i want to start a discussion on agile planning. i wish it will never end here ;)
i had experience using deterministic old-school approached (like MS
Project's Gantt charts) ,which i was keeping in my tool set for quite
a long time,
i did task decomposition, resource leveling, resource assignment,
milestone definition
this all was useful while i was doing that because it made me think
about the project risks, complex dependencies, the team capabilities
and other important and critical for project success topics.
but as soon as i published my plans and tried to stick to them - they
quickly became obsolete and useless. it appeared i just couldn't
predict everything and eventually the projects went a bit different
unpredicted direction.
since i've been doing agile i don't have this problem anymore.
why? simply because i never stop planning.
i highly recommend Mike Cohn's masterpiece "Agile Estimations and Planning"
(http://www.amazon.com/Agile-Estimating-Planning-Robert-Martin/dp/0131479415/sr=8-1/qid=1172098850/ref=pd_bbs_sr_1/103-9473446-0931802?ie=UTF8&s=books)
the book is not about plans, rather it is about planning.
once you start using user stories as your main requirements media, you
will gain even more
flexibility in planning and hence obtain more control.over the
project. planning will become a solid practice being done by the whole
team during the coarse of the project,
also user stories will foster idea sharing between product managers
and engineers, will provoke creative and positive thinking
// alexey
// www.krivitsky.com
I think, You did not pay necessary attention to project tracking. And,
maybe, You plan in details rather big amount of work (e.g. 2 month).
There is a common mistakes - to make a Grand Plan (just as Grand
Design) and to try to implement it as one piece.
Iterative approach in RUP and MSF excludes such a mistake, when used
wisely :) Every short iteration (from week to 2 months) MUST deliver
some factual result - version or delivery. All future iterations are
planed, but not in detail. And the whole Master Plan is rather
flexible. Why? Because we use a Trade-off Matrix. So we fix ONLY one
parameter and are free to change another two. This flexibility (when
used wisely ;) ) leads to predictable, but not limitative process.
Determinative - the best word to describe it :) And, Yes, we must
replace micromanagement by shared responsibility and bottom-to-top
estimations.
And even with very flexible planning I recommend to define short/small
projects when creating big and complex product. E.g. for product with
basic estimation of 2 years of implementation and deployment we can
state 4 separate projects: Pilot, Main Functions, All Functions and
Deployment. Every project with full cycle, including analysis,
deployment and hand-over activities. Every project with separate
contract and set of documents.
The other mistake which can affect planing is collaboration of PM in
development as Architect or Developer. Did it occur?
i'd call them releases
and of course each release should include the full cycle,
but i go more - i say that all iterations should include the full
cycle as much as possible.
that's the idea of sashimi concept used by Ken when he explains Scrum.
http://en.wikipedia.org/wiki/Sashimi
the idea is that each slice of the meal (read: each iteration, each
Scrum sprint) is totally complete (read: done 100%) and can be eaten
(read: deployed) separately
>
> The other mistake which can affect planing is collaboration of PM in
> development as Architect or Developer. Did it occur?
didn't get this point, could you please explain in more details?
> > The other mistake which can affect planing is collaboration of PM in
> > development as Architect or Developer. Did it occur?
>
> didn't get this point, could you please explain in more details?
In MSF exists firm recommendation - do not mix Development Role with
Program Management Role (which includes project management
activities). This mix extremely lowers the quality of project control,
planing and source code (e.g. because of poor code review). And it's
true, I confirm it.
In MSF exists firm recommendation - do not mix Development Role with
Program Management Role (which includes project management
activities). This mix extremely lowers the quality of project control,
planing and source code (e.g. because of poor code review). And it's
true, I confirm it.
One thing to also remember, there is no "Project Manager" role within
Scrum. This is done for a reason (smile).
- mike
Hi all...
One thing to also remember, there is no "Project Manager" role within
Scrum. This is done for a reason (smile).
pigs are the team members
ScrumMaster is a facilitator (also a pig probably)
all other interested people are just chickens
do you know why it is so?
On 2/23/07, Roman Muntyanu <muntyan...@gmail.com> wrote:
>
Scrum Master
Product Owner
Team Member.
Hmmm... seems like a good topic for me to cover in a comic strip next week :).
It is fun (and rewarding for all) to see the evolution of a team from
specialists (I am a tester, I am an architect, etc.) to "I am a member
of X team."
- mike
Yes :)but somehow I thought that project manager is a chicken :)
By the way, maybe it's worth opening a new discussion - to explain roles in Agile process.