September 22, 2016

PMI-way of maneuvering challenges of complex projects!

Category: Agile, Management, PMO, Program Management, Project Management — David @ 6:35 pm

We are getting close to 2016 Symposium of PMI in Silicon Valley. A closer look at the speakers and topics (available at PMISV website) portrays real benefits of attending the Symposium. Online search of professional gatherings indicates that PMI chapters hold a high number of symposiums, seminars and conferences with high number of attendees. That’s no surprise as you could see the evidence from the number and quality of speakers at 2016 Symposium of PMISV. 24 keynotes and speakers sharing their experience to overcome challenges and risks in projects; the collective knowledge that cannot be easily grouped together and would require a few graduate-level course to address the issues they resolved.

From risk leadership to addressing possible threats in the design phase, from KISS to dealing with uncertainty while keeping all manners cool, we will hear about selection of challenges with variable ambiguities posing daunting risks and causing projects failure! As the opening keynote, Nick will take an ironic look at risks and its various forms that we’ll face everywhere on our modern-days projects. Other speakers will share their first-hand encounters of challenges in their practices including defies of value-driven organizations, acting fast regarding risk and strategic risk management, dealing with changes and challenges of lean methods, risks of organizational agility, surprises ahead and managing uncertainties. First day’s folding keynote, Richard will share his unique skills of turning risks to values of a mega-project of California Bay Bridge project. Second day starts with Gavin’s KISS method of risk management, following with other speakers sharing their experience regarding QA/QC and critical risk management, schedule and process challenges, dealing with complex risks and the power of communications. Symposium closing keynote will explores the catalytic mechanism when delivering results in projects.

Looking at the quality of shared knowledge I wonder if there is any educational institution providing this wealth of information in such a short time! We have read and heard about risk management and how to identify, analyze, register, and apply appropriate control to “risks”. Yet, knowing first-hand application of risk control in complex projects are not easily found in publications. I personally have the pleasure of idea sharing with a few of the speakers via for instance, assisting Tom Kendrick with a variety of PMI-SV activities and communicating with Joel Bancroft-Connors regarding agile/scrum related topics in the past meetings and professional gatherings.

I am looking forward to seeing many of my colleagues at 2016 Symposium of PMI-Silicon Valley.

A few benefits of attending professional symposiums:

* Online search on benefits of attending professional symposiums/seminars results in:
* To expand skills, learn more about the work, discover industry specific trends and knowledge
* learn from the experiences of your peers, and about valuable resources
* Renew excitement about the work you do while applying new approaches
* Develop ideas that can be implement in your business or career
* Make (new) connections, meet thought-leaders within the industry, share and expand ideas
* Get out of Dodge, show commitment to your profession, find prospects to give back ,and just have fun
* Gain insights and ideas that you can use to establish/increase your credibility and expertise
* Visit interesting new locations where the conference is being held
* Connect with sponsors and other supporters of the conference
* See competitors, learn more about competitive edge, and discover professional strengths/weaknesses
* Meet with and market to potential customers/clients, and study various market needs

September 14, 2014

What is a SCRUM – once again!

Category: Management — David @ 5:57 pm

This is a question that some project and program managers ask often-times! Not just probing its verbatim meaning, but for its real-life significance and value. Is Agile methodology specific for software or it can also be used in other types of projects like hardware and construction?

Let’s first recall Agile Manifesto posted on the “Agilemanifesto” website that I have also included at the end of this entry. Even though we all have heard about Agile methodology’s rapid / sustainable development, customer-driven, lightweight, competitive advantage, iterative, yet simplicity approaches towards development, I would like to add a few more points! Scrum however, is a special implementation of Agile as short sprints (of actions) to iteratively define-implement-test work cycles or time-boxed team efforts. One thing most people agree is that sprints have deliverables that might not be the end-product! I know many experienced managers who have used Agile methodology in completely nontechnical environments such as hydroelectric smart meter implementations, change management, medical device hardware sub-systems, and other related projects. They all claim they promptly create their teams, make lists (of requirements, etc.), prioritize the action items, flow their planned efforts collaboratively, produce planned deliverables, and iteratively handle next sprint in their list.

