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What are the Tools & Techniques in Agile Project Management?

Tuan Yang
Tuan Yang

Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products. Learn more about: » Set up an Agile project. » Assign roles and responsibilities. » Create a prioritized list of requirements. » Define increments and timeboxes. » Manage a Solution Development Team or Teams. » Use Agile techniques such as Feature Driven Development. » Present the benefits of Agile approaches to Senior Management.

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Agile Project Management
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What are the Tools & Techniques in Agile Project Management?
Agenda
Module 1: Project Management – A Reality Check
Module 2: Overview of Waterfall Model
Module 3: Understanding Agile Development
Module 4: Understanding Agile Project Delivery
Module 5: Deep Dive – SCRUM Framework
Module 6: Deep Dive – Lean Methodology
Module 7: Applying SCRUM & Lean to Non-IT projects
Module 8: Requirements Management
Module 9: Estimation
Module 10: Project Planning
Module 11: Project Execution and Tracking
Module 12: Agile Adoption
5
Module 1
Project Management – A Reality Check
6

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What are the Tools & Techniques in Agile Project Management?

  • 1. Agile Project Management We manage learning. “Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
  • 3. NetCom Learning – Managed Learning Services
  • 5. Agenda Module 1: Project Management – A Reality Check Module 2: Overview of Waterfall Model Module 3: Understanding Agile Development Module 4: Understanding Agile Project Delivery Module 5: Deep Dive – SCRUM Framework Module 6: Deep Dive – Lean Methodology Module 7: Applying SCRUM & Lean to Non-IT projects Module 8: Requirements Management Module 9: Estimation Module 10: Project Planning Module 11: Project Execution and Tracking Module 12: Agile Adoption 5
  • 6. Module 1 Project Management – A Reality Check 6
  • 7. Are We Building the Right Thing? 7
  • 8. Challenges of a Project Manager 1. Dealing with changing requirements (Scope Creep) 2. Lack of resources and/or Quality of resources 3. Unrealistic schedules 4. Issues with technologies – unproven, nascent 5. Overburdened by existing complexity – documentation, reporting, etc. 6. Too many dependencies 7. Managing stakeholder expectations 8
  • 9. Module 2 Overview of Waterfall Model 9
  • 10. Waterfall Model 10 1. Simple and easy to understand and use. 2. Easy to manage due to the rigidity of the model. 3. Phases are executed and completed one at a time. No overlaps. 4. Works well for non-complex projects.
  • 11. Understanding the Waterfall Model 11 1. Freeze the end-product in all respects when project starts 2. Requires detailed estimation and planning upfront 3. Changes mid-way can cause delays
  • 12. Challenges with the Waterfall Model 1. Managing changing requirements during the ALM/SDLC 2. Don’t get to see the end product until the end of ALM/SDLC 3. Loaded with risk and uncertainty 4. Challenges in dealing with complexity upfront 12
  • 14. Understanding Agile Development • Agile Development is an alternative to traditional project management • Focus on customer satisfaction • Adapts well to deal with uncertainties and changing situations • Delivers in increments following an iterative process • Continuous attention to all aspects of delivery – Planning, Design, Delivery, Quality... • Empowers team to make decisions • Follows an inspect-and-adapt approach 14
  • 15. Traditional vs. Agile - Lifecycle Agile = Deliver Value Early 15
  • 16. Traditional vs. Agile – Value Proposition 16
  • 17. Traditional vs. Agile – Value Proposition 17
  • 18. Traditional vs. Agile – Value Proposition 18
  • 19. Projects Suited for Agile Delivery 19 The most appropriate projects for agile are ones with aggressive deadlines, high degree of complexity, and high degree of novelty (uniqueness) to them. Novelty: If you are building the same things over and over again, you have mastered the nuances. You don’t need Agile Urgency : Time boxes and iterations keeps the intensity and focus going Complexity: Anything that requires that extra bit of functionality or variation that is unique.
