Agile PM is the need of the hour to manage agile projects in order to tackle chaos

1. Agile Project Management

2. Announcements
2
Credit Suisse Campus Visit
For those interested in our 2018 Technology Summer Internship:
Resume Review
Please stop by for a resume review with a member of the Credit Suisse team!
Details
Date: September 12, 2017
Time: 1:30pm-4:00pm
Location: Computer Information Systems Building, Room 2005

3. Credit Suisse Information Session & Networking Event
Tuesday, September 12 at 6:00pm
CIS Building—1st floor auditorium (CIS 1008)
Information Session
Please join us! Eligible students (those graduating between December 2018 and May/June
2019) are encouraged to attend our Credit Suisse Information Session. Credit Suisse
representatives will host an information session to discuss our Raleigh-based 2018
Technology Summer Analyst program and answer questions about the application process.
Please click here to RVSP.

4. Announcements
Outline:
• Process Groups – Traditional
• Intranet Site Project
• Agile Methodology
4

5. Project Management Process Groups
Project management process groups include
 initiating processes
 planning processes
 executing processes
 monitoring and controlling processes
 closing processes
5

6. Traditional Approach: Linear/Waterfall Strategy
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7. Traditional Approach: Linear/Waterfall Strategy
Pre-Initiation
 Generate Business Case (includes high level estimates on scope,
cost, time, etc.)
 Identify Sponsor and PM
Initiation
 Project Charter
 Stakeholder Identification
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8. Traditional Approach:
Planning
 Team Contract
 Scope Statement
 WBS
 Gantt chart
 Risks
Execution
 PM acquires team then directs and manages work
• Milestone reporting
 Update progress (handle human resource issues)
 Manage Communications
 Ensure stakeholders remain engaged
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9. Traditional Approach:
Monitor and Controlling
 Change Control
 Validate/Control Scope
 Scheduling (forecasts)
 Progress Reports
Closing
 Final report and presentation
 Client sign-off
 Lessons-learned
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10. Case Study: JWD Consulting’s Project Management
Intranet Site
Case Background
PM, Sponsor, Stakeholders
Project Description
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11. Project Pre-initiation
Senior managers often perform several pre-initiation tasks,
including the following:
 Determine the scope, time, and cost constraints for the project
 Identify the project sponsor
 Select the project manager
 Develop a business case for a project
 Meet with the project manager to review the process and
expectations for managing the project
 Determine if the project should be divided into two or more smaller
projects
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12. JWD Pre-initiation
What did JWD do for Pre-Initiation?

13. Project Initiation
Initiating a project includes recognizing and starting a new
project or project phase
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14. JWD Project Charters and Kick-off Meetings
Charters are normally short and include key project
information and stakeholder signatures
Kick-Off Meeting
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15. JWD Stakeholder Mgmt Output: Register and Strategy
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Register
Management
Strategy

16. Project Planning
Primary Purpose: Guide Execution
 Every knowledge area includes planning information
Key outputs included in the JWD project.
Document Location
 PM Software
 Wiki
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17. Scope Statement
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TABLE 3-9 Scope statement (draft version)
Project Title: Project Management Intranet Site Project
Date: May 18
Prepared by: Erica Bell, Project Manager,
erica_bell@jwdconsulting.com
Project Summary and Justification
Product Characteristics and Requirements:
1. Templates and tools
2. User submissions
3. Articles
4. Requests for articles
5. Links
6. The “Ask the Expert” feature must be user-friendly and capable of
soliciting questions and immediately acknowledging that the question
has been received in the proper format….
Summary of Project Deliverables
Project management-related deliverables …
Product-related deliverables…

18. Figure 3-4. JWD Consulting Intranet Site Project
Baseline Gantt Chart
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19. List of Prioritized Risks
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20. Project Executing
Usually takes the most time and resources
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JWD Milestone Report

21. Project Monitoring and Controlling
Involves measuring progress toward project objectives,
monitoring deviation from the plan, and taking correction
actions
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22. Project Closing
Involves gaining stakeholder and customer acceptance of the
final products and services
22
Closing
Normal
Operations
Project

