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Training of agile project management with scrum king leong lo (100188178)

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  • 1. Training of Agile ProjectManagement with ScrumKing Leong (Peter) Lo100188178Kwantlen HR StudentNovember 7, 2011 1
  • 2. Training Objective All IT employees will be able to maximize productivity by applying Scrum methodology, reviewing their actual progress and adding value to the organization day by day. 2
  • 3. Agenda Introduction to Agile PM ---------------------- p.5 Research on Agile PM ------------------------- p.6 Scrum Process ---------------------------------- p.7 Main Roles of Scrum PM --------------------- p.8 Product Backlog List ------------------------- p.13 Agile Prioritization ---------------------------- p.14 Sprint Backlog --------------------------------- p.18 Project Scheduling ---------------------------- p.20 Daily Scrum Meetings ------------------------ p.21 Retrospective Meetings --------------------- p.23 3
  • 4. Agenda (Cont’d) Tool 1 -- Task Boards --------------------------- p.25 Tool 2 -- Sprint Backlog ------------------------ p.28 Tool 3 -- Burn-down Chart --------------------- p.30 Tool 4 -- Burn-up Chart ------------------------- p.35 Testing -----------------------------------------------p.39 Principles of Scrum PM ------------------------- p.42 Causes of Project Failure ---------------------- p. 44 Conclusion ----------------------------------------- p.46 Q&A ------------------------------------------------- p.47 References ---------------------------------------- p.49 4
  • 5. Introduction to Agile PM A new type of project management Allows IT teams to work more efficiently and flexibly. Allow them to catch up with the change of information technology (CCPaceSystems, 2011). 5
  • 6. Research on Agile PM (VersionOne, 2011, p.1) 6
  • 7. Scrum Process(Deemer, Benefield, Larman, & Vodde, 2010, p.5). 7
  • 8. Main Roles of Scrum PM1. Product Owner2. ScrumMaster3. The Team(Schwaber & Cohn, 2003). 8
  • 9. Main Roles of Scrum PM(Cont’d)1. Product Owner ◦ Create the organization’s vision; ◦ Create and release a Product Backlog list; ◦ Prioritize and update Product Backlogs items; ◦ Maximize return on investment (ROI) by giving the most valuable feature a priority (Schwaber & Cohn, 2003). 9
  • 10. Main Roles of Scrum PM(Cont’d)2. ScrumMaster ◦ Clarify the product vision and goals; ◦ Facilitate the team to turn the Product Backlog items into functionality; ◦ Hold Sprint meetings in the beginning of each iteration; ◦ Hold daily scrum meetings everyday; ◦ Remove potential barriers of the project; (Schwaber & Cohn, 2003). 10
  • 11. Main Roles of Scrum PM(Cont’d)3. The Team ◦ Divide Sprint Backlog items into small tasks; ◦ Decide how to manage their tasks; ◦ Decide how maximize productivity; ◦ Make a commitment to their tasks (Schwaber & Cohn, 2003). 11
  • 12. Main Roles of Scrum PM(Cont’d)How My Client Applies This Theory?1. Product Owner – Alvin Sheng, the owner.2. ScrumMaster – Han Yang, the IT leader.3. The Team – Eric Lin & Venus Fung, IT employees.(A. Sheng, personal communication,September 19, 2011). 12
  • 13. Product Backlog List It contains all requirements from a customer, an IT development division, a marketing division, etc.  The Product Owner needs to prioritize all items in the list and estimate time and budget for the project.(Abrahamsson, Salo, Ronkainen, &Warsta, 2002). 13
  • 14. Agile Prioritization1. Kano Analysis: Conduct survey and ask expert opinions to prioritise Product Backlog items (Cohn, 2008).2. Theme Screening: Create 5 to 9 selection criteria, select a benchmark, and rank other themes/items (Cohn, 2008). 14
  • 15. Agile Prioritization (Cont’d)3. Theme Scoring: Create 5 to 9 selection criteria, but use criteria to rate themes/ items (Cohn, 2008).4. Relative Weighting: Compare all themes and calculate their value and cost. The formula of Relative Value/ Relative Cost (Cohn, 2008). 15
  • 16. Agile Prioritization (Cont’d)Adding a New Item(Griffiths, 2011) 16