  • 20. Module 4 Understanding Agile Project Delivery 20
  • 21. Are We Building the Right Thing? 21
  • 22. The Promise That Agile Holds 22
  • 23. The Paradigm Shift 23 • Plan Driven Approach: Scope remains fixed, while Resources and Schedules are adjusted • Change Driven Approach: Scope is adjusted while Resources and Schedules are fixed
  • 24. Agile Framework 24 Relationship between Values, Principles and Practices
  • 26. 12 Principles of Agile Development 26 1. Satisfying customer is top priority 2. Welcome changing requirements even late in development 3. Deliver working software frequently 4. Development teams and business work together 5. Most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 6. The primary measure of success is working software 7. The Team regularly reflects on work 8. Build projects around motivated people 9. Continuous attention to technical excellence and good design 10. Simplicity – the art of maximizing the amount of work not done—is essential 11. The best architectures, requirements and designs emerge from self-organizing teams 12. Agile processes promote sustainable development – Sponsors, developers and users should be able to maintain a constant pace indefinitely
  • 30. XP Values 30 Communication: Building and disseminating institutional knowledge among members of the development team. Helps developers have a shared vision. Happens through collaboration between users and developers, frequent verbal communication, and feedback, simple design, common metaphors. Simplicity: Start with a simple solution. Extra functionality can be added later. Feedback: Feedback looked in three dimensions : Feedback from the system, Feedback from the customer and feedback from the developers. Courage: Developers feel comfortable with refactoring, knowing when to throw away; courage to remove source code when obsolete Respect: Respect for other as we as self-respect. For example, developers should never commit changes that break compilation, that makes existing unit tests fail, or that otherwise delays the work of their peers.
  • 31. Feature Driven Development (FDD) • Starts with a Domain Object Model and focus on OO • Developed on real systems of Scale • Eight Practices 1. Developing by Feature 2. Class Code Ownership 3. Feature Team 4. Inspections 5. Regular Build Schedule 6. Configuration Management 7. Reporting/Visibility of Results 31
  • 32. Dynamic Systems Development Method (DSDM) 1. Assume can’t build perfectly first time 2. 20% of time can deliver 80% of proposed system 3. Therefore focus on highest value – sounds like scrum, right? 4. Core practices 5. Time Boxing 6. MoSCoW prioritization 7. Modelling but only at user level 8. Prototyping – helps with understanding and awareness 9. Testing – focused on User no specifics on lower levels of testing 10. Configuration Management – any increment is reversible 32
  • 33. Agile Methods and Practices 33 http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf
  • 36. Agile And Lean Compared 36
  • 38. SCRUM – How it evolved 38 • Takeuchi and Nonaka – coined in The New Product Development Game in 1986 • 1993 First Project Easel Corp by Jeff Sutherland, formalized by Ken Schwaber and Jeff Sutherland in 1995 • 2002 Scrum Alliance formed • It is now probably the fastest-growing approach to software development globally • Used in many Fortune 100 companies globally • Google • Sun • Infosys • Wipro • TCS • IBM • Nokia • Lockheed-Martin • HP • Agilent • EMC • GE
  • 39. SCRUM Definition 39 “ An agile framework that allows us to focus on delivering the highest business value in the shortest time” Mike Cohn
  • 40. What is SCRUM? 40 • Incremental and Iterative • High Level - Not prescriptive – although there are boundaries • Emphasis on Collaboration • Easy to understand – hard to execute • Change as Opportunity • Goal(s) oriented • Empirical Process – Inspect and Adapt, Transparency • Suited to Complex product development – cynefin framework, agile practices still useful in other quadrants!
  • 41. SCRUM is Not 41 1. Lacking Discipline – Inspection and Adaption, Just in Time Sprint and Release Planning, XP engineering practices take discipline 2. Gantt chart detailed plan 3. Not a Silver Bullet – each project is different and has differing needs – but stick to the core values and roles when applying it
  • 42. Why SCRUM became popular 42 • More business value sooner • Greater visibility • Improved productivity and Discipline • Less waste • Higher quality • Stronger teams with better morale • Better return-on-investment for projects • Visible Structure
  • 46. SCRUM Challenges 46 • It’s hard! • It requires significant change • Change in practices and skills • Change in organization, planning, budgeting, HR • Change in mindset and culture • It makes all dysfunction visible • Scrum doesn’t fix anything: we have to do it • If we don’t address the problems, it will be painful • Bad products will be delivered sooner, and doomed projects will fail faster • Partial adoption may be worse than none at all • Be forewarned: many Scrum adoptions fail!
