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Transcript of Deliver Projects On Time, Every Time
TA Full‐day Tutorial 6/4/2013 8:30 AM
"Deliver Projects On Time, Every Time"
Presented by:
Ken Whitaker Leading Software Maniacs
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Ken Whitaker Leading Software Maniacs
Ken Whitaker of Leading Software Maniacs™ (LSM) has more than twenty-five years of software development executive leadership and training experience in a variety of technology roles and industries, leading many commercial software development teams. He is an active PMI® member, Project Management Professional certified, and a Certified ScrumMaster. Ken’s presentations come from case studies, personal leadership experience, the PMI Project Management Book of Knowledge (PMBOK® Guide), and his leadership books—Managing Software Maniacs, Principles of Software Development Leadership, and I’m Not God, I’m Just a Project Manager. Last year Ken introduced eLearning classes on pmuniversity.com and free, project management tutorials on pmchalkboard.com. Learn more at leadingswmaniacs.com.
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Deliver Projects On Time, Every Time- AM 1
Copyright © Leading Software Maniacs, LLC. All Rights Reserved.
Ken Whitakerı
Deliver Projects On Time, Every Time!
(Applying PMBOK ® Guide to Agile Software Development)
Are You in the Right Class?
§ There appears to be a gap …
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Deliver Projects On Time, Every Time- AM 2
Are You in the Right Class?
§ This seminar is designed to bridge that gap
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Copyright © Leading Software Maniacs, LLC. All Rights Reserved.
Ken Whitakerı
Deliver Projects On Time, Every Time!
(Applying PMBOK ® Guide to Agile Software Development)
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Deliver Projects On Time, Every Time- AM 3
Background
Ken Whitaker, PMP, CSM § Over 25 years of software leadership
experience § Speaker at dozens of software industry events § Creator of Software Success
“Delivery of On-time, Bug-Free Software” US/Canadian tour
§ Project Management Professional (PMP)® § Certified ScrumMaster
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Background
Ken Whitaker, PMP, CSM § Author of Managing Software
Maniacs (J Wiley & Sons) § Author of Principles of
Software Development Leadership (Course Technology PTR)
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Deliver Projects On Time, Every Time- AM 4
Drawing For a Free Book!
Leave your business card on the back table. One free copy of Managing Software Maniacs will be given away at the end of the class!
Copyright © Leading Software Maniacs, LLC. All Rights Reserved.
Drawing For a Free Book!
Leave your business card on the back table. One free copy of Managing Software Maniacs will be given away at the end of the class!
Copyright © Leading Software Maniacs, LLC. All Rights Reserved.
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Deliver Projects On Time, Every Time- AM 5
Legal Stuff …
Leading Software Maniac Marks
Applying Project Management Principles to Software Development Leadership, Principles of Software Development Leadership, 4Ps,
Leading Software Maniacs, Soft-Audit, jus’ e’nuff, Nerd Herd Game, the 4Ps logo, the Leading Software Maniacs logo, and the Nerd Herd Game
logo are marks of Leading Software Maniacs, LLC.
Project Management Institute Marks PMI, PMP, PMBOK, the PMI logo, and the PMI Registered Education Provider logo are registered marks of the Project Management Institute,
Inc.
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One simple question…
16 Copyright © Leading Software Maniacs, LLC. All Rights Reserved.
What do you want to learn today?
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Deliver Projects On Time, Every Time- AM 6
Agenda
Morning § Is a New Process Methodology Needed? § Align to Your Company Vision § Introduction to Agile Thinking § Overview of the Agile Workflow § What Have We Learned?
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Agenda
Afternoon § How the Scrum Workflow Really Works § Define Project Scope the First Time § Successfully Transition to an Agile Organization § What Have We Learned?
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Deliver Projects On Time, Every Time- AM 7
Morning § Is a New Process Methodology Needed? § Align to Your Company Vision § Introduction to Agile Thinking § Overview of the Agile Workflow § What Have We Learned?
Agenda
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Is a New Process Methodology Needed?
Topics: § Statistics You May Not Want to Know About § The Importance of Process § Is Waterfall All That Bad?
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Deliver Projects On Time, Every Time- AM 8
Is a New Process Methodology Needed?
Disclaimer
This class is not a ScrumMaster Certification class!
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Is a New Process Methodology Needed?
Disclaimer
This class is not a ScrumMaster Certification class!
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Sooo, if that’s what you thought—pack
your bags and GIT OUT!
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Deliver Projects On Time, Every Time- AM 9
Is a New Process Methodology Needed?
Statistics You May Not Want to Know About § Was your project successful?
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CHAOS 2004 Resolution of Projects survey results (The Standish Group)
Failed18%
Challenged53%
Succeeded29%
Is a New Process Methodology Needed?
Statistics You May Not Want to Know About § Key impacts from project failure
1. Restarts 2. Cost overruns 3. Time overruns
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CHAOS 2000 survey results (The Standish Group)
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Deliver Projects On Time, Every Time- AM 10
Is a New Process Methodology Needed?
Project Size People Time (in Months) Success Rate
< $750K 6 6 55%
$750K to $1.5M 12 9 33%
$1.5M 25 12 25%
> $10M 500 36 0%
Statistics You May Not Want to Know About § Do large projects and large software companies
(with lots of resources) predict success?
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CHAOS 2000 survey results (The Standish Group)
Is a New Process Methodology Needed?
Statistics You May Not Want to Know About § And, there’s more …
§ Requirements change about 25% of the time … talk about being set up for failure!
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Deliver Projects On Time, Every Time- AM 11
Is a New Process Methodology Needed?
Statistics You May Not Want to Know About § Over 50% of requested features aren’t even used
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Jim Johnson, XP 2002 requested feature survey results (The Standish Group)
Always7%
Often13%
Sometimes16%
Rarely19%
Never45%
Could this be an
example of the 80/20
rule?
Is a New Process Methodology Needed?
The Importance of Process § PMI® provides guidance for process
management § About 300,000 project managers belong to PMI § Many are in the technology (software) world …
… and struggling with embracing agile concepts
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Deliver Projects On Time, Every Time- AM 12
Is a New Process Methodology Needed?
The Importance of Process § How many of you belong to PMI®? § PMI has worldwide recognition § How many of you that belong to PMI are
Project Management Professional (PMP)®
certified? § The PMBOK ® Guide is the key reference of PMI
and for PMP® certification § PMBOK ® Guide updated every four years
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Is a New Process Methodology Needed?
The Importance of Process § Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements
§ Project Management System The set of tools, techniques, methodologies, resources, and procedures used to manage a project
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Deliver Projects On Time, Every Time- AM 13
Is a New Process Methodology Needed?
Two class types of projects § Predictive § Adaptive
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Is a New Process Methodology Needed?
Integration Scope Time Cost
Quality Human Resources
Communications Risk
Procurement
The Importance of Process § Definitive guide for project best practices § Divided into nine knowledge areas
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Deliver Projects On Time, Every Time- AM 14
Is a New Process Methodology Needed?
