Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation
An Action Guide for Business and IT Leaders
Productivity Press – 2012 – 196 pages
Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation: An Action Guide for Business and IT Leaders explains how to increase IT delivery capabilities through the use of Agile and Kanban. Factoring in constant change, communication, a sense of urgency, clear and measurable goals, political realities, and infrastructure needs, it covers all the ingredients required for success.
Using real-world examples, this practical guide illustrates how to implement Agile and Kanban in software project management and development across the entire IT department. To make things easier for busy IT leaders and executives, the text includes two case studies along with numerous templates to facilitate understanding and kick-start implementation.
Explaining how IT and business management can work together to determine business goals that drive this IT-wide undertaking, the book arms you with actionable solutions that can be put to use immediately in any IT department, regardless of size.
Incorporating Agile (Scrum) and Kanban (Lean) principles and practices into your software development organization on a large scale and in a creative way will go a long way toward increasing value and reducing risks. For this reason alone, you will find it—as I do—very worthwhile to spend time reading this very practical book.
—Jack Bergstrand, CEO, Brand Velocity, Inc.; Former CFO of Coca-Cola Beverages and Former CIO of the Coca-Cola Company
… the authors provide an excellent overview of both Agile and Kanban practice and help us understand that a one-size-fits-all IT improvement effort is likely doomed to fail. … On top of a very logical seven-step process for IT-wide software capability improvement, this book also includes comprehensive advice, plans, tools, and practical case studies. By reading the book, you will be well equipped to determine what’s best for your IT organization. I am glad to have read it and now have it in my library.—Adam Warner, IT Management, Software Delivery Education Service Center, Richardson, Texas
SETTING UP THE STAGE
Ineffectiveness of IT Software Project Management and Development: What Can We Do about It?Why Are Command-and-Control and Waterfall Life Cycle Approaches Harmful When Used Together?
What Can We Do about It?
Executive Summary of Agile (Scrum) and Kanban (Lean)So, What Is Agile?
Example of a Known Agile Process: Scrum
Agile Practices in a Nutshell
So, What Is Lean and What Is Kanban?
So, What Is Lean?
So, What Is Kanban?
Kanban Practices in a Nutshell
Similarities between Agile/Scrum and Kanban
Why Agile Alone May Not Be Enough or the Right Solution, and Why Implementing Agile or Kanban without Good Business Objectives Will Normally Fail
Why Agile Alone May Not Be Enough (Preliminary Case Study #1)
Pilot Project Team
Initial Project Team Training
On-Site Scrum Workshop
Second Sprint: Another Hit for the Team!
Third Sprint: Things Started to Rumble
Fourth Sprint: Things Became Worse and Worse
Fifth Sprint: Project Was Cancelled!
From Scrum to Kanban (Preliminary Case Study #2)
There Is Nothing They Do Not Have
Feedback from the Trenches
Finally the Truth Came Out
Kanban Came to the Rescue
Pitfalls of New Software Processes
Release and Sprint Planning
Change in Product Owner
Different Understanding of Agile and Scrum
Building New Expectations
Agile Started to Rumble
Back to Waterfall and Command and Control
BUSINESS GOALS-DRIVEN IT-WIDE SOFTWARE DELIVERY IMPROVEMENT FRAMEWORK
Seven-Step Software Delivery Improvement FrameworkDescription
Step 1: Identify the Business Sponsor and Her or His Needs and Goals
Identify the Business Sponsor
Identify Business Problems and Issues
Identify Business and IT Goals
Step 2: Perform Environment Boundary Identification and Assessment
Identify the Boundary
Step 3: Envision Scenarios and Risks
Step 4: Detail the Chosen Action Plan
Step 5: Implement the Chosen Action Plan
Step 6: Inspect the Implementation’s Progress
Step 7: Adapt the Chosen Action Plan (as Needed)
Step 1: Identify the (Business) Sponsor and Her or His Needs and GoalsIdentify the (Business) Sponsor(s)
Identify the Sponsor(s)’ Needs and Goals
Step 2: Perform Environment Boundary Identification and AssessmentHow to Identify the Environment Boundary
Assess the Identified Business and IT Environment
Step 3: Envision Scenarios and RisksFrom Goals to Action Items (in Bypassing the Assessment)
How to Identify Risks (for Different Scenarios)
Step 4: Detail the Chosen Action PlanAnatomy of a Detailed Scenario (Chosen Action Plan)
The Seven Characteristics of a Good Action Plan
Step 5: Implement the Chosen Action PlanSet Up the Implementation Structure
Seven Characteristics of an Effective Plan Execution
Step 6: Inspecting the Implementation’s ProgressWhy Is Regular Progress Inspection Critical?
What to Inspect
At the Overall Plan Level
At the Action Item Level
Step 7: Adapt the Chosen Action Plan (as Needed)Different Types of Change
Examples of Adaptations
Case Study 1: "Customized Agile Combined with Kanban"
Step 1: Identify Business Sponsor and Her or His Needs and Goals
Step 2: Perform ATP’s Environment Boundary Identification and Assessment
ATP Process Improvement Effort’s Boundary
Step 3: Envision ATP Scenarios
Step 4: Develop the Detailed Action Plan for ATP
Step 5: Execute the ATP Action Plan
Step 6: Inspect ATP Execution’s Progress
Identify and Mitigate Risks
Organize Effective Retrospectives and Learn from Their Lessons
Inspect the Actual Budget to Watch Out for Variance
Watch Out for Positive (and Less than Positive) Changes
Coming from the Different Dimensions
Step 7: Adapt the WTR Action Plan
Changes Coming from the Action Items and the Environment Reaction to the Action Plan
Change Due to Change in Business and/or IT Strategy
Appendix A: From the Project Management Office to the Project Delivery Office
Modify the Traditional Project Manager’s Job Description
Project Manager’s Traditional Job Description
Agile/Lean Project Manager’s New Job Description
Change the Way the PMO Calculates Its Project Estimate
Appendix B: Change Management
Appendix C: Two Most Important Tools of a Good Software Development Infrastructure
Andrew T. Pham, Author of Scrum in Action, Agile project management and software development in the real world, has trained hundreds of software professionals and coached multiple project teams throughout the world to Agile (Scrum) and Kanban (Lean).
An elected senior member with the prestigious IEEE (Institute of Electrical and Electronics Engineers), Andrew Pham has held top positions in project management, enterprise architecture and software development.
In addition to the above, Andrew Pham is also a PMP and PMI-ACP, the Project Management Institute’s newly created certification for Agile Practitioner.
David K. Pham, prolific software creator, is the author of the two Ruby on Rails case studies in the book Scrum in Action, Software Project Management and Development, and a Sun-Certified Java and Microsoft-Certified Developer.
A technology entrepreneur, he was formerly the CTO of KTD Media Corp. and currently president of a web-based company in Providence, Rhode Island. David K. Pham was the invited guest speaker at the DevChatt conference for software developers in Nashville, Tennessee in 2011. He can be contacted at firstname.lastname@example.org.