  • 49. The SCRUM Team – Product Owner (PO) 49 • Owns vision for the product to be produced/released • Creates and maintains the Product Backlog • Final decision maker on prioritization of Product Backlog items
  • 50. The SCRUM Team – SCRUM Master 50 • Facilitates implementation of the process • Builds self-organizing teams • Removes team’s constraints and impediments • Protects the team from external disturbances • Empowers the team through Servant Leadership • Helps create visible Information Radiators • Coaches the team for successful implementation
  • 51. The SCRUM Team 51 • 7 people, +/- 2 – The Right Size • Cross-functional team - includes design, coding, testing, and other resources required for potentially shippable software • Self-organizing and self-managing • Inspect and Adapt through Daily Scrum Meeting and Retrospective • Assist PO to groom the backlog • Plan the sprint • Swarm over tasks – minimize Idle work • Musketeer attitude • High bandwidth communications – Face to Face always best • Transparent, Focused (no more than 2 tasks), works sustainably, stays together
  • 52. Understanding the role of the Project Manager 52
  • 53. Agile Project Manager Responsibility 53 Ask the following questions • How are Agile Projects Managed? • Is the Scrum Master considered the Agile Project Manager? • Who handles traditional project management responsibilities? • Does this Scale? Agile processes distribute the traditional project manager's responsibilities • Task assignment and day-to-day project decisions –Team • Responsibility for scope/schedule trade-offs - Product Owner • Quality management – Team, Product Owner & Scrum Master • Other traditional project management responsibilities - One or more of these roles
  • 54. Project Manager in SCRUM 54
  • 55. Agile Teams 55 Staffing • Team composition and interaction changes. • Co-location of teams and or collaboration via communication tools • Roles and responsibilities of team members are clearly defined • Consider the use of an agile coach on the team
  • 56. An Exercise in Responsibilities 56 ROUND 1: In a Non-Agile Environment TEAM OTHER PROJECT MANAGER
  • 57. An Exercise in Responsibilities 57 ROUND 2: In an Agile Environment TEAM OTHER PROJECT MANAGER SCRUM MASTER
  • 58. 6 Time-boxed ceremonies 58 Daily Scrum Sprint Release Planning Sprint Planning Sprint Review Sprint Retrospective How are we doing? How often can we deliver? What or how much do we do and when? How do we do it? How did we do it? Fit for purpose/use? How do we do better? Inspect and Adapt A timebox is a fixed period of time, during which something must be done.
  • 59. Duration of Timeboxes 59 Maximum Duration For Sprints of 6 weeks For Sprints of 4 weeks For Sprints of 2 weeks For Sprints of 1 week Release Planning 1.5 days 1 day ½ day 2 hours Sprint Planning 1.5 days 1 day ½ day 2 hours Sprint Review 6 hours ½ day 2 hours 1 hour Sprint Retrospective 6 hours ½ day 2 hours 1 hour Daily Scrum 15 minutes 15 minutes 15 minutes 15 minutes These are the maximum durations of each timebox. Meetings may adjourn early, if the agenda is completed before the allotted time
  • 60. SCRUM Artifacts 60 • User Stories • Product Backlog • List of functional & non-functional requirements • Sprint Backlog • Prioritized list of stories for a given Sprint • Sprint Burndown Chart • A chart showing completion of stories over time • Release Burndown Chart
  • 61. SCRUM – Putting It All Together 61
  • 62. 3 Key Tenets: Deliver-Empower-Adapt 62 1. Deliver Early & Often Delivering a fully completed increment every time (sprint). This allows stakeholders to enjoy the business benefits early rather than waiting for the full life-cycle. 2. Empower your teams Innovation does not come from compliance. Those doing knowledge work are best qualified to organize that work. Scrum requires teams to enforce professional boundaries, so they can achieve results 3. Inspect and Adapt High performing teams are those that adjust their work to meet the current reality. Scrum offers both quantitative and qualitative techniques to assess how we can avoid disaster and improve performance
  • 63. Module 6 Deep Dive – Lean Methodology 63
  • 64. Defining Lean 64 • Lean is a continuous improvement methodology focused on managing processes, and improving them by compressing time, rather than sweating assets • Application of principles and techniques to eliminate waste and improve efficiency of the process • Focuses on flow, the value stream and eliminating muda, the Japanese word for waste • It is production of goods using less of everything • Was generated from the Just-in-time (JIT) philosophy of continuous and forced problem solving. JIT enables making components available where they are needed when they are needed, just at the time when needed.