  • 17. Agile Prioritization (Cont’d)How My Client Applies This Theory? Alvin Sheng, the Product Owner, can: ◦ Fix time (Softhouse Consulting. n.d.). ◦ Prioritize all Product Backlog items based on ROI (Schwaber & Cohn, 2003).  ROI = (Revenues – Costs)/ Costs (Saks & Haccoun, 2008).  I personally suggest using Theme Scoring to prioritize items (Cohn, 2008). 17
  • 18. Sprint Backlog It is about 2 to 4 weeks each and is fixed (Stevens, 2008). Pieces of Product Backlog (Softhouse Consulting, n.d.). The highest prioritized Sprint Backlog will be complete first, and so on (Softhouse Consulting, n.d.). 18
  • 19. Project Scheduling ScrumMaster can estimate both backlog size and the team’s velocity (Cottmeyer, 2010). The team should discuss and share opinions with one another (Cohn, 2005). 19
  • 20. Project Scheduling (Cont’d)How My Client Applies This Theory? IT employees have to: ◦ Thoroughly understand what the Product Backlog list is. ◦ Divide the Product Backlog into pieces of Sprint Backlog.  The timeline of each Sprint Backlog is 2 to 4 weeks long. ◦ Divide Sprint Backlog into Backlog tasks. ◦ Make a commitment to those tasks (Stevens, 2008). However, all IT employees are new to the organization, they need time to learn more about one another (A. Sheng, personal communication, September 19, 2011). 20
  • 21. Daily Scrum Meetings Usually 15 minutes long each The purpose is to share information, synchronize work and develop a short- term plan. Three basic questions : 1. What task have you completed yesterday?; 2. What task will you complete today?; and 3. Are there any obstacles? 21
  • 22. Scrum Daily Meetings(Cont’d)How My Client Applies This Theory? The owner and IT employees can meet in the organization for 15 minutes everyday in order to keep track of the team’s performance and remove barriers (Schwaber & Sutherland, 2011). 22
  • 23. Retrospective Meetings Usually 3 hours long each  Meet at the end of each iteration/ sprint  Briefing(Softhouse Consulting, n.d.). 23
  • 24. Retrospective Meetings(Cont’d)How My Client Applies This Theory? The owner and IT employees can meet for 3 hours at the end of each iteration/ sprint in order to review the team’s performance and improve future performance (Softhouse Consulting, n.d). 24
  • 25. Tool 1 – Task BoardsSample of Task Boards(Mountain Goat Software, n.d.). 25
  • 26. Tool 1 – Task Boards (Cont’d) Terms of Task Boards Above ◦ Story: Product Backlog item; ◦ To Do: Tasks needed to accomplish; ◦ In Process: Tasks has been started already; ◦ To Verify: Tasks needed to be tested; ◦ Done: Tasks completed (Mountain Goat Software, n.d.). 26
  • 27. Tool 1 – Task Boards (Cont’d)How My Client Applies This Tool? I will teach you how to draw it in the lecture. The IT leader can: ◦ draw a task board on the wall of the organization ◦ Update the team’s progress ◦ Monitor the whole project (Mountain Goat Software, n.d.). 27
  • 28. Tool 2 – Sprint BacklogSample of Sprint Backlog (Deemer et al., 2010, p.11). 28
  • 29. Tool 2 – Sprint Backlog (Cont’d)How My Client Applies This Tool? (Deemer et al., 2010, p.11). 29
  • 30. Tool 3 – Burn-down ChartExample of Burn-down Chart (Wenzel, 2010). 30
  • 31. Tool 3 – Burn-down Chart(Cont’d)Explanation for Burn-down Chart  Y-axis is the total amounts of remaining tasks needed to complete.  X-axis is the iteration timeline on a daily basis.  The blue line is the ideal progress  The red line is the actual progress(Wenzel, 2010). 31
  • 32. Tool 3 – Burn-down Chart(Cont’d)Analysis of Burn-down Chart  Keep track of the actual progress.  Compare the actual progress with the desired progress.  The actual progress is on schedule if the red line is below the blue line.  The actual progress is behind schedule if the red line is above the blue line.(Wenzel, 2010). 32
  • 33. Tool 3 – Burn-down Chart(Cont’d)Reaction to Forecast Delay 1. Reduce Scope 2. Increase Velocity (Stevens, 2008, p.15) (Stevens, 2008, p.15) 33
  • 34. Tool 3 – Burn-down Chart(Cont’d)How My Client Applies This Tool? I will teach you how to draw it in the lecture. E.g. The owner and IT leader can compare both actual and desired progress to keep track of the team’s performance (Wenzel, 2010) and react to it if needed (Stevens, 2008). 34