Process Groups
Initiating Planning Executing Monitoring & Controlling
Closing
The Importance of Process § Five distinct, sequenced process groups
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Is a New Process Methodology Needed?
Process Groups
Implementation
Initiating Planning Executing Monitoring & Controlling
Closing
The Importance of Process § Each knowledge area defines processes
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Deliver Projects On Time, Every Time- AM 15
Is a New Process Methodology Needed?
Best Practice § Every project manager and every software
manager should: § Join PMI® § Become Project Management Professional
(PMP)® certified
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Is a New Process Methodology Needed?
The Importance of Process § A process should provide predictability
§ Repeatable set of steps § Guidance for the team (rules of engagement) § Clear roles and responsibilities § Produces results that deliver quality projects
on time
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Deliver Projects On Time, Every Time- AM 16
Is a New Process Methodology Needed?
Famous Last Words § A not-so-famous marketing consultant said
“Any software development team can get by
without a process once …
… but they’ll always get beaten by a competitor with a process in the long run.”
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Is a New Process Methodology Needed?
Is Waterfall All That Bad? § A
logical, ordered set of steps
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Requirements
Design
Detailed Design
Coding & Debugging
Testing & Documentation
Release
Time
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Deliver Projects On Time, Every Time- AM 17
Feature Description
Specifications Well-defined requirements and specifications
Schedules Laid out usually to a specific date (desired)
Sequence of Events One process after another (mostly)
Adaptable to Change Not at all, any change usually slips the schedule
Easy to Understand Yes, especially to non-technical stakeholders
Involve Customers Near the end of a project (or with a beta program)
Is a New Process Methodology Needed?
Is Waterfall All That Bad? § Highlights
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Is a New Process Methodology Needed?
Is Waterfall All That Bad? § There’s
the impact of risk…
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Risk
Impa
ct
Time
Waterfall
Waterfall projects encounter risks late in a project’s life cycle
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Deliver Projects On Time, Every Time- AM 18
Is a New Process Methodology Needed?
Is Waterfall All That Bad? § According to Steve McConnell’s Rapid
Development, there are waterfall variations § Sashimi waterfall § Waterfall with subprojects
§ Also, jot down how much time you and your team dedicate to meetings per week on a typical project?
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Is a New Process Methodology Needed?
Is Waterfall All That Bad? § According to Agile & Iterative Development, the
waterfall method has some real deficiencies 1. Users aren’t always sure what they want …
… and once they see the work, they’ll want it changed
2. Details usually come out during the work 3. Forcing up-front specs are rarely accurate
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Deliver Projects On Time, Every Time- AM 19
Is a New Process Methodology Needed?
Is Waterfall All That Bad? § Final thoughts
§ Waterfall is a long series of consecutive steps … that appear disconnected
§ Handoffs are typically sloppy § Success seems far, far away § Integration and late testing introduce risk § In practice, schedules are rarely predictable
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Morning § Is a New Process Methodology Needed? § Align to Your Company Vision § Introduction to Agile Thinking § Overview of the Agile Workflow § What Have We Learned?
Agenda
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Deliver Projects On Time, Every Time- AM 20
Align to Your Company Vision
Topics: § Partner with Product Management § Introducing the Decision Pyramid § Clearly Define the Project Charter
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Align to Your Company Vision
Process Groups
Implementation
Initiating Planning Execution Monitoring & Controlling
Closing
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Close Project or Phase
…
Project Integration Management Knowledge Area § How important is setting the vision at project
initiation?
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Deliver Projects On Time, Every Time- AM 21
Align to Your Company Vision
Partner with Product Management § Close collaboration required
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The “Boss” (Customer)
Clear ownership of the Specification (the WHAT)
The Project Team
Clear ownership in building of the product (the HOW)
Product Management
Development Management
Project Management
Collaboration is required!
Align to Your Company Vision
Partner with Product Management § Frequent interactions assume:
§ Many decisions throughout life cycle § Unified overall roadmap § Success requires collaborating § Roles will blend and sometimes cross over
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Deliver Projects On Time, Every Time- AM 22
Align to Your Company Vision
Partner with Product Management § Deciding which features are in scope
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Possibly In Scope
In Scope
Out of Scope
BC
J F
K
L
I
D
E
G
HA
M
Align to Your Company Vision
Decisionaker Description
Company Most concerned about the business
Employee The team producing the product or service
Customer Users and resellers
Introducing the Decision Pyramid § Let’s group Stakeholders into decision makers
(“decisionakers”)
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Deliver Projects On Time, Every Time- AM 23
Align to Your Company Vision
Introducing the Decision Pyramid § Story Time…
§ Probability of failure § Decision to attempt all features § It didn’t go quite as expected § What was the decision criteria?
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Align to Your Company Vision
Movie Time
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Excerpt copyright © 1990, 20th Century Fox, Miller’s Crossing. Joel and Ethan Coen.
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Deliver Projects On Time, Every Time- AM 24
Align to Your Company Vision
Introducing the Decision Pyramid § Define how decisions are to be prioritized
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1
#1 Decisionaker – the King of the Mountain, who generally makes the
decision?
?
Employee
Company
Customer
2 #2 -- Who is next most important if the #1 group can’t
decide?
3#3 – Last but definitely not least, Who provides the foundation that everyone relies on (when #1 and
#2 can’t decide)?
Align to Your Company Vision
Introducing the Decision Pyramid § So what does your Decision Pyramid look like?
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1
3
2?
Employee
Company
Customer
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Deliver Projects On Time, Every Time- AM 25
Align to Your Company Vision
Introducing the Decision Pyramid § Here’s a sample Decision Pyramid that works
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1
3
2
Employee
Company
Customer
Align to Your Company Vision
Best Practice § Keep decision criteria simple and intuitive § Consistently apply Decision Pyramid
methodology § Remind the staff by reinforcing how decisions
are made § Take a lesson from Guy Kawasaki: “Make
meaning, not money.”
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Deliver Projects On Time, Every Time- AM 26
Deliver Projects On Time, Every Time!
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Align to Your Company Vision
Clearly Define the Project Charter § How many of you start a project with a Project
Charter document?
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Deliver Projects On Time, Every Time- AM 27
Align to Your Company Vision
Clearly Define the Project Charter § What it is
Provides the initial requirements to formally authorize a project
§ Who benefits Every Stakeholder knows what the project is all about
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Align to Your Company Vision
Clearly Define the Project Charter § What is the output?
§ Designate a project manager § Provide information § Objectives are set § Results in the sponsor funding the project
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Deliver Projects On Time, Every Time- AM 28
Align to Your Company Vision
Clearly Define the Project Charter § What does it include?
§ Clarification of the business need § Justification for the project § Defines market requirements § Briefly describes the product or service
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Align to Your Company Vision
Best Practice § According to the PMBOK ® Guide:
There is no project
if there is no Project Charter.