  • 65. Historical Perspective 65 • Underpinning of Lean Philosophy is that an organization must leverage the knowledge and brain power of every employee to help the company change for the better everyday to meet its goals. • Toyota Production System – 1948 - 1975 • Developed by Taiichi Ohno, Shigeo Shingo and Eiji Toyoda • Toyota produces automobiles for the general public of Japan • Implemented JIT based production • Toyota became one of the top 10 companies in the world • 2007 - became the largest car manufacturer • Focused on eliminating three kinds of waste • Muri • Mura • Muda
  • 66. Types of Waste 66 MUDA Any activity that consumes resources without creating value for the customer. Unneeded processes or steps: • Using expensive tools instead of simpler ones • Having meetings when not required • Excessive paperwork • Duplication of work MURA Unevenness, irregularity or Inconsistency in an operation MURI Overburdening of equipment, facilities, people caused by Muda and Mura Pushing people or equipment beyond allowed limits
  • 68. The 7 Wastes 68 Wastes in Manufacturing Wastes in Software Development Inventory Partially Work Done Extra Processing Paperwork or extra documentation Over Production Extra Features Transportation Building the Wrong Thing Waiting Waiting for Information Motion Task Switching & Motion Defects Bugs
  • 69. 7 Principles of Lean Software Development 69 1. Eliminating waste 2. Build quality in 3. Create knowledge 4. Defer commitment 5. Deliver fast 6. Respect people 7. Optimize the whole
  • 70. Implementing Lean Techniques 70 Identify Pull Map the Value Stream Create FlowEstablish Pull Seek Perfection
  • 71. Value Stream Mapping 71 • It is the process of identifying and charting the flow of information, processes, and goods or services across the entire supply chain from the supplier to customer possession • Includes both value-added and non value-added activities • Allows for “seeing” areas of waste in current state • Enables you to remove waste and improve cycle time and efficiency
  • 72. How People Benefit From Lean 72
  • 73. How Customers Benefit From Lean 73
  • 74. Module 7 Applying SCRUM and Lean for Non-IT Projects 74
  • 75. Applying SCRUM to Construction Industry 75
  • 76. Applying SCRUM to a Sales Scenario 76 • Current Organization Challenges: • Update on sales opportunities and status updates is weekly and bi-weekly • Resources are working on low value deals or non-deal closing activities • Teams losing focus and randomized due to multiple directions • Reactive decision making leading to delays and lost opportunities
  • 77. Applying SCRUM to a Sales Scenario 77 • Backlog • Deals to be closed this quarter • Deals to be developed in the following quarters • User Story • Objective goals to be achieved • Tasks • Activities identified to achieve the targets • Impediments • Challenges / Issues blocking progress • Release • Target Sales Volume / Numbers • Sprint • Month / Quarter • SCRUM Master • Sales Manager
  • 78. Applying SCRUM to a Sales Scenario 78 • List of sales objectives to be achieved forms the Product Backlog • Developing a quarter by quarter sales plan maps to the Release Plan to get the product out. • The immediate quarter’s target maps to the Sprint Plan • A daily standup meeting of 30 minutes is held with the Sales team to take status update and discussing impediments, followed by another 30 minutes of prioritization discussion • The Sales Manager acts as the SCRUM master during the Standup Meeting to help his team by removing the impediments and providing them with all the resources and support. He will also work closely with the management to ensure that the team does not get randomized and remain focused. • Embrace change and adapt • Empower the team to speak-up and communicate and facilitate team decision making.
