Deliver Projects On Time, Every Time

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Ken Whitaker shares pragmatic techniques to help project managers and software development leaders put into practice innovative scheduling techniques, make consistent customer-centric decisions, reduce project risk, quickly negotiate with product owners the most important project scope, and transition teams to become more agile. Ken shares revealing statistical data on how waterfall is simply not suited for modern-day adaptive software development projects. With fellow participants, you’ll spend time performing a “Scrum walkabout” to get the idea of just how an agile project really works. These best practices are presented to motivate your team to deliver projects on time, every time. Although this tutorial doesn’t incorporate intensive role-play, we’ll have lively interaction that will incorporate lessons learned from actual case studies and attendees’ project experiences. Take away powerful, yet simple, ways to bridge the gap between PMI’s PMBOK® Guide and agile.

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Deliver Projects On Time, Every Time

  1. 1.     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 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  2. 2. 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.  
  3. 3. Deliver Projects On Time, Every Time! (Applying PMBOK Guide to Agile Software Development) ® Ken Whitakerı Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Are You in the Right Class? §  There appears to be a gap … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 1
  4. 4. Are You in the Right Class? §  This seminar is designed to bridge that gap Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time! (Applying PMBOK Guide to Agile Software Development) ® Ken Whitakerı Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 2
  5. 5. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Background Ken Whitaker, PMP, CSM §  Author of Managing Software Maniacs (J Wiley & Sons) §  Author of Principles of Software Development Leadership (Course Technology PTR) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 3
  6. 6. 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. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 4
  7. 7. 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. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. One simple question… What do you want to learn today? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 16 Deliver Projects On Time, Every Time- AM 5
  8. 8. 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? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Agenda Afternoon §  How the Scrum Workflow Really Works §  Define Project Scope the First Time §  Successfully Transition to an Agile Organization §  What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 6
  9. 9. 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? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Topics: §  Statistics You May Not Want to Know About §  The Importance of Process §  Is Waterfall All That Bad? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 7
  10. 10. Is a New Process Methodology Needed? Disclaimer This class is not a ScrumMaster Certification class! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Disclaimer This class is Sooo, if that’s what not a ScrumMaster you thought—pack Certification class! your bags and GIT OUT! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 8
  11. 11. Is a New Process Methodology Needed? Statistics You May Not Want to Know About §  Was your project successful? Succeeded 29% Failed 18% Challenged 53% CHAOS 2004 Resolution of Projects survey results (The Standish Group) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 CHAOS 2000 survey results (The Standish Group) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 9
  12. 12. Is a New Process Methodology Needed? Statistics You May Not Want to Know About §  Do large projects and large software companies (with lots of resources) predict success? 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% CHAOS 2000 survey results (The Standish Group) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 10
  13. 13. Is a New Process Methodology Needed? Statistics You May Not Want to Know About §  Over 50% of requested features aren’t even used Could this be an example of the 80/20 rule? Always 7% Often 13% Never 45% Sometimes 16% Rarely 19% Jim Johnson, XP 2002 requested feature survey results (The Standish Group) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 11
  14. 14. 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 Copyright © Leading Software Maniacs, LLC . All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC . All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 12
  15. 15. Is a New Process Methodology Needed? Two class types of projects §  Predictive §  Adaptive Copyright © Leading Software Maniacs, LLC . All Rights Reserved. Is a New Process Methodology Needed? The Importance of Process §  Definitive guide for project best practices §  Divided into nine knowledge areas Integration Scope Time Cost Quality Human Resources Communications Risk Procurement Copyright © Leading Software Maniacs, LLC . All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 13
  16. 16. Is a New Process Methodology Needed? The Importance of Process §  Five distinct, sequenced process groups Process Groups Initiating Planning Executing Monitoring & Controlling Closing Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? The Importance of Process §  Each knowledge area defines processes Process Groups Implementation Initiating Planning Executing Monitoring & Controlling Closing Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 14
  17. 17. Is a New Process Methodology Needed? Best Practice §  Every project manager and every software manager should: §  Join PMI® §  Become Project Management Professional (PMP)® certified Copyright © Leading Software Maniacs, LLC . All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 15
  18. 18. 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.” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Is Waterfall All That Bad? §  A logical, ordered set of steps Requirements Design Detailed Design Coding & Debugging Testing & Documentation Release Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 16