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Deliver Projects On Time, Every Time- AM 29
Morning § Is a New Process Methodology Needed? § Align to Your Company Vision § Introduction to Agile Thinking § Overview of the Agile Workflow § What Have We Learned?
Agenda
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Introduction to Agile Thinking
Topics: § Quick Agile History Lesson § Developing Quality Products the Agile Way § Case Studies § Why Focus is So Critical
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Deliver Projects On Time, Every Time- AM 30
Introduction to Agile Thinking
§ Quick Agile History Lesson § Started in 1986 with Fuji, Honda, Canon, … … decided to build products differently
1. Small, cross-functional teams 2. Work is timeboxed (fail early, fail quick) 3. Adapt to change along the way
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Introduction to Agile Thinking
§ Quick Agile History Lesson § Result: got to market faster, Japan shook its
“Made in Japan” stigma § Where did this concept came from anyway?
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Deliver Projects On Time, Every Time- AM 31
Introduction to Agile Thinking
Quick Agile History Lesson § Inspired by W.
Edwards Deming (an American!)
§ Belief that designed-in quality development requires frequent P-D-S-A cycles
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Plan Do
StudyAct
Introduction to Agile Thinking
Quick Agile History Lesson § In 2001, a software development workshop
coined the term “agile” § A number of competing agile software
methodologies were developed
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Less structured, more adaptable
More structured,less adaptable
XPScrum WaterfallAd hoc
Agile
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Deliver Projects On Time, Every Time- AM 32
Introduction to Agile Thinking
Quick Agile History Lesson § Agile Alliance’s “The Agile Manifesto”
emphasizes time and team efficiency
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Key Agile Principles
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Introduction to Agile Thinking
Quick Agile History Lesson § Scrum is not an acronym, but a Rugby term § Ken Schwaber and Jeff Sutherland created it
through evolution on a real project § Formed the Scrum Alliance and …
… formalized Certified ScrumMaster training § Over 40,000 trained to date § Scrum is a key part of the “agile family”
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Scrum isn’t just for software development,
neither!
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Deliver Projects On Time, Every Time- AM 33
Introduction to Agile Thinking
Developing Quality Products the Agile Way § Certified ScrumMasters act as project
managers, but they report to the team § Customer (user) provides the guidance § Fixed timeboxed delivery (no exceptions)
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Introduction to Agile Thinking
Developing Quality Products the Agile Way § Self-managed teams, minimal bureaucracy § Quality tests validate product along the way § Co-located and focused, focused, focused, … § Frequent communication and transparency
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Deliver Projects On Time, Every Time- AM 34
Introduction to Agile Thinking
Developing Quality Products the Agile Way § The Triple Constraint
is a popular PMBOK ® Guide concept ... ... with dependent relationships between scope, cost, and time
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Quality
TimeCost
Scope
Introduction to Agile Thinking
Developing Quality Products the Agile Way § When the feature
set (scope) expands or the effort takes longer than expected ... ... cost and time expand ... not good!
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Quality
TimeCost
ScopeExpand feature set
Quality
TimeCost
Scope
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Deliver Projects On Time, Every Time- AM 35
Introduction to Agile Thinking
Developing Quality Products the Agile Way § But with agile, the
Triple Constraint is turned upside down
§ Scope (feature set) is driven by predefined budget (cost) and schedule (time)
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Quality
TimeCost
Scope
Quality
TimeCost
Scope
Introduction to Agile Thinking
Process Groups
Implementation
Initiating Planning Executing Monitoring & Controlling
Closing
Collect Requirements
Verify Scope
Define Scope Control Scope
Create WBS
Developing Quality Products the Agile Way § Using the Scope Management knowledge area
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Deliver Projects On Time, Every Time- AM 36
Risk Im
pact
Time
Waterfall
Agile
Introduction to Agile Thinking
Developing Quality Products the Agile Way
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Agile projects attack risks early
… and risks steadily decrease near release
Introduction to Agile Thinking
Developing Quality Products the Agile Way
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Risk Im
pact
Time
Waterfall
Agile
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Deliver Projects On Time, Every Time- AM 37
Introduction to Agile Thinking
Process Groups
Implementation
Initiating Planning Executing Monitoring & Controlling
Closing
Plan Risk Management
Monitor and Control Risks
Identify Risks
. . .
Developing Quality Products the Agile Way § Risk Management knowledge area
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Introduction to Agile Thinking
Case Studies § Nokia § Patient Keeper § Symantec § Salesforce.com § Real Software
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Deliver Projects On Time, Every Time- AM 38
Introduction to Agile Thinking
Why Focus is So Critical § Habit is to multitask your senior staff § According to Peopleware, you are at your best
when you reach “flow” § According to Slack, immersion (or “emotional
inertia”) is what your want
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Introduction to Agile Thinking
Exercise § Open your workbook and make 3 columns like
this:
§ You have 30 seconds to fill across the table § Ready? § Go!
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Integers Letters (A, z) Roman
1 A I
… … …
26 Z XXVI
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Deliver Projects On Time, Every Time- AM 39
Introduction to Agile Thinking
Exercise § Open your workbook and make 3 columns like
this:
§ You have 30 seconds to fill down the table § Ready? § Go!
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Integers Letters (A, z) Roman
1 A I
… … …
26 Z XXVI
Introduction to Agile Thinking
Just the Facts § You can measure this with this simple formula:
E-factor % = Uninterrupted hours Body-present hours
§ For example if you have 6 uninterrupted hours out of 8, your E-factor is 75%
§ If one person’s E-factor is 25% and another is 50% ... … the first worker has to work twice as hard
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Deliver Projects On Time, Every Time- AM 40
Introduction to Agile Thinking
Why Focus is So Critical § According to Tom DeMarco’s Slack, balancing
too many tasks carries a price!
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01234567
1 2 3 4 5
Hou
rs o
f Pro
ducr
tivity
Projects Task Switching Per Day
Software Developer Productivity
A steady decline in available time (not to mention lack of focus)
Introduction to Agile Thinking
Process Groups
Implementation
Initiating Planning Execution Monitoring & Controlling
Closing
Develop Human Resource Plan
Acquire Project Team
Develop Project Team
Manage Project Team
Why Focus is So Critical § Focus with the Human Resource knowledge area
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Deliver Projects On Time, Every Time- AM 41
Introduction to Agile Thinking
Why Focus is So Critical § Impact of excessive multitasking
§ Unhappy workers § Not living up to full potential § Costs more § Impacts the team
§ Let’s take just 1 minute and brainstorm … … What can you do to improve a team’s focus?
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Deliver Projects On Time, Every Time!
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Deliver Projects On Time, Every Time- AM 42
§ Is a New Process Methodology Needed? § Align to Your Company Vision § Introduction to Agile Thinking § Overview of the Agile Workflow § What Have We Learned?
Agenda
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Overview of the Agile Workflow
Topics: § Key Agile Roles § The Agile Project Manager § Introduction to XP § Basic Scrum
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Deliver Projects On Time, Every Time- AM 43
Overview of the Agile Workflow
Key Agile Roles § Product Owner: Ultimately responsible for the
project’s success § ScrumMaster: Coordinator, facilitator, and
obstacle-remover § Development Team: Works to deliver the
project to market § Customer: The ultimate authority, the Boss!