  • 35. Tool 4 – Burn-up ChartExample of a Burn-up Chart (Richardson, 2008) 35
  • 36. Tool 4 – Burn-up Chart(Cont’d)Explanation for Burn-up Chart  Y-axis is the total amounts of actual tasks needed to complete.  X-axis is the iteration timeline on a daily basis.  The blue line is the total amount of tasks/ scope  The red line is the actual progress(Richardson, 2008). 36
  • 37. Tool 4 – Burn-up Chart(Cont’d)Analysis of Burn-up Chart  Keep track of the actual progress.  Show every change of scope during iteration. *The burn-down chart cannot showit. (Richardson, 2008). 37
  • 38. Tool 4 – Burn-up Chart(Cont’d)How My Client Applies This Tool? I will teach you how to draw it in the lecture. E.g. The owner and the IT leader can use a burn-up chart to keep track of changes of the project scope, such as adding or removing some codes (Richardson, 2008; A. Sheng, personal communication, October 19, 2011). 38
  • 39. Testing1. Unit Testing: ◦ Test a new code and determine whether it works or not (Sousa, n.d.).2. Integration Testing: ◦ Combine all new codes with the system at the end of each sprint (Sousa, n.d.).3. Regression Testing: ◦ Make sure that all new codes and previous codes do not contradict to one another (Hartman, 2010). 39
  • 40. Testing (Contd) Test Driven Development Methodology (Yenduri & Perkins, n.d. , p.2) 40
  • 41. Testing (Contd)How My Client Applies This Theory? The IT leader can: ◦ Follow TDD methodology ◦ Write a simple test just enough for a new code to pass or fail at the beginning. ◦ Test the code gradually.  If the code fails the test, rework the code.  If the code passes the test, renew the test. ◦ Continue to test the code until it meets the specification/ requirement.(Yenduri & Perkins, n.d.). 41
  • 42. Principles of Scrum PM ROI Maximization (Schwaber & Cohn, 2003). Fixed time (Schwaber & Sutherland, 2011). Cost control (Loeser, 2006). High product quality (Holler & Culling, 2010). Risk management & scope management (Karlesky & Voord, 2008). 42
  • 43. Principles of Scrum PM(Cont’d) Simplicity (Holler & Culling, 2010). Adaptability (Holler & Culling, 2010). Flexibility (Griffiths, 2011). Transparency (CCPaceSystems, 2011). Collaboration and Commitment (Schwaber & Cohn, 2003; Holler, 2010). 43
  • 44. Causes of Project Failure Inaccurate project estimates (Brown, 2011). Artificial project estimates (Brown, 2011). Lack of ongoing agile PM training (Holler & Culling, 2010). Different thoughts on project management (Holler & Culling, 2010). 44
  • 45. Causes of Project Failure(Cont’d) Neglect of other aspects of the organization (Holler & Culling, 2010). Complexity (Holler & Culling, 2010). Neglect of capability (Holler & Culling, 2010). Lack of regression testing (Hartman, 2010). 45
  • 46. Conclusion1. Wrap up2. If you have any questions, please feel free to email me at lkl12abcde@hotmail.com or call me at (778) 688-7666/cell. 46
  • 47. Q&A 47
  • 48. Thank You! 48
  • 49. References Abrahamsson, P., Salo, O., Ronkainen, J., & Warsta, J. (2002). Agile Software Development Methods Review and Analysis. Retrieved October 31, 2011, from http://www.vtt.fi/inf/pdf/publications/2002/P478.pdf Brown, J. T. (2011). What Causes Bad Estimates …and What You Can Do About It. Retrieved November 1, 2011, from http://www.pmi.org/eNews/Post/2011_10- 24/What_Causes_Bad_Estimates.html CCPaceSystems. (2011). Agile Project Management. Retrieved September 18, 2011, from http://ccpace.com/Resources/documents/AgileProjectManagement.pdf Cohn, M. (2005). Agile Estimating and Planning. Techniques for Estimating (Chap. 6, pp. 49-60). Retrieved November 1, 2011, from http://www.mountaingoatsoftware.com/system/hidden_asset/file/15/aep_sample.p df Cohn, M. (2008). Prioritizing Your Product Backlog. Slideshow [PowerPoint slides]. Retrieved October 30, 2011, from http://www.mountaingoatsoftware.com/system/presentation/file/78/Cohn_Prioritizin gYourBacklog.pdf Cottmeyer, M. (2010). The Agile Project Manager. Retrieved September 18, 2011, from http://www.versionone.com/pdf/V1_The_Agile_Project_Manager.pdf?mkt_tok=3Rk MMJWWfF9wsRolv6zOZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScphI /qLAzICFpZo2FFOH/KGdY9O9ftY Deemer, P., Benefield, G., Larman, C., & Vodde, B. (2010). The Scrum Primer (Version 1.2). Retrieved October 31, 2011, from http://www.goodagile.com/scrumprimer/scrumprimer.pdf 49
