Project management in Agile Way

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This presentation gives an insight on the Agile project management approach, comparing it to the other project manageent approaches in IT. It also shows how this is applied in practice in C.T.Co company.

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  • SCRUM framework relies on three peer-level management roles. Combining responsibilities eventually leads to contradictory drivers or conflicts of interest. The three distinct roles allow people to focus on defined responsibilities with different objectives driving behavior. The Product Owner (PO) – maximizes the return on-investment (ROI) of the product, measured from idea conception to delivery to the paying customer; The SCRUM Master continually improves the development process, coaching the SCRUM team to become more productive, improve quality and self-organize; The Development Team manage the technical quality of the product by nurturing practices that reinforce shared code ownership.
  • Project management in Agile Way

    1. 1. Project Management in Agile WayFebruary 21, 2013Andrey Elkin, PMP, C.T.Co
    2. 2. Who is whoC.T.Co IT Service provider from 1999 (Re)insurance business Agile Practices from 2000Andrey Elkin Program/Project Manager (8 in 2012, 12 in 2013) ~14 years in IT, ~7 years as PM PMP and ITIL certified page 2
    3. 3. Project Management in Agile wayWhat is Agile page 3
    4. 4. Agile? What it is?When we mean AgileWe think … page 4
    5. 5. Agile? What it is? page 5
    6. 6. Agile WayWaterfall Agile page 6
    7. 7. Agile Way vs Waterfall Way page 7
    8. 8. Agile Software DevelopmentAgile methods break tasks into small increments withminimal planningIterations last from one to four weeksIteration involves a team working through a fullsoftware development cycleThis helps minimize overall riskStakeholders produce documentation as requiredIteration goal = Shippable software at the end of eachiterationIteration = release page 8
    9. 9. How agile are you?Do you use business value to prioritize requirements?Do you have cross functional development teams?Do they deliver working software regularly?Do you review the process at the end of each iteration?Are features small enough to be completed in a shortiteration? page 9
    10. 10. Agile Methods SCRUM KANBAN page 10
    11. 11. ScrumScrum is an iterative, incremental framework formanaging complex work (such as new productdevelopment) commonly used with agile softwaredevelopment.Scrum is a principle-based framework for continuouslearning that focuses on maximizing value delivery insteadof effort. page 11
    12. 12. Scrum. Who is who? ROI – Product OwnerQuality – Dev Team Process – Scrum Master page 12
    13. 13. Scrum. How it works? page 13
    14. 14. Scrum. Real Life page 14
    15. 15. Agile Methods SCRUM KANBAN page 15
    16. 16. KANBANFramework made for just-in-time (JIT) productionThe process in KANBAN is going as a flowNo specific time for work package is set, Only WIP amount hasbeen defined page 16
    17. 17. Six principles of KANBANDo not send defective products to the subsequentprocessThe subsequent process comes to withdraw only what isneededProduce only the exact quantity withdrawn by thesubsequent processEqualize productionKANBAN is a means to fine tuningStabilize and rationalize the process page 17
    18. 18. KANBAN. How it works? page 18
    19. 19. KANBAN. Real Life page 19
    20. 20. Project Management in Agile wayProject/Release Planning page 20
    21. 21. Software Development Lifecycle ModelSoftware development lifecycle model is based on theeffective blend of agile iterative and incremental deliverymethods with industry standard frameworks like RationalUnified Process (RUP) and Capability Maturity ModelIntegration (CMMI) page 21
    22. 22. Release PlanningJan Mar May Jul Sep Nov Dec Release 1.0 Release 2.0 page 22
    23. 23. Release BreakdownHigh-level Architecture Iterations Ready Production Production planning baselined delivered for rollout patchcompleted Detailed UAT (if needed) planning completed Enough specs to initiate page 23 development
    24. 24. Real Life for Project page 24
    25. 25. Real Life for Product page 25
    26. 26. One more example of Real Life page 26
    27. 27. Iterations Flow page 27
    28. 28. Agile Model vs Waterfall ModelThe emphasis is on producing regular visible working applicationenhancements to demonstrate business value early, andcontinuously improve the application through incremental anditerative development page 28
    29. 29. Project Management in Agile wayProcesses and Activities page 29
