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This Focused Performance Weblog started life as a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective, but is in the process of evolving towards primary content on interactive and mobile marketing. Think of it as about Focusing marketing messages for enhanced Performance. If you are on an archive page, current postings are found here.

Tuesday, September 23, 2003

PMI Congress Notes: Will Agile Development Change the Way We Manage Software Projects? Agile from a PMBOK® Persepective (Nathalie Udo, Sonja Koppensteiner) -- What is agile?
Intro - usual "agile" list of forces driving change, including "shift of power" from tech to business to partnership regarding acceptance of when things will be ready. Agile core ideas..ability to both create and respond to change..., Chaordic (chaos and order), trust as basis for relationships - cooperation, focus on people and interactions first and on processes second. Agile Manifesto.

Common Agile Characteristics - Ability to respond to change. High priority features first. Short iteration cycles. Testing built in. Product focus over artifacts. Customer focus...

Paper reviews various agile development approaches. Presentation focuses on DSDM and Lean Development.

DSDM - Feasibility -> Functional Model Iteration -> Design/Build Iteration -> Implementation

Lean Development - Strategic focused, eliminate local optimizatin, focus on reducing waste, push/pull - team members pull work from. Seven Principles - Eliminate waste. Amplify learning (by just starting). Decide as late as possible (keep architecture open). Deliver as fast as possible (incremental deliveries). Empower the team. Build integrity in. See the whole (Tour de France not won by winning all stages, not by optimizing every piece.
Contrast with PMI "methodology"
PMBOK - product-oriented processes, PM processes. Claim that PMBOK requires detailed up front planning phase (fp - ???), while agile describes planning as planning of iteration and product increments.

Main difference in planning - PMBOK fixed scope and change control of versus continuing conversation about scope.

Main difference in execution - PMBOK execution/control of plan vs execution of features.
Influence on PM role - More emphasis on external relationships. More people management. Focus on change-tolerant design practices. Eliminate waste. Ensure testing and integration are part of development. Involve deployment, training, and support from start. Leadership skills are key. Remove daily roadblocks. (fp - These are differences???)

Cultural Fit - Emphasis on group, not individuals. Performance focused on team performance.

Embracing change - Requires discipline
Focus on simplicity and waste - Requires interaction with customer
High customer sat - Potential for scope creep

(fp - This presentation made a lot of the same mistakes I did in the early days of promoting Critical Chain Project Management, comparing good practices to common (not necessarily good) practices, and reading too much between the lines of the PMBOK that suggested that those common practices were encouraged by the PMBOK approach.)

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