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Training of Agile Project Management with ScrumKing Leong (Peter) Lo100188178Kwantlen HR StudentNovember 7, 2011

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Training ObjectiveAll IT employees will be able to

maximize productivity by applying Scrum methodology, reviewing their actual progress and adding value to the organization day by day.

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AgendaIntroduction to Agile PM ---------------------- p.5Research on Agile PM ------------------------- p.6Scrum Process ---------------------------------- p.7Main Roles of Scrum PM --------------------- p.8Product Backlog List ------------------------- p.13Agile Prioritization ---------------------------- p.14Sprint Backlog --------------------------------- p.18Project Scheduling ---------------------------- p.20Daily Scrum Meetings ------------------------ p.21Retrospective Meetings ---------------------- p.23

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Agenda (Cont’d)Tool 1 -- Task Boards --------------------------- p.25Tool 2 -- Sprint Backlog ------------------------ p.28Tool 3 -- Burn-down Chart --------------------- p.30Tool 4 -- Burn-up Chart ------------------------- p.35Testing -----------------------------------------------p.39Principles of Scrum PM ------------------------- p.42Causes of Project Failure ---------------------- p. 44Conclusion ----------------------------------------- p.46Q&A ------------------------------------------------- p.47References ---------------------------------------- p.49

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Introduction to Agile PMA new type of project

managementAllows IT teams to work more

efficiently and flexibly. Allow them to catch up with the

change of information technology (CCPaceSystems, 2011).

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Research on Agile PM

(VersionOne, 2011, p.1)

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Scrum Process

(Deemer, Benefield, Larman, & Vodde, 2010, p.5).

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Main Roles of Scrum PM

1. Product Owner2. ScrumMaster3. The Team(Schwaber & Cohn, 2003).

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Main Roles of Scrum PM (Cont’d)1. Product Owner

◦Create the organization’s vision;◦Create and release a Product

Backlog list;◦Prioritize and update Product

Backlogs items;◦Maximize return on investment (ROI)

by giving the most valuable feature a priority

(Schwaber & Cohn, 2003).

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Main Roles of Scrum PM (Cont’d)2. ScrumMaster

◦Clarify the product vision and goals;◦Facilitate the team to turn the Product

Backlog items into functionality;◦Hold Sprint meetings in the beginning

of each iteration;◦Hold daily scrum meetings everyday;◦Remove potential barriers of the

project;(Schwaber & Cohn, 2003).

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Main Roles of Scrum PM (Cont’d)3. The Team

◦Divide Sprint Backlog items into small tasks;

◦Decide how to manage their tasks;◦Decide how maximize productivity;◦Make a commitment to their tasks (Schwaber & Cohn, 2003).

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Main Roles of Scrum PM (Cont’d)How My Client Applies This Theory?1. Product Owner – Alvin Sheng, the

owner.2. ScrumMaster – Han Yang, the IT

leader.3. The Team – Eric Lin & Venus Fung,

IT employees.

(A. Sheng, personal communication, September 19, 2011).

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Product Backlog ListIt contains all requirements from a

customer, an IT development division, a marketing division, etc.

The Product Owner needs to prioritize all items in the list and estimate time and budget for the project.

(Abrahamsson, Salo, Ronkainen, & Warsta, 2002).

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Agile Prioritization

1. Kano Analysis: Conduct survey and ask expert opinions to prioritise Product Backlog items (Cohn, 2008).

2. Theme Screening: Create 5 to 9 selection criteria, select a benchmark, and rank other themes/items (Cohn, 2008).

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Agile Prioritization (Cont’d)

3. Theme Scoring: Create 5 to 9 selection criteria, but use criteria to rate themes/ items (Cohn, 2008).

4. Relative Weighting: Compare all themes and calculate their value and cost. The formula of Relative Value/ Relative Cost (Cohn, 2008).

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Agile Prioritization (Cont’d)

(Griffiths, 2011)

Adding a New Item

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Agile Prioritization (Cont’d)

How My Client Applies This Theory?Alvin Sheng, the Product Owner,

can:◦Fix time (Softhouse Consulting. n.d.). ◦Prioritize all Product Backlog items

based on ROI (Schwaber & Cohn, 2003). ROI = (Revenues – Costs)/ Costs (Saks &

Haccoun, 2008). I personally suggest using Theme Scoring

to prioritize items (Cohn, 2008).

