MM ZG523-AgileM-29Mar15 Special Lecture

BITS Pilani Pilani Campus

Project Management MMZG 523

Agile Project Management

Sunil P R


Course Outline MMZG 523

BITS Pilani, Pilani Campus

Outline

• Course name: Project Management

• Course code: MMZG 523

• Number of modules: 7

• Number of lectures: SECOND SEMESTER 2014-2015

• Textbook: “Project Management The Managerial Process”

Clifford F. Grey, Erik W. Larson, Gautam V. Desai

• Pedagogy: Interactive

• Work integration: WILe exercises

• Evaluation components: Assignment / Quiz, Mid-sem (C/B), Compre (O/B)

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MODULE 6 : AGILE PROJECT MANAGEMENT

SESSION 17: AGILE PROJECT MANAGEMENT


Learning Outcomes – Session 17

• INTRODUCTION: Agile Project Management manifesto

– TRADITIONAL VS AGILE PROJECT MANAGEMENT

– PREDICTIVE TO COMPLEX PROJECT

– AGILE METHODOLOGIES: SCRUM

– YOUR PROJECT/EXAMPLE?

• SCRUM: STRUCTURE & ROLES

– PRODUCT OWNER, SCRUM MASTER, SCRUM TEAM

– WHICH ROLE YOU FIT IN?

• SCRUM MEETINGS

• SCRUM ARTIFACTS

– PRODUCT BACKLOG, SPRINT BACKLOG, BURNDOWN CHART

• WHAT CHALLENGES YOU FORSEE?

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Manifesto for Agile Project Management

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• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan


Traditional Vs Agile

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Requirements Design Code Test

Agile Project Management

Traditional Project Management


Traditional Vs Agile

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Simple to Complex

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Agile Methodologies

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• Agile methods: – Scrum

– Extreme Programming

– Adaptive Software Development (ASD)

– Dynamic System Development Method (DSDM)

• Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known.

• Scrum employs an iterative, incremental approach to optimize predictability and control risk.

• Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.


What is SCRUM?

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Definition from rugby football:

Scrum is a way to restart the game after an interruption, where the forwards of each side come together in a tight formation and struggle to gain possession of the ball when it is tossed in among them.

Term “Scrum” was introduced, relating successful development to the game of Rugby in which a self-organizing team moves together down the field of product development.


SCRUM

• The first Scrum team was created at Easel Corporation in 1993 by Dr. Jeff Sutherland and the Scrum framework was formalized in 1995 by Jeff and Ken Schwaber.

• Scrum is a management framework for incremental product development using one or more cross-functional, self-organizing teams of about seven people each.

• Teams are responsible for creating and adapting their processes within this framework.

• It provides a structure of roles, meetings, rules, and artefacts.

• Scrum uses fixed-length iterations, called Sprints, which are typically two weeks or 30 days long.

• Scrum teams attempt to build a potentially shippable (properly tested) product increment every iteration. 12


Alternative to Waterfall • Scrum’s incremental, iterative approach trades the traditional

phases of "waterfall" development for the ability to develop a subset of high-value features first, incorporating feedback sooner.

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SCRUM Structure &

Roles


Scrum development process

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Product Owner • Responsible for Product Vision

• Single person responsible for maximizing the return on investment (ROI) of the development effort

• Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans

• Final arbiter of requirements questions

• Accepts or rejects each product increment

• Decides whether to ship

• Decides whether to continue development

• Considers stakeholder interests

• May contribute as a team member

• Has a leadership role

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SCRUM Master • Facilitates the Scrum process

• Helps resolve impediments

• Creates an environment conducive to team self-organization

• Captures empirical data to adjust forecasts

• Shields the team from external interference and distractions to keep it in group flow

• Enforces timeboxes

• Keeps Scrum artifacts visible

• Promotes improved engineering practices

• Has no management authority over the team (anyone with authority over the team is by definition not its ScrumMaster)


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SCRUM Team • Cross-functional (e.g., includes members with testing skills,

business analysts, domain experts, etc.)

• Self-organizing / self-managing, without externally assigned roles

• Negotiates commitments with the Product Owner, one Sprint at a time

• Has autonomy regarding how to reach commitments

• Intensely collaborative

• Most successful when located in one team room, particularly for the first few Sprints

• 7 ± 2 members


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Scrum Meetings


Sprint Meetings

• Sprint:

– A month-long iteration: Incremented product functionality

– NO outside interference can influence the Scrum team during the Sprint

– Each Sprint begins with the Daily Scrum Meeting

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Scrum Planning • The Sprint Planning Meeting opens the Sprint, time boxed to four

hours for a four-week Sprint.

• Planning Part One: Product Owner and Team (with facilitation from the Scrum Master) review the high-priority items - – Goals and context for high-priority items on the Product Backlog, providing

the Team with insight into the Product Owner’s thinking.

– The Product Owner and Team also review the “Definition of Done” that all items must meet.

• Sprint Planning Part Two: also referred to as Sprint Refinement, – Detailed task planning for how to implement the items

– The Team selects the items from the Product Backlog they commit to complete by the end of the Sprint

– While the Product Owner does not have control over how much the team commits to, he or she knows that the items the team is committing to are drawn from the top of the Product Backlog 21


Daily Scrum

• Is a short (15 minutes long) stand up meeting, which is held every day before the Team starts working

• Participants: Scrum Master & development team

• Every Team member should answer on 3 questions- – What did you do since the last Scrum?