However and beyond regular philosophies and proven practical norms, Agile method of managing is more like a mindset to me than the process itself. Many scholars have dug up how human aspects impressed Agile methodology, how behavioral-based project management applies to successful delivery, how to improve organizational success Agile-way, and how VUCA is used in emerging ideas of strategic leadership development, even at times of change . We can easily quote the adoption information curve when referring to the adoption of technology and ideas by a population. But when it comes to Agile change adoption, we mostly address the indirect changes (process) rather than understanding the human nature, resistance to change, improved substitutes, and continuous improvements!

I think besides the technique, Agile methodology addresses the mind-set of how to collaboratively achieve a task (or a project) in a flat level among team members where everyone (from customers, to product owners, managers, developers, and implementers) work towards common goals in an iterative progression. Agile is more like conviction to the concept of the crowd (or scrum team) working towards continuous achievements! In this practice all players shall commit to the crowd strength, in a coordinated and collaborative manner.

As per the nature of this methodology’s applicability, I have seen managers who successfully applied Agile process to technical and nontechnical projects, as well as pure hardware and even construction based projects. We all have heard about “Water-Scrum-Fall” where experienced leaders merge two distinct methodologies to plan, execute, and produce their needed result in a hybrid way.

AGILE MANIFESTO:

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’ competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity–the art of maximizing the amount of work not done–is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

November 11, 2013

Water-Scrum-Fall

Category: Management — David @ 7:47 pm

The first time I heard the “water-scrum-fall” term was at PMI-SV Annual Symposium of 2013 at a presentation provided by Roger Kent with the heading of “Waterfagile or Agilefall? Rethinking Knowledge-Work Process Model.” Quite frankly I have mixed the two methodologies – whenever a mixture suited my project. But what does it really mean? This topic came up at our PMISV meetings members putting light on its definition. Below are extracts from our conversation at Mountain View breakfast meeting. I have also added a few points expressed by our members attending PMISV-job search meeting on February 4th, 2013.

A hybrid of “Waterfall” and “Agile / Scrum” methodologies means that you are in-between waterfall or agile. Hybrid solutions work well during the transition period. An example is when tests were all paper based. Then we had a mixture of multiple choice tests that were partially computer based, with paper backup. That is a hybrid model of testing in both digital as well paper-based methods. Now there are organizations that provide computer-based tests only; such as Prometric. Another example is hybrid automobiles; our infrastructure (or even our transportation dependencies / habit) is not ready to fully adapt our transportation into electric power. Yet we are using both gasoline based as well as electric powered automobiles. This is because our transportation industry is in a transition process. However, when electric powered automobiles are well accepted and when we create supporting infrastructure for this model, we will move out of the hybrid mode and fully adopt to electric cars. Going back to water-scrum-fall, some are comfortable with waterfall method, and experience some better results using agile practice. Yet they implement portions of each during their process. Most of our top 500 enterprises have used waterfall for years and decades. Yet their experienced leaders observe better results using Agile and Scrum; hence they use a hybrid model to successfully oversee their projects and portfolios.

A myth of agile is that the final result of our project is fuzzy! That is not true. We just manage the process; including customer engagement from the beginning, so that we have more successful projects -a process in which the customer’s expectations are fully integrated into the product. However, agile methodology works where it is proven to work. We still use waterfall with all its maturity in our large and small projects as we have decades of documented processes using waterfall, like most construction projects. On the other hand, an IT infrastructure project like a data center upgrade / consolidation project could have a waterfall planning with scrum method of roll-out – hybrid model!

I would like to open a question to my readers: what about hardware, or a mix of hardware-software projects? Would be better to stick to waterfall, use agile, or come up with some sort of water-scrum-fall?

Disclaimer: This is an extracts from PMI-Silicon Valley Chapter’s group meetings held regularly in Mountain View and Sunnyvale, California. Many thanks to active participants of our meetings:

Carol Blanchar, Soheil Bouzari, Roberto Bruce, Katie Creegan, Karen Ferguson, Ron Green, Michael Jones, Nathan King, Chris Munson, Scott Petersen, Scott Spetter, Brian Wanner, Ray Williams, Terry Archuleta, David Bakhtnia, Sumadhi Lourduswamy, Melissa Pflum, T. Mallie Brathwaite, Paul Diamond, Raj Kamdar, Valentine Miller, J. Lynn Stuart, Kevin Thompson, Anup Deshpande, Wendy Tsoi, Carl Angotti, and Steve Deffley.