  • 50. References (1) Griffiths, M. (2011). Agile Prioritisation. Retrieved October 31, 2011, from http://leadinganswers.typepad.com/leading_answers/2011/07/agile- prioritisation.html Hartman, B. (2010). Failing with Agile: A How-to Guide. Slideshow [PowerPoint slides]. Retrieved September 18, 2011, from http://www.slideshare.net/lazygolfer/failing-with- agile?src=related_normal&rel=3275770 Holler, R. (2010). Five Myths of Agile Development. Retrieved November 1, 2011, from http://www.versionone.com/pdf/5MythsOfAgileExplainedWP.pdf?mkt_tok=3RkMM JWWfF9wsRolv63NZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScpkI/qL AzICFpZo2FFOH/KGdY9O9ftY Holler, R. & Culling, I. (2010). From Agile Pilot Project to Enterprise-wide Deployment: Five Sure-fire Ways to Fail When You Scale. Retrieved November 1, 2011, from http://www.versionone.com/pdf/ScalingAgileWP_0808.pdf?mkt_tok=3RkMMJWWf F9wsRolv63PZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScFgI/qLAzICF pZo2FFOH/KGdY9O9ftY Karlesky, M. & Voord, M. V. (2008). Agile Project Management (or, Burning Your Gantt Charts). Retrieved November 1, 2011, from http://www.atomicobject.com/files/EmbeddedAgilePMPaper.pdf 50
  • 51. References (2) Loeser, A. (2006). Project Management and Scrum – A Side by Side Comparison. Retrieved November 1, 2011, from http://hosteddocs.ittoolbox.com/AL12.06.06.pdf Mountain Goat Software. (n.d). Training for Scrum Task Board Use. Retrieved November 1, 2011, from http://www.mountaingoatsoftware.com/scrum/task-boards Richardson, L. (2008). Forget Burndown Use Burnup Charts. Retrieved November 1, 2011, from http://www.nearinfinity.com/blogs/lee_richardson/forget_burndown_u se_burnup_charts.html Saks, A. M. & Haccoun, R. R. (2008). Managing Performance through Training and Development (5th ed.). Toronto: Nelson Education Ltd. Schwaber, K. & Cohn, M. (2003). The Need for Agile Project Management (Agile Times, vol. 1, January 2003). Retrieved November 2, 2011, from http://www.mountaingoatsoftware.com/system/article/file/14/Managin gAgileProjects.pdf Schwaber, K. & Sutherland, J. (2011). The Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. Retrieved October 31, 2011, from http://www.scrum.org/storage/scrumguides/Scrum_Guide.pdf 51
  • 52. References (3) Sheng, A. (2011). All information of Mytrend Network Group, Inc. through personal communication. Softhouse Consulting. (n.d). Scrum in five minutes. Retrieved October 31, 2011, from http://www.softhouse.se/Uploades/Scrum_eng_webb.pdf Stevens, P. (2008). Agile Project Management with Scrum. Retrieved November 1, 2011, from http://www.sierra-charlie.com/download/Jugs-2008-08-final.pdf Sousa, S. D. (n.d). Agile Testing 1/2. Retrieved October 31, 2011, from http://www.my-project-management-expert.com/agile-testing.html VersionOne. (2011). Agile Development: A Manager’s Roadmap for Success. Retrieved November 3, 2011, from http://www.versionone.com/pdf/Agile_Managers_Roadmap.pdf?mkt_tok=3RkMMJ WWfF9wsRolv63MZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DSMVgI/qL AzICFpZo2FFOH/KGdY9O9ftY Wenzel, J. (2010). Burn Down Chart Tutorial: Simple Agile Project Tracking. Retrieved October 31, 2011, from http://joel.inpointform.net/software- development/burn-down-charts-tutorial-simple-agile-project-tracking/ Yenduri, S. & Perkins, L.A. (n.d). Impact of Using Test-Driven Development: A Case Study. Retrieved November 1, 2011, from http://www.google.ca/url?sa=t&source=web&cd=3&ved=0CDUQFjAC&url=http%3 A%2F%2Fciteseerx.ist.psu.edu%2Fviewdoc%2Fdownload%3Fdoi%3D10.1.1.94. 9442%26rep%3Drep1%26type%3Dpdf&rct=j&q=agile%2C%20what%20is%20TT D%20approach&ei=0eiZTuiMFILWiAKMm6jbDA&usg=AFQjCNGocD0fkjSQd5Yh MpdihG1X7Rrr3Q&cad=rja 52