  19. 19. Is a New Process Methodology Needed? Is Waterfall All That Bad? §  Highlights 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) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Is a New Process Methodology Needed? Waterfall projects encounter risks late in a project’s life cycle Risk Impact Is Waterfall All That Bad? §  There’s the impact of risk… Waterfall Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 17
  20. 20. 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? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 18
  21. 21. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 19
  22. 22. Align to Your Company Vision Topics: §  Partner with Product Management §  Introducing the Decision Pyramid §  Clearly Define the Project Charter Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Project Integration Management Knowledge Area §  How important is setting the vision at project initiation? 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 … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 20
  23. 23. Align to Your Company Vision Partner with Product Management §  Close collaboration required Project Management Product Management Development Management The “Boss” (Customer) The Project Team Clear ownership of the Specification (the WHAT) Clear ownership in building of the product (the HOW) Collaboration is required! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 21
  24. 24. Align to Your Company Vision Partner with Product Management §  Deciding which features are in scope Out of Scope Possibly In Scope E In Scope A C B D J G F H I L M K Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Introducing the Decision Pyramid §  Let’s group Stakeholders into decision makers (“decisionakers”) Decisionaker Description Company Most concerned about the business Employee The team producing the product or service Customer Users and resellers Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 22
  25. 25. 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? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Movie Time Excerpt copyright © 1990, 20th Century Fox, Miller’s Crossing. Joel and Ethan Coen. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 23
  26. 26. Align to Your Company Vision Introducing the Decision Pyramid §  Define how decisions are to be prioritized #1 Decisionaker – the King of the Mountain, who generally makes the decision? 1 Company ? #2 -- Who is next most important if the #1 group can’t decide? 2 Employee Customer 3 #3 – Last but definitely not least, Who provides the foundation that everyone relies on (when #1 and #2 can’t decide)? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Introducing the Decision Pyramid §  So what does your Decision Pyramid look like? 1 Company ? 2 Employee Customer 3 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 24
  27. 27. Align to Your Company Vision Introducing the Decision Pyramid §  Here’s a sample Decision Pyramid that works Customer 1 2 Company 3 Employee Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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.” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 25
  28. 28. Deliver Projects On Time, Every Time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Clearly Define the Project Charter §  How many of you start a project with a Project Charter document? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 26
  29. 29. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 27
  30. 30. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Align to Your Company Vision Best Practice §  According to the PMBOK ® Guide: There is no project if there is no Project Charter. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 28
  31. 31. 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? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Topics: §  Quick Agile History Lesson §  Developing Quality Products the Agile Way §  Case Studies §  Why Focus is So Critical Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 29
  32. 32. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 30
  33. 33. 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 Plan Do Act Study Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Agile Less structured, more adaptable Ad hoc Scrum XP Waterfall More structured, less adaptable Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 31
  34. 34. Introduction to Agile Thinking Quick Agile History Lesson §  Agile Alliance’s “The Agile Manifesto” emphasizes time and team efficiency 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 aScrum isn’t just real project for §  Formed the Scrum Alliancesoftware and … development, neither! … formalized Certified ScrumMaster training §  Over 40,000 trained to date §  Scrum is a key part of the “agile family” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 32
  35. 35. 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) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 33
  36. 36. Introduction to Agile Thinking Developing Quality Products the Agile Way §  The Triple Constraint is a popular PMBOK ® Scope Guide concept ... ... with dependent relationships between Quality scope, cost, and time Cost Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Developing Quality Products the Agile Way §  When the feature set (scope) expands Expand feature set Scope or the effort takes longer than expected ... Quality ... cost and time expand Cost Cost ... not good! Time Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 34
  37. 37. Introduction to Agile Thinking Developing Quality Products the Agile Way §  But with agile, the Triple Constraint Cost Scope is turned upside down §  Scope (feature set) is Quality driven by predefined Quality budget (cost) and schedule (time) Cost Time Scope Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Developing Quality Products the Agile Way §  Using the Scope Management knowledge area Process Groups Implementation Initiating Planning Executing Monitoring & Controlling Collect Requirements Verify Scope Define Scope Closing Control Scope Create WBS Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 35
