Project management salon 12th meeting minutes-tailored Agile Methods for projects without consensus

Minutes of Project Management salon 12th meeting

The topic of this meeting is to customize an agile Implementation Method for the project team without agile consensus. This is a common situation. Like other new things, there will always be some people who are sensitive to the word "agile, without prejudice, misunderstanding, or ignorance, some people are afraid or arrogant. Of course, not understanding is the reason for the vast majority of people.

However, in the face of "no consensus", do people implement agility after persuasion, or do they implement agility first and then demonstrate the results to them? This is a problem. We tend to be the latter, that is, first implementation to let people see the effect. The reason is very simple, because the knowledge and experience between people are very different. The time required for persuasion is too high or even impossible. If you are a person with certain experience, it may be more difficult to persuade him to abandon his original experience to accept a new thing. Therefore, it is a practical requirement to implement agility in the form of "Dark Data Warehouse" or "stealing and replacing pillars. If you want to install a high-sounding name for this method, it is "transition from a traditional project management method to an agile management method ".

The reason why we want to discuss this situation is that we firmly believe that "agility will not make things worse". Since agility will certainly not "hit the scenes", it must be "Effect> = status quo ", therefore, "Dark Data Warehouse" is valuable and a feasible promotion method.

Our target project team is like this: the technical level of the team members is quite different, but the enthusiasm and atmosphere are quite good, and the project team has been feeling "in a quagmire" for a long time, looking at a bunch of hard-to-maintain Code, everyone has a desire for improvement and breakthrough. However, one of the key leaders of the team is ambiguous about agility and does not support or oppose it. However, they always maintain a sufficient distance between agility and do not reject or welcome it, not to be further understood. In terms of management methods, the project team adopts a management method combining monthly and weekly plans, that is, a monthly plan is formulated, and this week's plan is refined to executable. However, it is conceivable that the management is chaotic and the plan is often inaccurate.

In the face of the current situation of such a project, we first discuss the implementation strategy:

1. Never talk about agility or terms related to agility to avoid rebound.
2. Select the most valuable actions in Agile Methods to Improve the management status of the project team.
3. implement agile methods in an all-round way after achieving results and gaining everyone's approval.

After discussion, we have summarized the following elements of agile success:

1. Management PDCA cycle. Use Plan-Do-Check-Adjust to form a continuously improved cycle.
2. Visualization of work. By presenting the work in a visual way, the team can feel the progress.
3. Task quantification. All tasks have been defined before the start of the phase and are generally not changed.
4. Communication. Communicate regularly and on demand to ensure smooth information flow. Information includes tasks, progress, and problems.
5. team work. Everyone in the Team knows everything and understands consistency. Of course, there is no ambiguity.
 
In fact, the agile elements are incorporated into any management method, which immediately conforms to the "agile" norms, because "agile" itself is a "value ", under the same value, there can be different methods in N. "Old wine" and "New Water" are also acceptable.

The specific implementation method after the discussion is as follows:

1. Follow the management method that combines the original "monthly plan" and "weekly plan. The term agile is an "iteration" with a length of January, but considering that a month is too long to produce results, it is difficult to add a local summary meeting on the 15th day of each month. In fact, a month is divided into two and a half months, that is, an iteration of two weeks. This is also the initial iteration length recommended by the company's agile experience.

A) The "Monthly Meeting" will be held at the beginning of each month. The content is to plan the work for this month and divide the work into allocable tasks. It doesn't matter whether the granularity is coarse-grained, but it should be sufficient for one month, you do not need to add them in the middle. All the work at the regular meeting should be discussed to ensure that there is no difference in the work. Second, we should evaluate each job. The evaluation unit should adopt the traditional "workday ". Task progress can be evaluated only when all tasks are evaluated.

B) on the 15th day of each month, the "mid-month General Assembly Meeting" will be held in the left-right corner to summarize the work in the first half month, discuss improvement measures, and adjust the task schedule for the next half month based on the progress.

C) hold the "monthly summary meeting" at the end of each month to summarize the work of the entire month and discuss improvements. Summary meetings at the end of the month are generally not held together with examples at the beginning of the month.

2. Start the daily meeting. The following problems are monitored at the meeting:

A) has the daily working status of each person updated?

B) further details and decomposition can be considered if you need to ask for the reason for your work that has been suspended for more than two days.

C. Encourage exchanges at regular meetings to gradually form an atmosphere of communication.

3. All work and progress are displayed on the whiteboard or wiki for unified management.

A) The initial job description can be simple, but verbal consensus should be formed at the planning and summary meetings to prevent ambiguity. The implementation process is refined gradually to meet the requirements of agile Backlog.

B. do not consider using agile tools to avoid rebound.

 
Some skills need to be used as appropriate during implementation:

1. Task evaluation is based on the evaluation time given by the specific executor and multiplied by the corresponding coefficient as the actual task duration.

2. where consensus is needed, you can intentionally guide the other party to make an error and give the correct method accordingly. For example, if the code is difficult to maintain, You can first use the "weekly Code show" method to gradually form a collective emphasis on code quality. After reaching a consensus, we will introduce the "Code Review" method.
 
During the next salon, we will continue to track the implementation of this method.
 
Considering that the target project is a real project, in order to ensure the concealment of the implementation, the minutes of this salon meeting are only released within the salon members and special guests!