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Context Adaptive Agility Managing Complexity and Uncertainty. Todd Little . Are you in the right place?. It Depends. Enjoy. Hopefully the Matrices are funny enough. Enjoy the show!. Geek Humor. Sorry, just content. OK. You don’t have to laugh. Hate. Hate. 2x2 Matrices. Enjoy.
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Hopefully the Matrices are funny enough
Enjoy the show!
Sorry, just content
OK. You don’t have to laugh
We deliver reliable results by engaging customers in frequent interactions and shared ownership.
We expect uncertainty and manage for it through iterations, anticipation and adaptation.
We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
We boost performance through group accountability for results and shared responsibility for team effectiveness.
We improve effectiveness and reliability through situationally specific strategies, processes and practices.The Agile Project Leadership Network Declaration of Interdependence (www.apln.org)
David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki
Now that I am a Penal Management Professional I can show them how to improve these Convicts’ Maturity Model
Well dataLandmark sells shrink wrap software for Oil and Gas Exploration and Production
Scaling to project conditions
Manage Uncertainty and Complexity
Organizational commonality without being overly prescriptive
What is “barely sufficient?”Our team was tasked with understanding and improving our software development process
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave ThomasManifesto for Agile Software Development
Domain knowledge gaps
DependentsWe studied our project portfolio and identified several project and team attributes
Expert User Involvement
Project DashboardWe Identified a set of Core Processes for all projects to use
Only “A” features may be committed to customers.
“A” features must fit in a p90 confidence schedule. No more than 50% of the planned effort can be allocated to “A” items
More rigorous requirements management; i.e. use a requirements tool.
Requires the generation of useful documentation for interface definitions
Projects broken up into subprojects and coordinated by a team of leaders or a Scrum of Scrums.
Project plans with dependency and critical path identificationComplex, Certain projects are like Cows
Need agility to steer through the uncertainty, and some rigor to manage the complexity.
A careful union of the Colt and the Cow
Requires the best Project Managers
Project Managers sometimes act as clowns to provide diversion.
High BS factor
Appears that they just want to have their way with the Cows.Complex, Uncertain projects are like Bulls
B & C
Most Items for consideration in next release
To Mission Critical
The assessment tool is a guide
Landmark’s portfolio balance
60% DogsProject Complexity and Uncertainty influence how to scale our agile process
Each iteration provides new information and takes us closer to the product vision. Uncertainty remains, and the shape of the cone is proportional.