  38. 38. Introduction to Agile Thinking Developing Quality Products the Agile Way Risk  Impact Agile projects attack risks early Waterfall Agile Time … and risks steadily decrease near release Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Risk  Impact Developing Quality Products the Agile Way Waterfall Agile Time Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 36
  39. 39. Introduction to Agile Thinking Developing Quality Products the Agile Way §  Risk Management knowledge area Process Groups Implementation Initiating Planning Executing Plan Risk Management Monitoring & Controlling Closing Monitor and Control Risks Identify Risks ... Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Case Studies §  Nokia §  Patient Keeper §  Symantec §  Salesforce.com §  Real Software Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 37
  40. 40. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Exercise §  Open your workbook and make 3 columns like Integers Letters (A, z) Roman this: 1 A I … … … 26 Z XXVI §  You have 30 seconds to fill across the table §  Ready? §  Go! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 38
  41. 41. Introduction to Agile Thinking Exercise §  Open your workbook and make 3 columns like Integers Letters (A, z) Roman this: 1 A I … … … 26 Z XXVI §  You have 30 seconds to fill down the table §  Ready? §  Go! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 39
  42. 42. Introduction to Agile Thinking Why Focus is So Critical §  According to Tom DeMarco’s Slack, balancing too many tasks carries a price! Hours of Producrtivity Software Developer Productivity 7 6 5 4 3 2 1 0 A steady decline in available time (not to mention lack of focus) 1 2 3 4 5 Projects Task Switching Per Day Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Introduction to Agile Thinking Why Focus is So Critical §  Focus with the Human Resource knowledge area Process Groups Implementation Initiating Planning Execution Develop Human Resource Plan Monitoring & Controlling Closing Acquire Project Team Develop Project Team Manage Project Team Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 40
  43. 43. 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? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 41
  44. 44. Agenda §  §  §  §  §  Is a New Process Methodology Needed? Align to Your Company Vision Introduction to Agile Thinking Overview of the Agile Workflow What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Topics: §  Key Agile Roles §  The Agile Project Manager §  Introduction to XP §  Basic Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 42
  45. 45. Overview of the Agile Workflow Key Agile Roles §  Product Owner: Ultimately responsible for the project’s success §  ScrumMaster: Agile, the In Coordinator, facilitator, and Project Manager obstacle-remover reports to the §  Development Team: Works to deliver the team! project to market §  Customer: The ultimate authority, the Boss! (Somebody must be the customer advocate) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow The Agile Project Manager §  It is all about being flexible … … while adhering to a plan and a process Less structured, more adaptable Ad hoc Scrum XP Waterfall More structured, less adaptable Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 43
  46. 46. Overview of the Agile Workflow Movie Time Excerpt copyright © 1993, New Line Cinema, Gettysburg. Ron Maxwell. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow The Agile Project Manager 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!) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 44
  47. 47. Overview of the Agile Workflow The Agile Project Manager 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 Closing Ends the process cycles (Release!) Act Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow The Agile Project Manager §  How PMBOK ® Guide process groups relate §  PDSA: Progressive elaboration is both a project management Planning Executing concept and Plan Do Initiating Closing an agile concept Act Study Monitoring and Controlling Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 45
  48. 48. Overview of the Agile Workflow The Agile Project Manager §  PDSA: Agile can map onto PMBOK® Guide process groups §  “Discover Planning Executing and deliver” Plan Do Initiating Closing cycles iterate until the project Study Act is done Monitoring and Controlling Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow The Agile Project Manager 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 Closing Ends the process cycles (Release!) Act Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 46
  49. 49. Overview of the Agile Workflow Introduction to XP Work performed: Pairs pick Story Cards, Create tests first, integrate, and validate often with the customer Explore and create initial Stories 1 2 Release Planning 3 4 Iteration Planning Continue if Story Cards aren’t completed Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Introduction to XP 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 47
  50. 50. 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? ____ Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Timeboxed mini-development cycles §  Each Timebox Timebox Timebox timebox Plan Do is a fixed Iteration 3 Iteration Iteration 1 cycle 2 Ok? Ok? Ok? §  Each, a Study Act series of PDSAs Are you kidding? “Let’s ship this pig!” Not bad, just not yet Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 48
  51. 51. 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! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Scrum flow is intuitive, customer-driven, and emphasizes team collaboration The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 5 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Ship! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 49
  52. 52. Overview of the Agile Workflow Basic Scrum §  Step 1: Create the Product Backlog The Sprint 1 Product Backlog Meeting: Create Product Backlog Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Step 2: Sprint planning The Sprint 1 2 Product Backlog Sprint Backlog Meeting: Sprint Meeting: Create Planning Product Backlog Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 50
  53. 53. Overview of the Agile Workflow Basic Scrum §  Step 3: The Sprint The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Step 4: Sprint Review The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 51