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Sprint BacklogIt is about 2 to 4 weeks each and

is fixed (Stevens, 2008). Pieces of Product Backlog

(Softhouse Consulting, n.d.).The highest prioritized Sprint

Backlog will be complete first, and so on (Softhouse Consulting, n.d.).

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Project Scheduling ScrumMaster can estimate both

backlog size and the team’s velocity (Cottmeyer, 2010).

The team should discuss and share opinions with one another (Cohn, 2005).

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Project Scheduling (Cont’d)

How My Client Applies This Theory? IT employees have to:

◦ Thoroughly understand what the Product Backlog list is.

◦ Divide the Product Backlog into pieces of Sprint Backlog. The timeline of each Sprint Backlog is 2 to 4 weeks long.

◦ Divide Sprint Backlog into Backlog tasks.◦ Make a commitment to those tasks (Stevens, 2008).

However, all IT employees are new to the organization, they need time to learn more about one another (A. Sheng, personal communication, September 19, 2011).

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Daily Scrum MeetingsUsually 15 minutes long each The purpose is to share information,

synchronize work and develop a short-term plan.

Three basic questions :1. What task have you completed

yesterday?;2. What task will you complete today?; and 3. Are there any obstacles?

(Schwaber & Sutherland, 2011)

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Scrum Daily Meetings (Cont’d)

How My Client Applies This Theory?The owner and IT employees can

meet in the organization for 15 minutes everyday in order to keep track of the team’s performance and remove barriers (Schwaber & Sutherland, 2011).

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Retrospective MeetingsUsually 3 hours long eachMeet at the end of each iteration/

sprintBriefing(Softhouse Consulting, n.d.).

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Retrospective Meetings (Cont’d)

How My Client Applies This Theory? The owner and IT employees can

meet for 3 hours at the end of each iteration/ sprint in order to review the team’s performance and improve future performance (Softhouse Consulting, n.d).

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Tool 1 – Task Boards

(Mountain Goat Software, n.d.).

Sample of Task Boards

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Tool 1 – Task Boards (Cont’d)

Terms of Task Boards Above◦Story: Product Backlog item;◦To Do: Tasks needed to accomplish;◦In Process: Tasks has been started

already;◦To Verify: Tasks needed to be

tested;◦Done: Tasks completed (Mountain Goat Software, n.d.).

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Tool 1 – Task Boards (Cont’d)

How My Client Applies This Tool? I will teach you how to draw it in the

lecture.

The IT leader can:◦draw a task board on the wall of the

organization◦Update the team’s progress ◦Monitor the whole project(Mountain Goat Software, n.d.).

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Tool 2 – Sprint Backlog

(Deemer et al., 2010, p.11).

Sample of Sprint Backlog

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Tool 2 – Sprint Backlog (Cont’d)

(Deemer et al., 2010, p.11).

How My Client Applies This Tool?

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Tool 3 – Burn-down Chart

(Wenzel, 2010).

Example of Burn-down Chart

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Tool 3 – Burn-down Chart (Cont’d)Explanation for Burn-down ChartY-axis is the total amounts of

remaining tasks needed to complete.X-axis is the iteration timeline on a

daily basis. The blue line is the ideal progressThe red line is the actual progress(Wenzel, 2010).

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Tool 3 – Burn-down Chart (Cont’d)Analysis of Burn-down ChartKeep track of the actual progress.Compare the actual progress with the

desired progress.The actual progress is on schedule if

the red line is below the blue line.The actual progress is behind

schedule if the red line is above the blue line.

(Wenzel, 2010).

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Tool 3 – Burn-down Chart (Cont’d)

2. Increase Velocity1. Reduce Scope

(Stevens, 2008, p.15) (Stevens, 2008, p.15)

Reaction to Forecast Delay

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Tool 3 – Burn-down Chart (Cont’d)How My Client Applies This Tool?I will teach you how to draw it in

the lecture.

E.g. The owner and IT leader can compare both actual and desired progress to keep track of the team’s performance (Wenzel, 2010) and react to it if needed (Stevens, 2008).

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Tool 4 – Burn-up Chart

(Richardson, 2008)

Example of a Burn-up Chart

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Tool 4 – Burn-up Chart (Cont’d)

Explanation for Burn-up ChartY-axis is the total amounts of

actual tasks needed to complete.X-axis is the iteration timeline on

a daily basis. The blue line is the total amount

of tasks/ scopeThe red line is the actual progress (Richardson, 2008).