(Somebody must be the customer advocate)
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In Agile, the Project Manager reports to the
team!
Overview of the Agile Workflow
The Agile Project Manager § It is all about being flexible …
… while adhering to a plan and a process
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Less structured, more adaptable
More structured,less adaptable
XPScrum WaterfallAd hoc
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Deliver Projects On Time, Every Time- AM 44
Overview of the Agile Workflow
Movie Time
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Excerpt copyright © 1993, New Line Cinema, Gettysburg. Ron Maxwell.
Overview of the Agile Workflow
Process Group Common Definitions
Initiating Starts these process cycles
Planning Establishes objectives and processes
Executing Implement processes (“do the work”)
Monitoring & Controlling
Track and apply improvements prior to beginning of the next implementation
Closing Ends the process cycles (Release!)
The Agile Project Manager
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Deliver Projects On Time, Every Time- AM 45
Overview of the Agile Workflow
PDSA Process Group Common Definitions
Initiating Sets the vision, starts these process cycles
Plan Planning Establishes objectives and processes
Do Executing Implement processes (“do the work”)
Study Monitoring & Controlling
Track and apply improvements prior to beginning of the next implementation
Act
Closing Ends the process cycles (Release!)
The Agile Project Manager
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Overview of the Agile Workflow
The Agile Project Manager § How PMBOK ® Guide process groups relate § PDSA: Progressive elaboration is both a project
management concept and an agile concept
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Monitoring and Controlling
Planning Executing
Initiating ClosingPlan Do
StudyAct
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Deliver Projects On Time, Every Time- AM 46
Overview of the Agile Workflow
The Agile Project Manager § PDSA: Agile can map onto PMBOK® Guide
process groups § “Discover
and deliver” cycles iterate until the project is done
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Monitoring and Controlling
Planning Executing
Initiating ClosingPlan Do
StudyAct
Overview of the Agile Workflow
PDSA Process Group Common Definitions
Initiating Sets the vision, starts these process cycles
Plan Planning Establishes objectives and processes
Do Executing Implement processes (“do the work”)
Study Monitoring & Controlling
Track and apply improvements prior to beginning of the next implementation
Act
Closing Ends the process cycles (Release!)
The Agile Project Manager
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Deliver Projects On Time, Every Time- AM 47
Overview of the Agile Workflow
Introduction to XP
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1
Explore and create initial
Stories
2 Release Planning
Work performed: Pairs pick Story Cards, Create tests first, integrate, and validate often with the customer
4
Continue if Story Cards aren’t completed
3 Iteration Planning
Feature Description
Specifications Described as “stories”
Schedules Project will have a certain number of cycles
Sequence of Events Short cycle development, iterations follow another
Adaptable to Change Thrives on change
Easy to Understand Concept of pair programming can be confusing
Involve Customers Cohabitation with the team may not be possible
Overview of the Agile Workflow
Introduction to XP
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Deliver Projects On Time, Every Time- AM 48
Overview of the Agile Workflow
Show of Hands § How many of you already build products
nightly? ____ § How many of you have dedicated testers? ____ § How many of you have invested in automated
testing tools and technology? ____ § How many of you are lying? ____
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Overview of the Agile Workflow
Basic Scrum § Timeboxed mini-development cycles § Each
timebox is a fixed cycle
§ Each, a series of PDSAs
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Iteration 1 Iteration
2
Iteration3
Timebox Timebox Timebox
Ok?
Are you kidding?
Ok?
Not bad, just not yet
Ok? “Let’s ship this pig!”
Plan Do
StudyAct
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Deliver Projects On Time, Every Time- AM 49
Overview of the Agile Workflow
Best Practice
Agile Methodology is geared towards reducing complexity into small chunks
(“Sushi Delivery”) … The goal is for your team to
operate in a quality “delivery” rhythm … The mechanics are tough,
but the benefits can be great!
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Overview of the Agile Workflow
Basic Scrum § Scrum flow is intuitive, customer-driven, and
emphasizes team collaboration
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The Sprint
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Ship!Meeting: Create Product Backlog
5
Work: Daily development,check-ins, builds,
and validation
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Deliver Projects On Time, Every Time- AM 50
Overview of the Agile Workflow
Basic Scrum § Step 1: Create the Product Backlog
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The Sprint
Product Backlog
1
Meeting: Create Product Backlog
Overview of the Agile Workflow
Basic Scrum § Step 2: Sprint planning
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The Sprint
Meeting: Sprint Planning
Product Backlog Sprint Backlog
1 2
Meeting: Create Product Backlog
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Deliver Projects On Time, Every Time- AM 51
Overview of the Agile Workflow
Basic Scrum § Step 3: The Sprint
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The Sprint
Meetings: Daily Scrum
Meeting: Sprint Planning
Product Backlog Sprint Backlog
1 2 3
Sprint
Meeting: Create Product Backlog
Work: Daily development,check-ins, builds,
and validation
Overview of the Agile Workflow
Basic Scrum § Step 4: Sprint Review
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The Sprint
Work: Daily development,check-ins, builds,
and validation
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Meeting: Create Product Backlog
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Deliver Projects On Time, Every Time- AM 52
Overview of the Agile Workflow
Basic Scrum § Step 4: Sprint Review – Return for another
Sprint …
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The Sprint
Work: Daily development,check-ins, builds,
and validation
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Meeting: Create Product Backlog
Overview of the Agile Workflow
Basic Scrum § Step 5: Sprint Review – or release the product!
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The Sprint
Work: Daily development,check-ins, builds,
and validation
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Ship!Meeting: Create Product Backlog
5
ü
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Deliver Projects On Time, Every Time- AM 53
Feature Description
Specifications Chisel away at feature backlog
Schedules Fixed iterations
Sequence of Events One iteration follows another in 30 day “sprints”
Adaptable to Change Thrives on change
Easy to Understand Yes, few rules and very little documentation
Involve Customers At sprint reviews at the end of each cycle
Agile Software Project Best Practices
Basic Scrum § Scrum Characteristics
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Overview of the Agile Workflow
Best Practice
A Scrum-built product is release-capable at the end of each Sprint …
… but may not be release-ready
We have rushed through a lot, we’ll cover this entire process in more detail later …
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Deliver Projects On Time, Every Time- AM 54
What Have We Learned?
The title of this training says it all: Deliver Software Projects On Time, Every Time
§ The software industry as a whole is generally not very productive
§ Waterfall technique isn’t adaptable to the work that needs to “be discovered”
§ Customer-centric project decisions succeed § Embracing change (agile) transforms teams § Project management best practices can be agile
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What Have We Learned?