  54. 54. Overview of the Agile Workflow Basic Scrum §  Step 4: Sprint Review – Return for another Sprint … The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Overview of the Agile Workflow Basic Scrum §  Step 5: Sprint Review – or release the product! The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 5 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum ü Ship! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 52
  55. 55. Agile Software Project Best Practices Basic Scrum §  Scrum Characteristics 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 53
  56. 56. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 54
  57. 57. Deliver Projects On Time, Every Time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- AM 55
  58. 58. Agenda Afternoon §  How the Scrum Workflow Really Works §  Define Project Scope the First Time §  Successfully Transition to an Agile Organization §  What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. How the Scrum Workflow Really Works Topics: §  The Scrum "Walkabout" §  Ways That Scrum Can Fail Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 1
  59. 59. 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 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 5 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Ship! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 0: Create the Project Vision §  Management sets the project direction §  Selects the team ’fore I forgit – the Step 0? Isn’t that Project Vision thang the same as §  Identify “rules of engagement” act as the should Scrum Planning? §  Plan whatever you need toProject Charter! do before launching the team §  But the longer you get started, the longer you don’t get the product released Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 2
  60. 60. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Use Rough Order +100% of Magnitude (ROM) technique +50% +25% §  Estimate a range of Sprints where +10% -10% release will occur -25% §  (You can map key milestones on top) -50% Rough Order of Magnitude (ROM) Delivery range Definitive Estimate TF Project initiation IC Time Project closure Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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.” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 3
  61. 61. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 1: Create the Product Backlog The Sprint 1 Product Backlog Meeting: Create Product Backlog Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 4
  62. 62. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 1: Create the Product Backlog §  Includes three ingredients 1.  Feature descriptions Remember the Decision 2.  Consensus estimating Pyramid? 3.  Priorities based on value §  Scrum relies on a team-driven, efficient method of defining the Product Backlog as Stories Copyright © Leading Software Maniacs, LLC. All Rights Reserved. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Calculate a team member’s available time 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%!) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 5
  63. 63. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 2: Sprint planning The Sprint 1 2 Product Backlog Sprint Backlog Meeting: Sprint Meeting: Create Planning Product Backlog Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 6
  64. 64. 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! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 1/ 2 card game … 13 3 ? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 7
  65. 65. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 2: Sprint Planning – the game I thought it was long because … What … Yapp, yapp, yapp, …, and more yapp 5 3 5 13 How … yapping, yapping, … I thought it was short because … 5 ? 5 13 /2 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. How the Scrum Workflow Really Works Open Discussion What are the benefits to this method of estimating the level of effort? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 8
  66. 66. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 3: The Sprint The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 9
  67. 67. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 3: The Sprint – A Burndown chart of remaining work is updated daily Burndown Chart 35 Actual work got behind 30 25 We more than caught up … 20 15 10 5 0 DS1-W DS2-T DS3-F Planned DS4-M Actual DS4-T … eventually completing on time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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!) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 10
  68. 68. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 4: Sprint Review The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 11
  69. 69. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 4: Sprint Review – Return for another Sprint … The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Step 5: Sprint Review – or release the product! The Sprint 1 I prefer Work: Daily development, to call this check-ins, builds, the “Ship the Pig!” and validation 2 3 milestone Product Backlog Sprint Backlog Sprint 4 5 Meeting: Sprint Review Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum ü Ship! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 12
  70. 70. 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) Copyright © Leading Software Maniacs, LLC. All Rights Reserved. How the Scrum Workflow Really Works The Scrum "Walkabout" §  Scrum iterative cycles = progressive elaboration (PMBOK® Guide) = PDSA (Deming) The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, Do Plan validation and 3 Sprint Backlog Sprint Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Act 4 5 Meeting: Sprint Review Ship! Study Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 13
  71. 71. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 14
  72. 72. Deliver Projects On Time, Every Time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Agenda Afternoon §  How the Scrum Workflow Really Works §  Define Project Scope the First Time §  Successfully Transition to an Agile Organization §  What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 15
  73. 73. Define Project Scope the First Time Topics: §  Being Effective at Collecting Requirements §  Creating the Product Backlog (WBS) §  Verifying and Controlling Scope Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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.” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 16
