Agile Project Management

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Created Fall 2010 for graduate Curriculum & Instruction course at ISU.

Transcript of Agile Project Management

  • 1. An Intro to ScrumAgile (Iterative) Project Development Broken down into iterations Self-Managed Minimal Planning Easily/Quickly adapts to changeThe Agile Manifesto Written in 2001 Can be read in its entirety at: 21, 2010 Agile Project Development 2

2. Key ConceptsIndividual Characteristics Organizational Characteristics0 Promotes cross-functionality 0 Aligns development with customer0 Encourages transparencyneeds & company goals0 Emphasizes personal0 Short iterations followed by accountabilityacceptance testing by customer0 Rewards teamwork 0 Leadership philosophy0 Allows team members to choose0 Best utilized in Learning tasks to work onOrganizationsSeptember 21, 2010 Agile Project Development3 3. General PhilosophyValues These Principles over These PrinciplesIndividuals and interactionsprocesses and toolsWorking software comprehensive documentationCustomer collaborationcontract negotiationResponding to changefollowing a plan While there is value in the items on the right, in Agile, we value the items on the left more.September 21, 2010 Agile Project Development 4 4. Roles & FunctionsRole FunctionProduct OwnerLeader Communicator/Point-of-Contact Visionary CustomerScrum Master Protector/Gatekeeper Recorder/Communicator Facilitator Trainer/CoachScrum Team Manager Problem Solver/Designer Visionary MentorSeptember 21, 2010Agile Project Development 5 5. Process FlowchartSprintProductProductDaily Stand-Up Sprint PlanningMeeting VisionBacklog Meeting Review Burndown Chart Prioritization Sprint MeetingRetrospectiveSeptember 21, 2010Agile Project Development 6 6. Provides consideration to the Customers concept of the product adds clarity to the Customers vision of the product. A Customer-approved Product Vision provides the basis for a trust agreement between the Customer and the Product Owner Who Has Input: Product Owner Team Members Scrum Master CustomerProduct VisionBased on the Product Owners conversations with the CustomerSeptember 21, 2010 Agile Project Development 7 7. Product BacklogPrioritized list of User Stories(customer needs andrequirements)Based on the Product Visiondeveloped by the ProductOwner with the Customer September 21, 2010Agile Project Development 8 8. Sprint Planning MeetingTwo-part Process1) Clarity of Product Vision Teams ask questions to gain clarity2) Team Members become autonomous Break down User Stories Pull Tasks Create Burndown Chart September 21, 2010Agile Project Development 9 9. Daily Stand-UpMeeting (DSM) Each Team Member will answer thefollowing questions during the DSM:Who: Scrum Master, Scrum TeamWhat:10-15 minute (brief) meetingWhere: Same place every dayWhen:Same time every day1) What have you done since the lastWhy: To eliminate any/all impedimentsmeeting? to team progress and to answer 3 questions.2) What will you do between now and the next meeting?3) Is there anything standing in the way of you completing your goals?September 21, 2010Agile Project Development10 10. Burndown ChartA graphical representation of team progress monitors how muchwork remains in the current iteration; posted prominently in workspaceSeptember 21, 2010Agile Project Development11 11. Sprint Review Demonstration of functioning software to: Product Owner Users Corporate Management Stakeholders Team Members & Scrum Masters in attendanceSeptember 21, 2010Agile Project Development 12 12. SprintRetrospectiveTeam meeting held after every iterationScrum Team reviews: What went well What went wrongDiscussion of any improvements forthe next iterationLed by a Neutral Third PartyResult = Single Action Item September 21, 2010 Agile Project Development 13 13. Prioritization MeetingMeeting held once an iterationIncludes: Product Owner Scrum Team Scrum Master Stakeholders/CustomersReview/Reassess remaining Product Backlog itemsResult = Changes reflect reassessed priorities of projectSeptember 21, 2010 Agile Project Development 14 14. Why Agile??? Structure Empowers Team Members Encourages Change & Learning Avoids rigidity of Traditional Bureaucratic Organizations Establishes an Environment Conducive to:CommunicationCooperationCross-FertilizationEveryone is constantly improved making both the Process & Management better!September 21, 2010Agile Project Development 15