The title of this training says it all: Deliver Software Projects On Time, Every Time
§ Having a company vision and reinforcing that decision “tree” makes tough decisions easier
§ Embracing change (agile) transforms teams § Project management best practices can be agile § It is your job to keep staff focused § Scrum discovers and is adaptable to change
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Deliver Projects On Time, Every Time- AM 55
Deliver Projects On Time, Every Time!
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Deliver Projects On Time, Every Time- PM 1
Agenda
Afternoon § How the Scrum Workflow Really Works § Define Project Scope the First Time § Successfully Transition to an Agile Organization § What Have We Learned?
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How the Scrum Workflow Really Works
Topics: § The Scrum "Walkabout" § Ways That Scrum Can Fail
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Deliver Projects On Time, Every Time- PM 2
How the Scrum Workflow Really Works
The Scrum "Walkabout" § Scrum flow is intuitive, customer-driven, breaks
complex projects into pieces, and team-focused The Sprint
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Ship!Meeting: Create Product Backlog
5
Work: Daily development,check-ins, builds,
and validation
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 0: Create the Project Vision
§ Management sets the project direction § Selects the team § Identify “rules of engagement” § Plan whatever you need to do before
launching the team § But the longer you get started, the longer
you don’t get the product released
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Step 0? Isn’t that the same as
Scrum Planning?
’fore I forgit – the Project Vision thang
should act as the Project Charter!
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Use Rough Order
of Magnitude (ROM) technique
§ Estimate a range of Sprints where release will occur
§ (You can map key milestones on top)
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+100%
+50%
+25%
+10%
-10%
-25%
-50%
Project initiation Project closureTime
Rough Order of Magnitude (ROM)+100%
+50%
+25%
+10%
-10%
-25%
-50%
Project initiation Project closureTime
Rough Order of Magnitude (ROM)
Definitive Estimate
+100%
+50%
+25%
+10%
-10%
-25%
-50%
Project initiation Project closureTime
Delivery range
+100%
+50%
+25%
+10%
-10%
-25%
-50%
Project initiation Project closureTime
Delivery range
TF IC
How the Scrum Workflow Really Works
Best Practice
The benefit of incremental product building
“You’ll rarely be remembered for missing a feature …
but, you’ll never be forgotten for missing a schedule.”
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 1: Create the Product Backlog
The Sprint
Product Backlog
1
Meeting: Create Product Backlog
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 1: Create the Product Backlog
§ Includes three ingredients 1. Feature descriptions 2. Consensus estimating 3. Priorities based on value
§ Scrum relies on a team-driven, efficient method of defining the Product Backlog as Stories
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 1: Create the Product Backlog
§ Includes three ingredients 1. Feature descriptions 2. Consensus estimating 3. Priorities based on value
§ Scrum relies on a team-driven, efficient method of defining the Product Backlog as Stories
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Remember the Decision Pyramid?
How the Scrum Workflow Really Works
The Scrum "Walkabout" § Calculate a team member’s available time
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Hours Time Usage This Week
40 Maximum hours available
-5 In meetings
-5 Supporting customers
-8 Other projects
-0 Vacation/holiday
22 Total remaining available hours (55%!)
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How the Scrum Workflow Really Works
Best Practice
Working more hours doesn’t mean that the team
produces more output … … for that very reason,
estimates must be realistic
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 2: Sprint planning
The Sprint
Meeting: Sprint Planning
Product Backlog Sprint Backlog
1 2
Meeting: Create Product Backlog
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 2: Sprint Planning
§ Remaining Product Backlogs are prioritized by the team (the Sprint Backlog)
§ Available team time is allocated § The Sprint Backlog is subdivided into tasks
and level of effort § Assignments and obstacles are identified § The Sprint starts!
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 2: Sprint Planning
§ How is level of effort (LOE) measured? § PMBOK® Guide relies on expert judgment § Technique used in Scrum planning (Step 1) § It starts with a simple
card game …
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13
3
1/2
?
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 2: Sprint Planning – the game
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What … Yapp, yapp, yapp, …, and more yapp
How … yapping,
yapping, …
133
1/2?
I thought it was long because …
I thought it was short because …
5 55
35 5
How the Scrum Workflow Really Works
Open Discussion
What are the benefits to this method of estimating the level of effort?
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 3: The Sprint
The Sprint
Meetings: Daily Scrum
Meeting: Sprint Planning
Product Backlog Sprint Backlog
1 2 3
Sprint
Meeting: Create Product Backlog
Work: Daily development,check-ins, builds,
and validation
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 3: The Sprint
§ A Daily Scrum Meeting takes place with the team and the ScrumMaster
§ Three critical topics are covered 1. What was just completed? 2. What are you working on next? 3. What is hindering progress?
§ Say, what’s burning?
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 3: The Sprint – A Burndown chart of
remaining work is updated daily
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0
5
10
15
20
25
30
35
DS1-W DS2-T DS3-F DS4-M DS4-T
Burndown Chart
Planned Actual
We more than caught up …
… eventually completing on time!
Actual work got behind
How the Scrum Workflow Really Works
Best Practice § The Daily Scrum meeting is the opportunity to
inspect and adapt § It isn’t enough to just “engineer” the work …
… test validation is equally as important (the more automated the better!)
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 4: Sprint Review
The Sprint
Work: Daily development,check-ins, builds,
and validation
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Meeting: Create Product Backlog
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 4: Sprint Review
§ Team presents product to the customer, Product Owner, and other stakeholders
§ Re-evaluate how to adjust practices and improve
§ Sprints need to complete (d-u-n-n) § The team has a decision to make …
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Deliver Projects On Time, Every Time- PM 12
How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 4: Sprint Review – Return for another
Sprint … The Sprint
Work: Daily development,check-ins, builds,
and validation
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Meeting: Create Product Backlog
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Step 5: Sprint Review – or release the product!
The Sprint
Work: Daily development,check-ins, builds,
and validation
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Ship!Meeting: Create Product Backlog
5
ü
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I prefer to call this
the “Ship the Pig!” milestone
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Deliver Projects On Time, Every Time- PM 13
How the Scrum Workflow Really Works
Best Practice
A Scrum-built product is release-capable at the end of each Sprint …
(… but may not be release-ready)
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How the Scrum Workflow Really Works
The Scrum "Walkabout" § Scrum iterative cycles = progressive elaboration
(PMBOK® Guide) = PDSA (Deming) The Sprint
Work: Daily development,check-ins, builds,
and validation
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Ship!Meeting: Create Product Backlog
5
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Plan Do
StudyAct
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How the Scrum Workflow Really Works
Ways That Scrum Can Fail § Typically 20% attrition during transition to agile
1. Old-style programmer won’t change 2. Poor performer(s) 3. Not a “completer” – 95% almost done is not
really done (d-u-n-n) 4. First-line managers don’t want to lose
control 5. Team members being defensive
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How the Scrum Workflow Really Works
Ways That Scrum Can Fail § Practicing “almost Scrum-like” § No executive management commitment § Force-fitting a project that isn’t suited to Scrum § Not having basic iterative tools in place
§ Automatic build and source control § Automatic tests and framework § User documentation must be current
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Deliver Projects On Time, Every Time- PM 15
Deliver Projects On Time, Every Time!