    30. 30. Process Map page 30
    31. 31. Project Management Activities page 31
    32. 32. High Level Planning – Project PlanProject Plan is compiled with the following content:Planning Policies Objectives Communications Scope Change Management Receivables Configuration Management Deliverables Security Policy Estimations Quality Assurance Staffing Quality Control Lifecycle Schedule page 32
    33. 33. High Level Planning – Project PlanCheckpoint reviews Defined throughout the project, usually at milestone dates. Review are done by both project managers and (preferably) some of the project stakeholders. Face-to-face checkpoint review meetings in addition to written status reports: this will ensure that everyone does get the necessary information.Routing paths and contact persons List of contact persons from both sides, including deputies, is defined for all major areas. Escalation paths are clearly defined. page 33
    34. 34. Project Plan – Think on format??? page 34
    35. 35. Project Plan – Be flexible with format!!! page 35
    36. 36. Estimation and Iteration Planning In collaboration with project team functionality is estimated and allocated into Iterations Team tasks are defined and plan is compiled with the following content: Feature / task name ID of the feature / task Status of the feature / task Priority of the feature / task Iteration the feature / task is assigned to Estimates Assumptions Dependencies page 36
    37. 37. Estimation and Monitoring Plan page 37
    38. 38. Release Development Plan page 38
    39. 39. Estimation and Iteration PlanningFullness and Transparency are the cornstones for a good project steering andTrust page 39
    40. 40. Too much, Too less It costs you 100 USDOR All numbers are calculated by the formulas: page 40
    41. 41. Estimation Cone of Uncertainty page 41
    42. 42. Project Monitoring and Control page 42
    43. 43. Project Monitoring and ControlDaily stand-up meetings should take place (15-30minutes) in order to discuss the current project status andpossible events that could influence the outcome of theprojectProject risks should be considered and analysed in orderto react timely and reduce the impact of the risks occurredto the project outcome page 43
    44. 44. Project Monitoring and Control Status ReportAllow both project managers and the project review boardto track project progressSubmitted on a per-iteration basis (i.e. bi-weekly) in awritten formThe following information is always included: Progress compared to baseline (schedule, efforts). Forecasts for remaining part of the project, in numeric terms, for efforts, deliveries, and milestones. page 44
    45. 45. Project Status Report page 45
    46. 46. Day to Day CommunicationCustomer Project Status Calls – Daily/Weekly Status Reports and Meeting Notes Chats and E-mails Face-to-face meetings / workshopsTeam Stand-up meetings (work organization) Review meetings (specs, problems, etc.) Project news Ad-hoc meetings (critical issues review) page 46
    47. 47. Calendar for Very good week page 47
    48. 48. Day to Day CommunicationStatus calls: Are held more often than written status reports, and as follow- up after status report review Short checklist of open issues is a good practice as it enhances effectiveness of the status callsFace-to-face meetings: Are held when the project team feels necessary rather than on pre-scheduled basis Help to avoid “e-mail ping-pong” Purely remote communication creates more issues than mixed face-to-face/remote approach page 48
    49. 49. Project Management in Agile wayDo we really need PM in projects? page 49
    50. 50. Nobody want to do this except us page 50
    51. 51. Our reality We ... Sale our heads Don’t forget about yourself in cost calculation. You also would like to be paid Plan our work Minimize redundant paperwork to minimal. Nobody read them after creation Are Responsible about our results Shout about risks as much as you have voice. You are person who deliver project/product page 51
    52. 52. We speak to Everyone You will not know each and every detail, but you must be good comapnion in every talk You will speak with Client Executives – about Money? Client Representatives– again about Money? Company Executives – one more time about Money? Your Boss – still about Money? You Team – finally about Money? Be open and you will know about all risks and issues and ...... of course about money  page 52
    53. 53. Do you see yourself? On left or right?
    54. 54. This is definitely not our project!!!Sure???
    55. 55. Q&A?Thank you!

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