– What are you doing until the next Scrum?

– What is stopping you getting on with the work?

• Is NOT a problem solving session, NOT a way to collect information about WHO is behind the schedule

• Is a meeting in which team members make commitments to each other and to the Scrum Master

• Is a good way for a Scrum Master to track the progress of the Team

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• Meeting After Sprint execution, the team holds a Sprint Review Meeting to demonstrate a working product increment to the Product Owner and everyone else who is interested.

• The Product Owner reviews the commitments made at the Sprint Planning Meeting and declares which items he considers done.

• The ScrumMaster helps the Product Owner and stakeholders convert their feedback to new Product Backlog Items for prioritization by the Product Owner.

• The Sprint Review Meeting is the appropriate meeting for external stakeholders (even end users) to attend.

• It is the opportunity to inspect and adapt the product as it emerges, and iteratively refine everyone’s understanding of the requirements.

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Sprint Review Meeting


• Each Sprint ends with a retrospective meeting, the team reflects on its own process.

• They inspect their behaviour and take action to adapt it for future Sprints.

• Dedicated ScrumMasters will find alternatives to the stale, fearful meetings everyone has come to expect.

• Without safety, the retrospective discussion will either avoid the uncomfortable issues or deteriorate into blaming and hostility. – A common impediment to full transparency on the team is the presence of

people who conduct performance appraisals.

– Another impediment to an insightful retrospective is the human tendency to jump to conclusions and propose actions too quickly.

– A third impediment to psychological safety is geographic distribution.

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Sprint Retrospective Meeting


Scrum Artifacts


Functionality of SCRUM

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Product Backlog • Force-ranked list of desired functionality

• Visible to all stakeholders

• Any stakeholder (including the Team) can add items

• Constantly re-prioritized by the Product Owner

• Items at top are more granular than items at bottom

• Maintained during the Backlog Refinement Meeting

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Sprint Backlog • The Sprint Backlog is the set of Product Backlog items selected

for the Sprint, plus a plan for delivering the product Increments.

• The Sprint Backlog makes visible all of the work that the Development Team identifies as necessary to meet the Goal.

• The Development Team modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint.

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Sprint Burndown Chart • Indicates total remaining team task hours within one Sprint

• Re-estimated daily, thus may go up before going down

• Intended to facilitate team self-organization

• Seemed like a good idea in the early days of Scrum, but in practice has often been misused as a management report, inviting intervention.

• The ScrumMaster should discontinue use of this chart if it becomes an impediment to team self-organization.

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Agile Principles

• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

• Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

• Business people and developers must work together daily throughout the project.

• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

• Working software is the primary measure of progress.

• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

• Continuous attention to technical excellence and good design enhances agility.

• Simplicity–the art of maximizing the amount of work not done–is essential.

• The best architectures, requirements, and designs emerge from self organizing teams.

• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.



Question Session


Manifesto for Agile

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Product Backlog Item (PBI)

• Specifies the what more than the how of a customer-centric feature

• Often written in User Story form

• Has a product-wide definition of done to prevent technical debt

• May have item-specific acceptance criteria

• Effort is estimated by the team, ideally in relative units (e.g., story points)

• Effort is roughly 2-3 people 2-3 days, or smaller for advanced teams

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Alternative to Waterfall

• Scrum’s incremental, iterative approach trades the traditional

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BITS Pilani, Pilani Campus 35

Case Study: Metro misses September 2015 deadline, delay costs BMRC Rs 2.3 crore/day TNN | Jan 2, 2015, 05.30AM ISTBENGALURU: The confidence that chief minister Siddaramaiah displayed last

year while announcing that Namma Metro would be up and running on all its Phase I corridors by September 2015 was, after all, gas. Going by the progress of work, there is no sign Bengaluru's ambitious mass rapid transit system will be completely operational any time this year. Failure to adhere to the CM's promise is not just about convenient travel eluding Bengalureans, but also about crores of rupees of taxpayers' money going down the drain due to cost escalation. The approved cost estimate of the 42-km network was Rs 11,609 crore, and the target for getting the entire phase operational was December 2012. But project cost estimates, as in May 2014 and for September 2015 completion, stand at Rs 13,845 crore, up Rs 2,236 crore. This means each day's delay has cost Rs 2.3 crore. "There is no effort from the government to crack the whip on BMRC, whose bosses haven't made any extra efforts to chase contractors and get work done. For the contractors, Metro work is a learning process. They make mistakes and redo the work. Estimates have fallen short on the ground and added to the cost. Flawed contracts with incomplete work details have pushed up bills," the sources explained. The delay has meant that costs have shot up under all heads. When the project was conceived, the land cost was estimated around Rs 500 crore, but now stands at Rs 2,100 crore. The cost of raw material has also shot up. Steel, which cost BMRC Rs 40,000 a tonne till last year, is now Rs 55,000 a tonne. Similarly, copper, purchased by the corporation at Rs 1 lakh per tonne, now costs Rs 3-4 lakh per tonne. Missed deadlines: December 2012 > December 2013 > March 2015 > September 2015 Over three years down the line, the Metro is operational only on 2 streches. The two stretches on which the Metro operates span only about 16km of the 42.3km that Phase I is slated to cater to. On an average, the two stretches ferry 50,000 people daily against the targeted 10 lakh passengers.



End of Lecture

MM ZG523-AgileM-29Mar15 Special Lecture

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