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Agenda
Afternoon § How the Scrum Workflow Really Works § Define Project Scope the First Time § Successfully Transition to an Agile Organization § What Have We Learned?
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Deliver Projects On Time, Every Time- PM 16
Define Project Scope the First Time
Topics: § Being Effective at Collecting Requirements § Creating the Product Backlog (WBS) § Verifying and Controlling Scope
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Define Project Scope the First Time
Being Effective at Collecting Requirements § What is a requirement anyway?
A feature definition that satisfies a customer need
And, according to IEEE: “Condition or capability needed by a user to solve a problem or achieve an objective.”
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Deliver Projects On Time, Every Time- PM 17
Define Project Scope the First Time
Being Effective at Collecting Requirements § What is a requirement anyway?
And according to the PMBOK® Guide: The project and product features/functions needed to fulfill stakeholder’s needs and expectations.
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Define Project Scope the First Time
Being Effective at Collecting Requirements § The cost, according to Barry Boehm, of
correcting a requirement
“Up to 68 times more than if it had been found at requirements definition”
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Define Project Scope the First Time
Best Practice Your role is to remove fear of accountability from
the staff that has probably been … … burned in the past!
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Define Project Scope the First Time
Movie Time
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Excerpt copyright © 1986, 20th Century Fox, Aliens. James Cameron.
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Deliver Projects On Time, Every Time- PM 19
Define Project Scope the First Time
Process Groups
Implementation
Initiating Planning Execution Monitoring & Controlling
Closing
Collect Requirements
Verify Scope
Define Scope Control Scope
Create WBS
Being Effective at Collecting Requirements § Project Scope Management knowledge area
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Define Project Scope the First Time
Best Practice If the project manager isn’t technical enough …
… partner with someone who is and make decisions as a
unified leadership team
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Deliver Projects On Time, Every Time- PM 20
Define Project Scope the First Time
Being Effective at Collecting Requirements § Characteristics of a great set of requirements
§ Complete § Correct § Feasible § Necessary § Traceable § Verifiable
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Reserved.
Define Project Scope the First Time
Best Practice § When putting your requirements together, why
not use a simple table as a checklist?
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How good are my requirements?
ü Complete
ü Correct
Feasible
…
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Define Project Scope the First Time
Being Effective at Collecting Requirements § Interviews § Facilitated workshops § Brainstorming § Questionnaires § The Delphi Technique
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Hey! I also like these to identify
risks …
Possibly In Scope
In Scope
Out of Scope
Define Project Scope the First Time
Being Effective at Collecting Requirements § Deciding which features are in scope
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BC
J F
K
L
I
D
E
G
HA
M
In ScopeMust Haves
Nice to Haves
BC
D
J F
K
L
I
E
G
HA
M
JI
BC
D
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Define Project Scope the First Time
Being Effective at Collecting Requirements § Possible group decision-making techniques
§ Unanimity Everyone agrees or it isn’t prioritized
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Define Project Scope the First Time
Being Effective at Collecting Requirements § Possible group decision-making techniques
§ Majority Rule At least 50% agree
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Define Project Scope the First Time
Being Effective at Collecting Requirements § Possible group decision-making techniques
§ Consensus Majority agrees and the minority agrees to support the decision
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Define Project Scope the First Time
Being Effective at Collecting Requirements § Possible group decision-making techniques
§ Dictatorship Individual makes the final decision
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Define Project Scope the First Time
Best Practice § Regardless of which group decision-making
technique is used … § Encourage a team culture based on effective
communications and team buy in § The team cannot become absorbed with every
detail § Product Owners need to account for more
detail while focusing on the user experience
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Define Project Scope the First Time
Being Effective at Collecting Requirements § What are the key risks if requirements aren’t
done right? § Product not accepted by the customer § Creeping user requirements result in project
overruns and team morale issues § Ambiguous requirements are impossible to
verify (test) § What’s worse, on-time delivery isn’t possible
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Define Project Scope the First Time
Creating the Product Backlog (WBS) § Agile projects need a scope roadmap, too!
The Sprint
Meetings: Daily Scrum
Meeting: Sprint Planning
Meeting: Sprint Review
Product Backlog Sprint Backlog
1 2 3 4
Sprint
Ship!Meeting: Create Product Backlog
5
Work: Daily development,check-ins, builds,
and validation
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Define Project Scope the First Time
Process Groups
Implementation
Initiating Planning Execution Monitoring & Controlling
Closing
Collect Requirements
Verify Scope
Define Scope Control Scope
Create WBS
Creating the Product Backlog (WBS) § Project Scope Management knowledge area
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Define Project Scope the First Time
Creating the Product Backlog (WBS) § You need to breakdown the project into
manageable work components § Why?
1. Eliminates Scope Creep 2. Once you complete the work components,
the project should be complete 3. Optionally deliver early by prioritizing those
backlog items with customer value first
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Define Project Scope the First Time
Creating the Product Backlog (WBS) § Basic work package creation flow
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Collect Requirements
Define Scope
Analyze the work to meet project objectives
“Work Packages” (WBS and WBS
Dictionary)
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Define Project Scope the First Time
Creating the Product Backlog (WBS) § The Work Package is the lowest level that can be:
§ Scheduled § Cost estimated § Monitored § Controlled
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Define Project Scope the First Time
Creating the Product Backlog (WBS) § Sample hierarchical work packages
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2 UI 3 Core Calculation “engine”
3.2 Tax Calculations
3.1 Shipping/Handling
Calculations
3.2.1 Build state tax software
module
Overall modules, details aren’t yet known
“Packages”are known but, need
more detail
Ah ha! Finally the Work Package
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Deliver Projects On Time, Every Time- PM 28
Define Project Scope the First Time
Creating the Product Backlog (WBS) § What defines the product feature set? Project Work = sum(Work Package1, WorkPackage2, …)
§ And how does this relate to agile projects? Project Work = Sprint1( sum(Work Package1, WorkPackage2, …)) + Sprint2(sum(Work Package1, …)) + …
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So, my project is defined by the combined work
packages? L-I-B!
`
PB ST WBS Dictionary and Task Description PB.ST DS1-W DS2-T DS3-F DS4-M DS5-T SR-T01 01 WBS Dictionary 1 01.01 001 01A SubTask 1 01.01A 001 01B SubTask 2 01.01B 3 3 2 101 02 WBS Dictionary 2 01.02 8 8 6 2 401 01 SubTask 1 01.01 13 13 12 4 302 03 WBS Dictionary 3 02.03 5 5 7
29 29 27 7 7 0
Orig: 29 29 22 13 4 0
Remaining HoursProduct Backlog Tasks
Define Project Scope the First Time
Verifying and Controlling Scope § Daily Scrums throughout the iterative process § Keeps team focused, controls scope § Remaining hours per task goes to 0 when verified
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ü
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Deliver Projects On Time, Every Time- PM 29
Define Project Scope the First Time
Best Practice § Use the creation of a Product Backlog (WBS
and the WBS Dictionary) as a cross-functional team building exercise
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Deliver Projects On Time, Every Time!
