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Project Program and Portfolio Management [clear filter]
Monday, August 3
 

10:45

Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and Exploration (Johanna Rothman)
Limited Capacity seats available

Abstract:
Are you trying to scale your agile project to a program, a collection of projects with one strategic objective? If you do what you’ve done with one small project, you’ll get bloat. Instead of bloat or large frameworks, you can use agile and lean approaches to manage your program with small-world networks. Small world networks help each team to remain autonomous, and still collaborate and explore across the program.
The common risks for software programs are how to manage the interdependencies, how to nurture the architecture, how to see the status, and how to release an entire product. When we ask feature teams to collaborate and take responsibility across the organization, the teams can manage many of the interdependency and architecture challenges. With program management, we can see the status and release the entire product.
Learning Outcomes:
  • * How to scale out, not up, to create effective programs
  • * How the teams can self-organize to small-world networks
  • * How deliverable based planning and short deliverables can help a program with agile and non-agile teams
  • * How the program manager is a servant leader and what the program manager does
Attachments:

Speakers
avatar for Johanna Rothman

Johanna Rothman

President, Rothman Consulting
Johanna Rothman, known as the "Pragmatic Manager," provides frank advice for your tough problems. She helps leaders and teams see problems and resolve risks and manage their product development. | | Johanna was the Agile 2009 conference chair. Johanna is the author of several... Read More →


Monday August 3, 2015 10:45 - 12:00
Potomac D

14:00

How long will it take? Probabilistic forecasting for math mortals (Larry Maccherone)
Limited Capacity seats available

Abstract:
You know "collaboration over contract negotiation", right? Metrics often drive a wedge between management/stakeholders and the team, none more so than forecasting metrics. However, when you give a probability distribution as the answer to the question, "How long will it take?" instead of a single date, an amazing transformation happens. Suddenly, the team and management/stakeholders start collaborating to manage tradeoffs and risk. So, how do you generate a probabilistic forecast?
Maybe you've heard of Monte Carlo simulation. Maybe you've seen probabilistic forecasting techniques demonstrated or even used. But you just don't understand how it works. This talk is a gradual introduction of these techniques. You need to know nothing about combinations and permutations. You don't need to know how to apply complicated formulas. You need only have the ability to understand the rules to a simple strategy game.
This talk starts off explaining the simplest form of probabilistic forecasting using throughput/velocity as an example that anyone can follow. We'll then layer on more sophistication (but no complicated math) and discuss the tradeoffs of each approach along the way. In the end you'll have everything you need to understand and make use of probabilistic forecasting.

Learning Outcomes:
  • Easily understand Monte Carlo simulation
  • Do what-if analysis
  • Take explicit risks into account
  • Utilize forecasts that are presented as a probability distribution rather than a single date
  • Understand the advantages of using this approach



Speakers
avatar for Larry Maccherone

Larry Maccherone

DevSecOps Transformation, Comcast
Larry Maccherone is an industry-recognized thought leader on DevSecOps, Lean/Agile, and Analytics. He currently leads the DevSecOps transformation at Comcast. Previously, Larry led the insights product line at Rally Software where he published the largest ever study correlating development... Read More →



Monday August 3, 2015 14:00 - 15:15
National Harbor 4/5

15:45

Product Owner Team: Leading Agile Program Management (Dean Stevens)
Limited Capacity seats available

Abstract:
Building a clear and effective product backlog to deliver on strategic initiatives in an enterprise attempting agile can be difficult. Now add the competing needs of other work with various stakeholders across the organization. And that’s not the hardest part. The real challenge is prioritizing and coordinating considering risks, technical viability and planning dependencies.
The Product Owner Team wrestles with these organizational challenges to provide Agile Teams with the support they need to get the job done. This team ensures the work is strategically aligned and prioritized with Portfolio Management. Only then can the team establish, maintain and coordinate a clear feature backlog for Agile Teams in a complex environment.
The Product Owner Team will improve and accelerate an organization’s agile transformation. This talk presents a proven framework for leading Agile Program Management including the roles, artifacts and activities for an effective Product Owner Team. Additionally, this talk introduces an Agile Program Management starter kit so participants can get started quickly in their own organization.
Learning Outcomes:
  • Understand the goals of Agile Program Management
  • Learn the roles and responsibilities of the Product Owner Team members
  • Understand the key activities and artifacts for the PO Team
  • Understand how the PO Team provides the coaching and support that Agile Teams need to get the job done
  • Understand how the PO Team supports Portfolio investment decisions
Attachments:

Speakers
avatar for Dean Stevens

Dean Stevens

Enterprise Agile Coach, LeadingAgile
CSPO, PMI-ACP LinkedIn Profile http://www.linkedin.com/in/stevensdean/


Monday August 3, 2015 15:45 - 17:00
Potomac D
 
Tuesday, August 4
 

09:00

Visioning – the Practical Art and Artful Practice of Conceiving Complex Products (Alan Goerner)
Limited Capacity seats available

Abstract:
Like the weather, everyone talks about Vision but no one seems to do anything about it. Being an effective vision-holder is one of the key responsibilities of Product Owners, one they are rarely trained to perform. We think that developing a vision is easy: we show them a simple structured vision template or Product Box and say, “Fill that in!” We don’t usually show them the process, principles and artifacts that help to form that vision, in the first place, and to keep it alive and vital, in the second place.
Vision is rarely simple; it is never simple when it really matters. This talk is about the practicalities of forming, communicating and maintaining Visions for large and complex products and portfolios. The techniques described have been developed to help large agile programs to (a) evaluate the status quo and identify needs against business objectives, (b) conceive and differentiate a Future which satisfies these needs, (c) map the steps necessary to move from the Present to the Future, (d) express and prioritize these steps as epics, features and stories, and (e) establish a rhythm of keeping the vision current and of using it to guide agile planning. This talk will be a fast survey of a deep subject. Together, we will explore that strange ground that lies between Today and Tomorrow and find that there are practical ways to find a path from one to the other … and to keep from getting lost.
Learning Outcomes:
  • Identify the fundamental challenges – and paradoxes – of creating a Vision.
  • Learn what value proposition and product positioning are and a few basic techniques to get started developing them.
  • Appreciate the interrelationship of product and architecture in forming Vision.
  • Learn how to express a Vision in term of epics, features and stories in a roadmap – and the practical limits of analysis and preplanning.
  • Discuss the consequences, for teams and organizations, of not having a good, current Vision.
Attachments:

Speakers
AG

Alan Goerner

Vice President, Agile Services & Solutions, UST Global


Tuesday August 4, 2015 09:00 - 10:15
Chesapeake 7/8/9

10:45

Why Winning the Lottery is More Predictable than Your Agile Project (Daniel Vacanti, Bennet Vallet)
Limited Capacity seats available

Abstract:
“When will it be done?” That is the first question your customers ask you once you start work for them. And, for the most part, it is the only thing they are interested in until you deliver. Whether your process is predictable or not is judged by the accuracy of your answer. Think about how many times you have been asked that question and think how many times you have been wrong. Now think about how much harder it is to answer that question when practicing Agile at scale. Your customers most likely feel like they have better odds of winning the lottery than they do of your next Agile project coming in on time. That you don't know your odds of success is not necessarily your fault. You have been taught to collect the wrong metrics, implement the wrong policies, and make the wrong decisions. Until now. This session will introduce how to utilize the basic metrics of flow to more effectively manage the uncertainty associated with very large scale software development. In it, we will discuss how to leverage the power of advanced analytics like Cumulative Flow Diagrams, Cycle Time Scatterplots, and Monte Carlo Simulations to drive predictability at all levels of the organization. Your customers demand better predictability. Isn’t it time you delivered?

Learning Outcomes:
  • A meaningful understanding of the basic metrics of flow (WIP, Cycle Time, Throughput)
  • How to apply flow metrics at all levels of the organization
  • How to visualize flow metrics in advanced analytics like Cumulative Flow Diagrams and Scatterplot
  • How to interpret those analytics as guides for process intervention for predictability



Speakers
DV

Daniel Vacanti

CEO, Corporate Kanban
BV

Bennet Vallet

Principal Consultant, ActionableAgile.com


Tuesday August 4, 2015 10:45 - 12:00
National Harbor 6/7

14:00

Is Agile Project Management an Oxymoron? (Michael Nir)
Limited Capacity seats available