23. Agile Project Management
“Gartner predicts agile development will be used on 80% of
all software development projects.”
What does this mean?
Why is it gaining popularity?
Gaining ground in PM community with certifications
 APMG-International
 PMI – Agile Certified Practitioner
 Certified Scrum Master
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24. Agile Makes Sense for Some Projects, But Not All
“Agile will be seen for what it is … and isn’t …. Project
management organizations embracing Agile software and
product development approaches will continue to grow
while being faced with the challenge of demonstrating ROI
through Agile adoption.”*
When not to use Agile PM
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*J. Leroy Ward, “The Top Ten Project Management Trends for 2011,” projecttimes.com
(January 24, 2011).

25. Agile Makes Sense for Some Projects, But Not All
25
*Fernandez & Fernandez (2009), “Agile Project Management – Agilism versus Traditional Approach,” Journal
of Computer Information Systems.
Goal
(ends)
Not
Clear
4 3
Clear 1 2
Clear
Not
Clear
Solution
(means)

26. PM Network: At Odds?
Myths surrounding Agile PM:



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27. Manifesto for Agile Software Development
“We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we have
come to value:




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*Agile Manifesto, www.agilemanifesto.org.

28. 28
From: https://platinumedge.com/blog/agile-roadmap-to-value

29. Scrum
According to the Scrum Alliance, Scrum is the leading agile
development method for completing projects with a
complex, innovative scope of work. (State of Scrum
Report)
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30. Scrum Roles
Primary Roles



Other potential Roles



31. Scrum Artifacts
An artifact is a useful object created by people
Scrum artifacts include:



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32. Scrum Ceremonies
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33. Scrum Framework
33
Information Technology
Project Management,

34. Product Backlog
From jazz.net

35. Sprint Planning and Backlog
From www.scrumalliance.com

36. Product vs. Sprint Backlog
From msdn.microsoft.com
Item Product Backlog Sprint Backlog
Level of detail
Estimation units
Document ownership
Revised
Duration
Workbook

37. Burndown Chart

38. Agile, the PMBOK® Guide, and a New Certification
The PMBOK® Guide describes best practices for what
should be done to manage projects.
Agile is a methodology that describes how to manage
projects.
The Project Management Institute (PMI) recognized the
increased interest in Agile, and introduced a new
certification in 2011 called Agile Certified Practitioner
(ACP).
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39. Agile Approach: JWD Consulting’s Project Management
Intranet Site
An agile project team typically uses several iterations or
deliveries of software instead of waiting until the end of
the project to provide one product.
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40. Unique Scrum Activities by Process Group

41. Pre-Initiation and Initiation
Pre-Initiation and Initiation major tasks
 # of releases and functionality by release
 Sprints in release
 Charter
 Stakeholder Register
 Kick-off Meetings
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42. Planning
Similar to Traditional Process Groups
 Scope Statement and can use a Gantt chart for the entire project
schedule; other planning similar (risk, etc.)
Differences:
42

43. JWD Intranet Site Project Baseline Gantt Chart Using
Scrum Approach
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3 releases
vs.
1 release

44. JWD Product and Sprint Backlogs
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45. Executing
Similarities to Traditional Process Groups
 Still produce products, lead people, etc.
Differences:
Information Technology Project Management,
Seventh Edition
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46. Monitoring and Controlling
Similarities to Traditional Process Groups
 Still check actual work vs. planned work
Differences:
Information Technology Project Management,
Seventh Edition
46

47. Sprint Board
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48. Figure 3-7. Burndown Chart
Information Technology
Project Management,
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49. Closing
Similarities to Traditional Process Groups
 Focus on acceptance of deliverables and reflection
Differences:
49

50. Chapter Summary
Project Management Process Groups
Main activities of each process group mapped to knowledge
areas
Information technology project management methodologies
JWD Consulting – Predictive vs. Agile
 Biggest Difference: providing three releases of useable software
versus just one
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