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Deliver Projects On Time, Every Time- PM 30
Agenda
Afternoon § How the Scrum Workflow Really Works § Define Project Scope the First Time § Successfully Transition to an Agile Organization § What Have We Learned?
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Successfully Transition to an Agile Organization
Topics: § Case Studies About Developer Motivation § Using Organizational Theory to Develop Teams § Establish a Culture of Effective Communications
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Deliver Projects On Time, Every Time- PM 31
Successfully Transition to an Agile Organization
Process Groups
Implementation
Initiating Planning Execution Monitoring & Controlling
Closing
Develop Human Resource Plan
Acquire Project Team
Develop Project Team
Manage Project Team
Human Resource Knowledge Area § Motivating and leading teams through change
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Successfully Transition to an Agile Organization
Movie Time
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Excerpt copyright © 1999, 20th Century Fox, Office Space. Mike Judge.
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Deliver Projects On Time, Every Time- PM 32
Successfully Transition to an Agile Organization
Case Studies About Developer Motivation § According to a recent IEEE Computer Society
study, Tracy Hall concludes motivation has four key impacts
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Project Team
Motivates
Productivity
Quality
Success
RetentionYou!
Successfully Transition to an Agile Organization
Case Studies About Developer Motivation § Back in the 1980s:
Developers enjoyed learning and being challenged … … but had little interest in socializing
§ Recently: Shift where motivation has a lot to do with personality and their working environment …
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Deliver Projects On Time, Every Time- PM 33
Successfully Transition to an Agile Organization
# Motivational Factor Highlights
1 Identification with task Clear goals, team identifies with product quality
2 Great management Direction is known, effective communications
3 Employee participation Involved, working with others is a positive
4 Career path Opportunities, knows what is expected
5 Variety of work Learning, making use of skills, being “stretched”
Case Studies About Developer Motivation § Important motivational factors for developers
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No wonder motivational “enticements” aren’t effective with the “nerd herd”
Successfully Transition to an Agile Organization
Best Practice § According to Project Management Practitioner’s
Handbook, you can dramatically enhance an employee’s satisfaction § Job rotation § Job enlargement
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Deliver Projects On Time, Every Time- PM 34
Successfully Transition to an Agile Organization
Using Organizational Theory to Develop Teams § Basic theories that every manager should know
§ Maslow’s Hierarchy of Needs § McGregor’s Theory X and Theory Y § Hierarchy of Needs combined with Theory X
and Theory Y § Tuckman’s Team Development model
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Successfully Transition to an Agile Organization
Using Organizational Theory to Develop Teams § Maslow’s
Hierarchy of Needs
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Self-Actualization SA
Esteem
Acceptance
Security
Physiological
Higher needs
Lower needs
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Deliver Projects On Time, Every Time- PM 35
Successfully Transition to an Agile Organization
Definition Highlights
Physiological Basic biological/workplace needs
Security Freedom fear, company is growing, stable management
Acceptance Part of the team, accepted, key participant
Esteem Feeling of importance, recognized, clear career path
Self-Actualization Working to full potential, passionate, love their work
Using Organizational Theory to Develop Teams § Maslow’s Hierarchy of Needs
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Successfully Transition to an Agile Organization
Using Organizational Theory to Develop Teams § Theory X
organizations take a lot more management
§ Theory Y allows you to lead
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“I work ‘cause I have to”
Theory XDistrust,
micromanage staff
You
“I work ‘cause I have to”
Theory XDistrust,
micromanage staff
“I work ‘cause I want to”
You
Theory YConfidence and
trust,empower staff
“I work ‘cause I have to”
Theory XDistrust,
micromanage staff
“I work ‘cause I want to”
You
Theory YConfidence and
trust,empower staff
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Deliver Projects On Time, Every Time- PM 36
Successfully Transition to an Agile Organization
Need Theory X Theory Y
Staff members Not motivated to work Very motivated, strong desire to work
Management (you!)
Forced to micromanage Empower the team to do the work
Overall theme Distrust between staff and management
Trust between staff and management
Using Organizational Theory to Develop Teams § McGregor’s Theory X and Theory Y
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Successfully Transition to an Agile Organization
Using Organizational Theory to Develop Teams § McGregor’s Theory Y organizations benefits
§ You can focus on removing barriers for the team
§ When staff wants to do well, “untapped energy” and creativity takes place
§ Prevailing belief of a high degree of job satisfaction in doing a great job
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Deliver Projects On Time, Every Time- PM 37
Successfully Transition to an Agile Organization
Using Organizational Theory to Develop Teams § Hierarchy of
Needs combined with Theory X and Theory Y
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Theory Y
Theory X
SA
Esteem
Acceptance
Security
Physiological
Higher needs
Lower needs
Successfully Transition to an Agile Organization
Using Organizational Theory to Develop Teams § Bruce Tuckman developed a team-development
psychology back in 1965 § It is still taught to this day …
… and forgotten about the day after it is taught § Premise is that a team transitions through, at
most, five distinct stages during a project
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* You might call these
stages HELL!
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Deliver Projects On Time, Every Time- PM 38
Successfully Transition to an Agile Organization
Best Practice
Why care about the Tuckman Team Development model?
1. Your role is generally to direct the team 2. But your communication and leadership
style should adjust depending on the stage
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Successfully Transition to an Agile Organization
Using Organizational Theory to Develop Teams § The Tuckman Team Development model
1. Forming 2. Storming 3. Norming 4. [Performing] 5. Adjourning
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Forming Why are we here and what should we
do?
Storming How much power do I exert?
Norming Together for the common good
Autonomous team without need for
supervision (rare!)Performing
AdjourningThe project is over,
NOW what?
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Deliver Projects On Time, Every Time- PM 39
Successfully Transition to an Agile Organization
Stage What Happens? Your Leadership Style
Forming Team agrees on project goals, members are on their best behavior, level of trust develops
Validation
Each member should be able to recite the 30-second “elevator speech”
Using Organizational Theory to Develop Teams
§ Forming
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Directive
Successfully Transition to an Agile Organization
Stage What Happens? Your Leadership Style
Storming Conflict, anxiety, and open expression of ideas
Validation
This stage is necessary for team development and ultimately can produce better software products
Using Organizational Theory to Develop Teams
§ Storming
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Listening *
* with directive reinforcement
You may have to go back to Forming if your team never really unified!
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Successfully Transition to an Agile Organization
Stage What Happens? Your Leadership Style
Norming Trust, relationship building, success takes shape
Validation
Maintaining this model takes constant attention, if teamwork starts to break down or team members become confrontational, you are really back in the Storming stage
Using Organizational Theory to Develop Teams
§ Norming
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Participative *
* with feedback cross-checks
Successfully Transition to an Agile Organization
Stage What Happens? Your Leadership Style
Performing High-performing results, team is unified
Validation
Team almost runs without any management at all!