  74. 74. 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. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 17
  75. 75. 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! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Define Project Scope the First Time Movie Time Excerpt copyright © 1986, 20th Century Fox, Aliens. James Cameron. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 18
  76. 76. Define Project Scope the First Time Being Effective at Collecting Requirements §  Project Scope Management knowledge area Process Groups Implementation Initiating Planning Execution Monitoring & Controlling Collect Requirements Verify Scope Define Scope Closing Control Scope Create WBS Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 19
  77. 77. Define Project Scope the First Time Being Effective at Collecting Requirements §  Characteristics of a great set of requirements §  Complete §  Correct §  Feasible §  Necessary §  Traceable §  Verifiable Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Define Project Scope the First Time Best Practice §  When putting your requirements together, why not use a simple table as a checklist? How good are my requirements? ü ü Complete Correct Feasible … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 20
  78. 78. Define Project Scope the First Time Being Effective at Collecting Requirements §  Interviews §  Facilitated workshops §  Brainstorming Hey! I also like these to identify §  Questionnaires risks … §  The Delphi Technique Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Define Project Scope the First Time Being Effective at Collecting Requirements §  Deciding which features are in scope Out of Scope Possibly In Scope E In Scope Must Haves In Scope A C B D J G F H I C B I D J L M K Nice to Haves Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 21
  79. 79. Define Project Scope the First Time Being Effective at Collecting Requirements §  Possible group decision-making techniques §  Unanimity Everyone agrees or it isn’t prioritized Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Define Project Scope the First Time Being Effective at Collecting Requirements §  Possible group decision-making techniques §  Majority Rule At least 50% agree Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 22
  80. 80. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Define Project Scope the First Time Being Effective at Collecting Requirements §  Possible group decision-making techniques §  Dictatorship Individual makes the final decision Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 23
  81. 81. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 24
  82. 82. Define Project Scope the First Time Creating the Product Backlog (WBS) §  Agile projects need a scope roadmap, too! The Sprint 1 2 Product Backlog Work: Daily development, check-ins, builds, and validation 3 Sprint Backlog Sprint 4 5 Meeting: Sprint Review Ship! Meeting: Sprint Meeting: Create Planning Meetings: Daily Product Backlog Scrum Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Define Project Scope the First Time Creating the Product Backlog (WBS) §  Project Scope Management knowledge area Process Groups Implementation Initiating Planning Execution Monitoring & Controlling Collect Requirements Verify Scope Define Scope Closing Control Scope Create WBS Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 25
  83. 83. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Define Project Scope the First Time Creating the Product Backlog (WBS) §  Basic work package creation flow Collect Requirements Analyze the work to meet project objectives “Work Packages” (WBS and WBS Dictionary) Define Scope Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 26
  84. 84. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Define Project Scope the First Time Creating the Product Backlog (WBS) §  Sample hierarchical work packages 3 Core Calculation “engine” 2 UI “Packages”are known but, need more detail 3.1 Shipping/ Handling Calculations Ah ha! Finally the Work Package Overall modules, details aren’t yet known 3.2 Tax Calculations 3.2.1 Build state tax software module Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 27
  85. 85. Define Project Scope the First Time Creating the Product Backlog (WBS) §  What defines the product feature set? Project Work = sum(Work Package1, WorkPackage2, …) So, my project is defined by the §  And how does this relate to agile projects? combined work Project Work = Sprint1( packages? L-I-B! sum(Work Package1, WorkPackage2, …)) + Sprint2(sum(Work Package1, …)) + … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 PB 01 01 01 01 01 02 ST 01 01A 01B 02 01 03 Product Backlog Tasks WBS Dictionary and Task Description WBS Dictionary 1 SubTask 1 SubTask 2 WBS Dictionary 2 SubTask 1 WBS Dictionary 3 PB.ST 01.01 01.01A 01.01B 01.02 01.01 02.03 Orig: Remaining Hours DS3-F DS4-M DS1-W 0 0 3 8 ` 13 5 29 DS2-T DS5-T 3 8 13 5 29 2 6 12 7 27 1 2 4 4 3 7 7 29 29 22 13 4 SR-T 0 ü 0 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 28
  86. 86. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 29
  87. 87. Agenda Afternoon §  How the Scrum Workflow Really Works §  Define Project Scope the First Time §  Successfully Transition to an Agile Organization §  What Have We Learned? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Successfully Transition to an Agile Organization Topics: §  Case Studies About Developer Motivation §  Using Organizational Theory to Develop Teams §  Establish a Culture of Effective Communications Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 30
  88. 88. Successfully Transition to an Agile Organization Human Resource Knowledge Area §  Motivating and leading teams through change Process Groups Implementation Initiating Planning Execution Develop Human Resource Plan Monitoring & Controlling Closing Acquire Project Team Develop Project Team Manage Project Team Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Successfully Transition to an Agile Organization Movie Time Excerpt copyright © 1999, 20th Century Fox, Office Space. Mike Judge. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 31
  89. 89. 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 Productivity Quality Motivates Success Retention You! Project Team Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 … Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 32
