AgilePM_China.pptVIP

?2004 Jim Highsmith Agile Project Management: Reliable Innovation Jim Highsmith, Director, Agile Project Management Practice, Fellow, Cutter Consortium Business Objectives: Reliability Value Continuous Innovation Product Adaptability Reduced Delivery Schedules People Process Adaptability Reliable Results Plans, architecture products co-evolved Two week development iterations Fixed deadline (Microsoft Tablet PC OS Launch) Envision-Evolve, Not Plan-Do A tale of 3 stories Developing Version 1 Technical Debt Agility in Version 2 The Essence of APM Fundamental Characteristics of APM Responsive to Customers: Vision and customer value driven Quick starts (Specs evolve) Iterative, feature-based delivery Low-cost change Frequent feedback adaptation (embrace change) Intense collaboration Adaptive social architecture (self-organizing self-disciplined) The Envision Explore Cycle Preliminary Studies Time-to-Market reductions of 25 to 50%** Order of magnitude defect reduction* Productivity increases of 15 to 23%** 40% reduction in cost and time*** Better project predictability* * Stay, Russell. XP Enterprise Software Development, Agile workshop, March 2002. ** Reifer, Donald. “How Good Are Agile Methods?” IEEE Software. July/August 2002. *** Charette, Bob. Eurotel study reported in Agile Software Development Ecosystems, Jim Highsmith, Addison Wesley 2002. The Case for Agility BMW—Car Crashworthiness Design Computer simulations versus prototype 91 virtual crashes, 2 prototype ones 30% advantage in design (innovative ideas) Real crashes confirmed virtual ones 91 virtual crashes cost less than 2 prototypes Simplest virtual crashes took 2.5 days versus 3.8 months for prototypes Stefan Thomke, Experimentation Matters: Unlocking the Potential of New Technologies for Innovation, Harvard Business School Press, 2003. Problem Domains: Exploration versus Production Project Exploration (Innovation) Factor (EF) Project Product Management Identify Exploration Projects Manage t