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Tool 4 – Burn-up Chart (Cont’d)

Analysis of Burn-up ChartKeep track of the actual progress.Show every change of scope

during iteration.*The burn-down chart cannot

show it. (Richardson, 2008).

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Tool 4 – Burn-up Chart (Cont’d)

How My Client Applies This Tool?I will teach you how to draw it in the

lecture.

E.g. The owner and the IT leader can use a burn-up chart to keep track of changes of the project scope, such as adding or removing some codes (Richardson, 2008; A. Sheng, personal communication, October 19, 2011).

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Testing

1. Unit Testing:◦Test a new code and determine

whether it works or not (Sousa, n.d.).

2. Integration Testing: ◦Combine all new codes with the system

at the end of each sprint (Sousa, n.d.).

3. Regression Testing:◦Make sure that all new codes and

previous codes do not contradict to one another (Hartman, 2010).

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Testing (Cont'd)

(Yenduri & Perkins, n.d. , p.2)

Test Driven Development Methodology

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Testing (Cont'd)How My Client Applies This Theory?The IT leader can:

◦Follow TDD methodology ◦Write a simple test just enough for a new

code to pass or fail at the beginning. ◦Test the code gradually.

If the code fails the test, rework the code. If the code passes the test, renew the test.

◦Continue to test the code until it meets the specification/ requirement.

(Yenduri & Perkins, n.d.).

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Principles of Scrum PM ROI Maximization (Schwaber &

Cohn, 2003).Fixed time (Schwaber &

Sutherland, 2011). Cost control (Loeser, 2006). High product quality (Holler &

Culling, 2010).Risk management & scope

management (Karlesky & Voord, 2008).

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Principles of Scrum PM (Cont’d)Simplicity (Holler & Culling,

2010). Adaptability (Holler & Culling,

2010).Flexibility (Griffiths, 2011).Transparency (CCPaceSystems,

2011).Collaboration and

Commitment (Schwaber & Cohn, 2003; Holler, 2010).

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Causes of Project FailureInaccurate project estimates

(Brown, 2011). Artificial project estimates

(Brown, 2011). Lack of ongoing agile PM

training (Holler & Culling, 2010).Different thoughts on project

management (Holler & Culling, 2010).

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Causes of Project Failure (Cont’d)Neglect of other aspects of

the organization (Holler & Culling, 2010).

Complexity (Holler & Culling, 2010).

Neglect of capability (Holler & Culling, 2010).

Lack of regression testing (Hartman, 2010).

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Conclusion

1. Wrap up2. If you have any questions,

please feel free to email me at lkl12abcde@hotmail.com or call me at (778) 688-7666/cell.

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Q&A

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Thank You!

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References Abrahamsson, P., Salo, O., Ronkainen, J., & Warsta, J. (2002). Agile Software

Development Methods Review and Analysis. Retrieved October 31, 2011, from http://www.vtt.fi/inf/pdf/publications/2002/P478.pdf

Brown, J. T. (2011). What Causes Bad Estimates …and What You Can Do About It. Retrieved November 1, 2011, from http://www.pmi.org/eNews/Post/2011_10-24/What_Causes_Bad_Estimates.html

CCPaceSystems. (2011). Agile Project Management. Retrieved September 18, 2011, from http://ccpace.com/Resources/documents/AgileProjectManagement.pdf

Cohn, M. (2005). Agile Estimating and Planning. Techniques for Estimating (Chap. 6, pp. 49-60). Retrieved November 1, 2011, from http://www.mountaingoatsoftware.com/system/hidden_asset/file/15/aep_sample.pdf

Cohn, M. (2008). Prioritizing Your Product Backlog. Slideshow [PowerPoint slides]. Retrieved October 30, 2011, from http://www.mountaingoatsoftware.com/system/presentation/file/78/Cohn_PrioritizingYourBacklog.pdf

Cottmeyer, M. (2010). The Agile Project Manager. Retrieved September 18, 2011, from http://www.versionone.com/pdf/V1_The_Agile_Project_Manager.pdf?mkt_tok=3RkMMJWWfF9wsRolv6zOZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScphI/qLAzICFpZo2FFOH/KGdY9O9ftY

Deemer, P., Benefield, G., Larman, C., & Vodde, B. (2010). The Scrum Primer (Version 1.2). Retrieved October 31, 2011, from http://www.goodagile.com/scrumprimer/scrumprimer.pdf

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References (1) Griffiths, M. (2011). Agile Prioritisation. Retrieved October 31,