Abstract:
The concept of Agile Project Management is somewhat controversial and some people might say that the concept of project management is inconsistent with Agile; however:
• If we look closely at a typical Agile team-level project, there is actually a lot of “project management” going on; it’s just a different kind of project management and the project management functions are distributed among different roles on an Agile team rather than being performed by a single individual called a “Project Manager”
• As we scale Agile beyond simple single-team projects to larger and more complex enterprise-level projects, there is definitely a need to integrate some level of project and program management with an Agile development approach
• There are many stereotypes and misconceptions about both “Agile and Waterfall” that make those two approaches seem like binary and mutually-exclusive choices that are polar opposites and are totally incompatible with each other
The objective of this presentation is to separate some of these stereotypes and misconceptions from reality and begin to see Agile and traditional plan-driven project management principles and practices as complementary to each other rather than competitive and examine how these two approaches can be blended together in real-world situations.
Learning Outcomes:
  • Understand stereotypes and misconceptions that exist about traditional project management and Agile in order to develop an objective view of what Agile Project Management is
  • Learn to see Agile and traditional project management principles and practices as complementary rather than competitive and learn how to blend Agile and traditional project management principles and practices together in the right proportions to fit a given project situation
  • Learn the general differences in an Agile Project Management role and the shifts in thinking that project managers might need to make to operate successfully in an Agile environment
  • Discuss specific roles for Agile Project Managers in an Agile environment and the skills that will be needed to play those roles
Attachments:

Speakers
avatar for Michael Nir

Michael Nir

President, Sapir Consulting US
Michael Nir, President Sapir Consulting US, is an enterprise lean-agile expert; known for his passion, creativity and innovation.His Masters in Engineering, certification in Project Management and training in Gestalt balance his technical know-how with emotional intelligence. H... Read More →


Tuesday August 4, 2015 14:00 - 15:15
National Harbor 13
 
Wednesday, August 5
 

10:45

Kicking off an Agile Product, Team and Culture (Darren Hoevel)
Limited Capacity seats available

Abstract:
As Agile sweeps through the industry at amazing speed, organization struggle how to “transform” their culture and adapt their project execution in their new enterprise. Meanwhile, the business and IT struggle to understand what is expected from them as they enter new projects under the “Agile template”... In this session we will discuss how “setting the stage” for an Agile product, team and organization will help to level set expectations and increase the probability of business value delivery by everyone involved. We will leverage standard project documentation, Agile best practices and facilitation games to emulate an Agile product kick off. Our goal for this session will be to provide the group with an Agile kick off “template” that will increase team buy in and minimize team hurdles along your journey to happy customers. DISCLAIMER: No magic fairy dust will be provided... just a compilation of tools for you to utilize as you feel fit.

Learning Outcomes:
  • • Provide a proven, scalable framework for Organizations and Agilist to "Kickoff" their Agile projects and teams.
  • • Driving executive engagement, Team buy in, clear customer expectations, and product vision.
  • • Provide a template the audience can scale up or down in their organization for their next Agile kickoff!



Speakers
avatar for Darren Hoevel

Darren Hoevel

President, Agilist, Pliant Solutions
Darren Hoevel is a passionate Agile realist, organizational change advocate, corporate cultural renovator, customer ambassador and founder of Pliant Solutions. He is driven by transforming organizations into self-managing, self-organizing teams with high morale. Darren prides himself... Read More →


Wednesday August 5, 2015 10:45 - 12:00
Potomac 5/6
 
Thursday, August 6
 

14:00

One Metric to Rule Them All: Effectively Measure Your Teams Without Subjugating Them (Cheryl Hammond)
Limited Capacity seats available

Abstract:
If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance.
With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important.
Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk.

Learning Outcomes:
  • Difference between true and proxy metrics
  • Characteristics of good metrics
  • Examples of common bad metrics and why you should stop using them
  • Great metrics, including counterintuitive ones, that correlate to the performance you want to influence
  • Some examples of measurements where qualitative, not quantitative, works best



Speakers
avatar for Cheryl Hammond

Cheryl Hammond

Delivery Lead, Agile Practice Leadership Enablement, Pivotal
Cheryl Hammond, a.k.a. bsktcase, has a couple decades' experience as a software developer in the private and public sectors. She led her team's successful adoption of Scrum-ban for a mission-critical regulatory compliance project under multi-agency state and federal government oversight... Read More →



Thursday August 6, 2015 14:00 - 15:15
Potomac 5/6

14:00

The Serious LeAP model: lean-agile for prosperity (Masa Maeda)
Limited Capacity seats available