Using Organizational Theory to Develop Teams
§ Performing
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Participative
Remember when we talked about focus? A team in the “flow” is a
performin’ team.
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Deliver Projects On Time, Every Time- PM 41
Successfully Transition to an Agile Organization
Stage What Happens? Your Leadership Style
Adjourning Project closure tasks are performed, teams disband
Validation
Can be both positive or negative, the focus is to ensure that the spirit of lessons learned are openly discussed to improve the organization—you must have a transition plan
Using Organizational Theory to Develop Teams
§ Adjourning (aka Mourning)
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Proactive
Successfully Transition to an Agile Organization
Show of Hands § Pick one of your current teams § Where are they in Tuckman’s model? § Your goal is to move the team to the right
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Forming Storming NormingAdjourning
Performing
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Deliver Projects On Time, Every Time- PM 42
Successfully Transition to an Agile Organization
Establish a Culture of Effective Communications § In Ed Yourdon’s Death March, he states some
very important communications rules § Total transparency § Clear communication of risks
§ By the way, full transparency is an agile (Scrum) requirement
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What Have We Learned?
Just the Facts
Your team expects you to communicate
According to the PMBOK® Guide, about 90% of your time
should be spent communicating!
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Deliver Projects On Time, Every Time- PM 43
Successfully Transition to an Agile Organization
Process Groups
Implementation
Initiating Planning Execution Monitoring & Controlling
Closing
Identify Stakeholders
Plan Communications
Distribute Information
Report performance
Manage Stakeholder Expectations
Human Resource Knowledge Area § Communicating through change and project
delivery
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Successfully Transition to an Agile Organization
Establish a Culture of Effective Communications § Understand your Stakeholders
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You! The Communicator!
Not supportive
Interested Supportive
Very supportive
information
Stakeholders
information information
information
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Deliver Projects On Time, Every Time- PM 44
Successfully Transition to an Agile Organization
Establish a Culture of Effective Communications § Being absolutely clear and transparent
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Successfully Transition to an Agile Organization
Best Practice
Your project’s success depends on how effectively you communicate
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Deliver Projects On Time, Every Time- PM 45
What Have We Learned?
The title of this training says it all: Deliver Software Projects On Time, Every Time
§ As long as you stick to agile (Scrum) roles and responsibilities, your projects should be successful
§ Keeping project scope “in check” (no gold plating) will make all of the difference
§ Understanding basic individual and team motivational theory should help retain staff and reduce project risk
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What Have We Learned?
The title of this training says it all: Deliver Software Projects On Time, Every Time
§ Last, but not least, effective communications techniques will set your team apart and reduce project risk
§ Throughout this presentation we’ve shown how the basics of the PMBOK® Guide can be applied to your agile project
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Deliver Projects On Time, Every Time- PM 46
What Have We Learned?
References § Agile Alliance. Manifesto for Agile Software Development
(www.agilealliance.org). § Agile Alliance. Declaration of Interdependence (www.pmdoi.org). § Beck, Kent. Extreme Programming Explained: Embrace Change, Second
Edition. Boston: Addison-Wesley, 2005. § Boehm, Barry, J.R. Brown, and M. Lipow. “Quantitiate Evaluation of
Software Quality,” Second IEEE International Conference on Software Engineering. Los Alamitos, CA: IEEE Computer Society Press, 1976.
§ Connolly, Mickey and Richard Rianoshek. The Communication Catalyst: The Fast (But Not Stupid) Track to Value for Customers, Investors, and Employees. Chicago: Dearborn trade Publishing, 2002.
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What Have We Learned?
References § Cohn, Mike. Agile Estimating and Planning. Upper Saddle River, NJ:
Pearson Education, 2006. § Davis, Alan M. Software Requirements: Objects, Functions, and States.
Englewood Cliffs, NJ: PTR Prentice Hall PTR, 1993. § DeCarlo, Doug. eXtreme Project Management: Using Leadership,
Principles, and Tools to Deliver Value in the Face of Volatility. San Francisco: Jossey-Bass, 2004.
§ DeMarco, Tom. Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency. New York: Random House, 2002.
§ DeMarco, Tom and Timothy Lister. Peopleware: Productive Projects and Teams, 2nd Edition. New York: Dorset House Publishing, 1999.
§ Dr. Dobb’s Portal. The Agile Manifesto. www.ddj.com. J. Wiley and Sons, 1994.
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Deliver Projects On Time, Every Time- PM 47
What Have We Learned?
References § Jones, Capers. Applied Software Measurement: Global Analysis of
Productivity and Quality, Third Edition. New York: McGraw-Hill, 2008. § Hall, Tracy, Helen Sharp, Sarah Beecham, Nathan Baddoo, and Hugh
Robinson. “What Do We Know About Developer Motivation?” IEEE Software, July/August 2008, 25(4), pp. 92-94 (http://ieeexplore.ieee.org/xpl/freeabs_all.jsp?arnumber=4548414).
§ IEEE. IEEE Std 830-1998: “IEEE Recommended Practice for Software Requirements Specifications.” Los Alamitos, CA: IEEE Computer Society Press, 1998.
§ Kawasaki, Guy. “Entrepreneurship’s 10 Commandments.” Forbes. Jun 11, 2009 (www.forbes.com/2009/06/11/guy-kawasaki-wharton-entrepreneurs-management-wharton.html).
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What Have We Learned?
References § Kliem, Ralph L. and Irwin S. Ludin. Project Management Practitioner’s
Handbook. New York: AMACON, 1998. § Larman, Craig. Agile and Iterative Development: A Manager’s Guide.
Boston: Pearson Education, 2004. § McConnell, Steve. Rapid Development: Taming Wild Software
Schedules. Redmond, WA: Microsoft Press, 1996. § Mulcahy, Rita. PM Crash Course: Tricks of the Trade for Project
Managers. Minneapolis: RMC Publications, 2006. § Newkirk, James and Robert C. Martin. Extreme Programming in
Practice. Boston: Addison-Wesley, 2001.
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What Have We Learned?
References § Project Management Institute, Inc. A Guide to the Project Management
Body of Knowledge: PMBOK® Guide, 4th Edition. Newton Square, PA: Project Management Institute, 2008.
§ Schwaber, Ken. Agile Project Management with Scrum. Redmond, WA: Microsoft Press, 2004.
§ SD Times. Taking the Extreme Out of XP Methods. www.sdtimes.com. Feb 1, 2005.
§ Takeuchi, Hirotaka and Ikujiro Nonaka. The New New Product Development Game. Harvard Business Review. Jan-Feb 1986.
§ The Standish Group. Chaos Reports (1994-2006). www.standishgroup.com.
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What Have We Learned?
References § Whitaker, Ken. Principles of Software Development Leadership:
Applying Project Management Principles to Agile Software Development. Boston: Course Technology PTR, 2009.
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Deliver Projects On Time, Every Time!
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Review the Handouts
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Deliver Projects On Time, Every Time!
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