find that what you are learning is moving you away from the original product vision, ask the hard questions about the project and help the business decide if this new direction is consistent with the organizations goals. If not, what does this mean for the product?

Dealing with business risk involves balancing the product vision, market needs, and the emerging solution. Maintaining the right balance between these three factors is how we guide the project into a successful outcome.

Next post... Technical Risk

Link to my post on Agile Chronicles:
http://blog.versionone.net/blog/2008/05/agile-risk-mana.html

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Straw Men and Red Herrings

Whenever I get into a discussion on Agile Project Management, I inevitably find myself contrasting Agile methods with "Traditional Project Management". I use the phrase "Traditional Project Management" as a label for that style of project management advocated by the PMI, documented in the PMBOK, and certified through the PMP. It's the kind of project management we often characterize as big up front planning followed by a blind adherence to the plan.

Setting up the conversation this way gives me an easy way to establish contrast and teach about Agile methods. The problem with this approach is that reality is never quite so simple.

A well run "Traditional" project does adapt and respond to its environment. A good "Traditional" Project Manager does lead and empower their teams. While good "Agile" teams are structured and disciplined, many are unstructured and chaotic. Establishing an us vs. them mentality isn't going to lead us any closer toward developing more adaptive project managers or more adaptive project management practices.

We will always be able to find examples of misapplied process no matter what management or leadership philosophy we happen to hold.

Rather than setting up the "Traditional" crowd to take the fall for all our project management problems, we should acknowledge that there is a time and place where it does make sense to apply a more "Traditional" approach. Let's focus on making the Project Management community aware of those domains where it doesn't. If we can clearly communicate what makes some software projects different, in a language the "Traditional" crowd understands, we will be better positioned to open minds.

Agile is pretty risky for people that have been immersed in 30-40 years of conventional project management wisdom. As Agile becomes more mainstream, we are going to need to deal with people that are not ready to drink the Kool-Aid. If we want the PMOs out there to see Agile as a viable project management approach, we need to meet people where they are and guide them gently into this new way of thinking.

So here is my new formula for having a discussion on agile project management

1. Validate the traditional project management processes
2. Explain why these processes break down in certain problem domain
3. Listen for objections and understand their point of view
4. Explain how agile project management solves some of these problems.

What do you think?

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Managing Your Backlog

Life is full of difficult decisions and sometimes we have to make tradeoffs. The best thing you can do is to get your backlog in priority order and work from the top. Establishing a stable velocity is key to understanding how much you can get done. Sometimes you are fortunate and the list is easier than it looks. If you finish early, you can always go back for more.

Here is a link to my post on Agile Chronicles:
http://blog.versionone.net/blog/2008/05/managing-your-b.html

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