  90. 90. Successfully Transition to an Agile Organization Case Studies About Developer Motivation §  Important motivational factors for developers No wonder motivational “enticements” aren’t effective with the “nerd herd” # 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” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 33
  91. 91. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  Maslow’s Self-Actualization Hierarchy of Needs Higher needs SA Esteem Acceptance Security Physiological Lower needs Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 34
  92. 92. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  Maslow’s Hierarchy of Needs 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  Theory X organizations You take a lot more management Theory X Theory Y Distrust, Confidence and §  Theory Y allows micromanage staff trust, empower staff you to lead “I work ‘cause I have to” “I work ‘cause I want to” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 35
  93. 93. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  McGregor’s Theory X and Theory Y 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 36
  94. 94. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  Hierarchy of Needs combined with Theory X and Theory Y Higher needs SA Theory Y Esteem Acceptance Theory X Security Physiological Lower needs Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 … * You might call it is … and forgotten about the day after these taught stages HELL! §  Premise is that a team transitions through, at most, five distinct stages during a project Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 37
  95. 95. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  The Tuckman Team Development model Why are we here 1.  Forming Forming and what should we do? 2.  Storming How much power Storming do I exert? 3.  Norming Together for the Norming 4.  [Performing] common good Autonomous team 5.  Adjourning Performing without need for supervision (rare!) Adjourning The project is over, NOW what? Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 38
  96. 96. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  Forming Stage Forming What Happens? Your Leadership Style Team agrees on project goals, members are on their best behavior, level of trust develops Directive Validation Each member should be able to recite the 30-second “elevator speech” Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  Storming Stage Storming You Happens? What may have to go back to Forming if Conflict,team never open your anxiety, and expressionunified! really of ideas Your Leadership Style Listening * Validation This stage is necessary for team development and ultimately can produce better software products * with directive reinforcement Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 39
  97. 97. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  Norming Stage Norming What Happens? Your Leadership Style Trust, relationship building, success takes shape Participative * 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 * with feedback cross-checks Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  Performing Stage Performing Remember when weStyle Your Leadership talked about focus? A High-performing results, team team Participative is a in the “flow” is unified performin’ team. What Happens? Validation Team almost runs without any management at all! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 40
  98. 98. Successfully Transition to an Agile Organization Using Organizational Theory to Develop Teams §  Adjourning (aka Mourning) Stage What Happens? Adjourning Your Leadership Style Project closure tasks are performed, teams disband Proactive 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Forming Adjourning Storming Norming Performing Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 41
  99. 99. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 42
  100. 100. Successfully Transition to an Agile Organization Human Resource Knowledge Area §  Communicating through change and project delivery Process Groups Implementation Initiating Planning Execution Monitoring & Controlling Identify Stakeholders Plan Communications Distribute Information Closing Report performance Manage Stakeholder Expectations Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Successfully Transition to an Agile Organization Establish a Culture of Effective Communications §  Understand your Stakeholders Stakeholders Interested Supportive information information Very supportive Not supportive information information You! The Communicator! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 43
  101. 101. Successfully Transition to an Agile Organization Establish a Culture of Effective Communications §  Being absolutely clear and transparent Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Successfully Transition to an Agile Organization Best Practice Your project’s success depends on how effectively you communicate Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 44
  102. 102. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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 Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 45
  103. 103. 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. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 46
  104. 104. 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-whartonentrepreneurs-management-wharton.html). Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 47
  105. 105. 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. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 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. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 48
  106. 106. Deliver Projects On Time, Every Time! Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Review the Handouts Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 49
  107. 107. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time! www.leadingswmaniacs.com/seminars.html 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. PMI, PMP, PMBOK, the PMI logo, and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Copyright © Leading Software Maniacs, LLC. All Rights Reserved. Deliver Projects On Time, Every Time- PM 50

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