Abstract:
Serious LeAP is a model I've developed and matured for the last 6 years and have applied successfully at large and small companies from diverse industries--telecom, transportation, energy, water treatment, financial, internet--and at several countries. Its premise is that companies can become prosperous (have a continuous and balanced improvement from the financial, value, quality, customer, employee and environmental standpoints) at all levels of the organization in a simple and economic way through the cohesion of specific ways of thinking, high regard for the human condition, the usage of high-collaboration dynamics and lean-agile methodologies. On this talk I will show you the Serious LeAP model by telling you the story of how we brought it to one of the largest telecoms in the world. Some other aspects that make Serious LeAP powerful is its modular and agnostic nature, which makes it easy to implement on virtually any kind of industry, environment and organization size.
For example, with one customer what originally was a modest 2-week and 35 people coaching and training engagement from one department started growing on day two to end up being 6 weeks and over 200 people from 8 departments with people from upper management to individual contributors. Two months later, Phase 2 expanded to more departments and reached top executives level. Phase 3 is to reach over 2,000 people.

Learning Outcomes:
  • - A proven way to make organizations successful.
  • - A basic idea of the Serious LeAP model, its components and how they fit together.
  • - Going beyond the technical benefits of lean and agile
  • - Some new serious games I developed



Speakers

Thursday August 6, 2015 14:00 - 15:15
Potomac 4

15:45

Advanced Discussion of StoryPoints for Project Management (Dan Rawsthorne, PhD, PMP)
Limited Capacity seats available

Abstract:
We know that StoryPoints are "a relative measure of size that can be applied to Stories and Epics." Beyond this simple statement there is not much about StoryPoints that we can all agree on - teams and organizations are free to estimate and use StoryPoints as they see fit. Well, I want to use them to aid in Project (not Sprint) Management, and in this talk I present a way to define StoryPoints for this purpose. Come and hear words like "Ideal Effort", "Intrinsic Difficulty", "Function Points", and "Earned Value", and how StoryPoints become the basic currency for Release budgeting and metrics.
Learning Outcomes:
  • An understanding that StoryPoints are not a trivial matter.
  • An understanding of what StoryPoints need to look like to make them useful for Project Management
Attachments:


Thursday August 6, 2015 15:45 - 17:00
Potomac D

15:45

Governance, Phases, and Milestones, are not Agile Dirty Words! (Mark Lines)
Limited Capacity seats available

Abstract:
Despite claims to the contrary, the need for governance does not disappear for agile projects. Your project sponsors have a right to know the status of the health and risk of their investments. But trying to blend traditional agile methods such as Scrum with traditional stage gate approaches can cause frustration for both project teams and their stakeholders. Disciplined Agile Delivery (DAD) provides straightforward and common sense ideas for applying governance in a lightweight fashion for agile projects. DAD has been adopted organization-wide in some very large companies and in many cases the primary motivations have been related to its hybrid method approach as well as the built-in governance that it provides.
In this talk Mark reviews the four DAD lifecycles along with their associated phases and milestones. He will explain which milestones are highly recommended vs those that are considered optional. He will show how a lightweight Vision statement created in Inception can be used as a governance mechanism for moderating uncontrolled change that often happens on agile projects.
Mark will share stories and tips about how to effectively apply these concepts to avoid late projects surprises. He will also review several examples of applying DAD governance such as how DAD was used to bridge the governance gap between an organization's Scrum teams and their corporate mandate of using PRINCE2.

Learning Outcomes:
  • Understand the mismatch between traditional and agile governance expectations
  • Learn the four DAD lifecycles that support various approaches such as agile, lean, and continuous delivery
  • Understand why DAD has phases and why they are valuable
  • Learn the value of DAD's Vision statement as a mechanism for good governance
  • Learn about the DAD milestones as well as where and when to apply them
  • How to enhance your end of iteration demos to incorporate lightweight milestone reviews
  • Contrast traditional governance metrics with some suggestions that are more applicable for agile projects



Speakers
avatar for Mark Lines

Mark Lines

Managing Partner & Agile Coach, Scott Ambler + Associates
Mark is an Enterprise Agile Coach, change agent, and co-creator of the Disciplined Agile Delivery (DAD) framework. With Scott Ambler, he is co-author of Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise. He helps organizations all over... Read More →



Thursday August 6, 2015 15:45 - 17:00
Potomac 5/6