2011, from http://leadinganswers.typepad.com/leading_answers/2011/07/agile-prioritisation.html

Hartman, B. (2010). Failing with Agile: A How-to Guide. Slideshow [PowerPoint slides]. Retrieved September 18, 2011, from http://www.slideshare.net/lazygolfer/failing-with-agile?src=related_normal&rel=3275770

Holler, R. (2010). Five Myths of Agile Development. Retrieved November 1, 2011, from http://www.versionone.com/pdf/5MythsOfAgileExplainedWP.pdf?mkt_tok=3RkMMJWWfF9wsRolv63NZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScpkI/qLAzICFpZo2FFOH/KGdY9O9ftY

Holler, R. & Culling, I. (2010). From Agile Pilot Project to Enterprise-wide Deployment: Five Sure-fire Ways to Fail When You Scale. Retrieved November 1, 2011, from http://www.versionone.com/pdf/ScalingAgileWP_0808.pdf?mkt_tok=3RkMMJWWfF9wsRolv63PZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScFgI/qLAzICFpZo2FFOH/KGdY9O9ftY

Karlesky, M. & Voord, M. V. (2008). Agile Project Management (or, Burning Your Gantt Charts). Retrieved November 1, 2011, from http://www.atomicobject.com/files/EmbeddedAgilePMPaper.pdf

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References (2) Loeser, A. (2006). Project Management and Scrum – A Side by Side

Comparison. Retrieved November 1, 2011, from http://hosteddocs.ittoolbox.com/AL12.06.06.pdf

Mountain Goat Software. (n.d). Training for Scrum Task Board Use. Retrieved November 1, 2011, from http://www.mountaingoatsoftware.com/scrum/task-boards

Richardson, L. (2008). Forget Burndown Use Burnup Charts. Retrieved November 1, 2011, from http://www.nearinfinity.com/blogs/lee_richardson/forget_burndown_use_burnup_charts.html

Saks, A. M. & Haccoun, R. R. (2008). Managing Performance through Training and Development (5th ed.). Toronto: Nelson Education Ltd.

Schwaber, K. & Cohn, M. (2003). The Need for Agile Project Management (Agile Times, vol. 1, January 2003). Retrieved November 2, 2011, from http://www.mountaingoatsoftware.com/system/article/file/14/ManagingAgileProjects.pdf

Schwaber, K. & Sutherland, J. (2011). The Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. Retrieved October 31, 2011, from http://www.scrum.org/storage/scrumguides/Scrum_Guide.pdf

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References (3) Sheng, A. (2011). All information of Mytrend Network Group, Inc.

through personal communication. Softhouse Consulting. (n.d). Scrum in five minutes. Retrieved October

31, 2011, from http://www.softhouse.se/Uploades/Scrum_eng_webb.pdf Stevens, P. (2008). Agile Project Management with Scrum. Retrieved

November 1, 2011, from http://www.sierra-charlie.com/download/Jugs-2008-08-final.pdf

Sousa, S. D. (n.d). Agile Testing 1/2. Retrieved October 31, 2011, from http://www.my-project-management-expert.com/agile-testing.html

VersionOne. (2011). Agile Development: A Manager’s Roadmap for Success. Retrieved November 3, 2011, from http://www.versionone.com/pdf/Agile_Managers_Roadmap.pdf?mkt_tok=3RkMMJWWfF9wsRolv63MZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DSMVgI/qLAzICFpZo2FFOH/KGdY9O9ftY

Wenzel, J. (2010). Burn Down Chart Tutorial: Simple Agile Project Tracking. Retrieved October 31, 2011, from http://joel.inpointform.net/software-development/burn-down-charts-tutorial-simple-agile-project-tracking/

Yenduri, S. & Perkins, L.A. (n.d). Impact of Using Test-Driven Development: A Case Study. Retrieved November 1, 2011, from http://www.google.ca/url?sa=t&source=web&cd=3&ved=0CDUQFjAC&url=http%3A%2F%2Fciteseerx.ist.psu.edu%2Fviewdoc%2Fdownload%3Fdoi%3D10.1.1.94.9442%26rep%3Drep1%26type%3Dpdf&rct=j&q=agile%2C%20what%20is%20TTD%20approach&ei=0eiZTuiMFILWiAKMm6jbDA&usg=AFQjCNGocD0fkjSQd5YhMpdihG1X7Rrr3Q&cad=rja