  • 79. Applying Lean Principles to Construction Industry 79 Lean Construction is an adaption of Lean principles and practices to design and execution of construction projects. Lean construction supplements traditional construction management approaches by focusing on: 1. Creating material and information flows 2. Maximizing value generation 3. Using plan, execute and control paradigms Although Lean Construction shares many principles with Lean Production, it is different in how it is practiced. Shared Principles: 1. Optimization of entire system through collaboration and systematic learning 2. Continual improvement and pursuit of perfection involving everyone in the system 3. Focus on delivering value desired by the owner/client/end-user 4. Creating flow by eliminating obstacles to value creation and elimination of processes that create no value 5. Creating pull production Differences: 1. Construction projects are unique. 2.Multiple contractors/suppliers act under different commercial arrangements 3.Construction environments are typically outdoors and/or difficult to control 4.Communication challenges caused by teams being geographically separated
  • 81. Creating and Managing a Product Backlog 81 • A backlog contains a broad list of descriptions of all required features, wish-list items, etc. prioritized by business value. It is the “What” that will be built. • It contains rough estimates of both business value and development effort. • Product Owner is in charge of defining priorities in the Product Backlog • Maintain Story Lists
  • 82. Creating and Managing a Product Backlog 82
  • 83. Creating and Managing a Product Backlog 83
  • 84. Techniques for Requirements Gathering 84 • Brainstorming, Interviews • Prototyping – Create screen prototypes for clear requirements • Functional Modelling • Use Cases (Scenario-driven approach) and Storyboards • User Stories
  • 86. Principles of User Stories - The 3 C’s 86
  • 87. Principles of User Stories – Types of Stories 87 Theme: • A set of related user stories that may be combined together and treated as a single entity for either estimating or release planning • A Theme is kept for ease of estimation and planning • Example: Support for Database will involve defining schema, migrating existing data, creating reports and so on Epic: • Large user stories with low priority and too big to implement in one iteration • Broken down further into smaller user stories and the lower level child stories are assigned priorities for planning • An Epic, by its very size alone, is often a Theme!
  • 88. Principles of User Stories – Types of Stories 88
  • 89. User Story Example 89 As a customer service rep., I can search for a customer so that I can view his/her account details. • When searching by a valid account number, the account is shown • When searching by a valid name and SSN, the account is shown • If no results are found, show appropriate message • Acceptance tests?
  • 90. User Story Attributes - INVEST 90 Every user story (requirement) should meet the below criteria (INVEST acronym) for it to be considered complete: • Independent • Negotiable • Valuable (to users/customers) • Estimate-able • Small • Testable
  • 91. Non-Functional Requirements 91 • Write a story for them • They can also become part of the Definition of Done. • e.g.: Internationalization would affect all stories in some way. • Other stories • Knowledge Acquisition Stories – e.g.: explore a new technology, spike solution • Technical Stories – e.g., set up DB table
  • 92. Gathering User Stories - Workshop 92 • User Story Workshop Product Owner, Scrum Master and Development Team together with stakeholders to build detailed requirements • Story Mapping (Jeff Patton) • Decompose High Level Activity into a workflow with further decomposition into tasks • Divide into a hierarchy of Themes, Epics and Stories • Workflows are useful even if not doing the technique explicitly • Natural prioritization can emerge
  • 93. Gathering User Stories – User Story Mapping 93 Story Mapping (Jeff Patton) • Decompose High Level Activity into a workflow with further decomposition into tasks • Divide into a hierarchy of Epics, Themes and Stories • Workflows are useful even if not doing the technique explicitly • Natural prioritization can emerge
  • 94. User Story Smells 94 • Interdependent Stories • Gold Plating • Too Many Details (not INVEST) • Thinking Too Far Ahead (waterfall mindset) • Language Issues • Business Dominated – concepts not understood by Developer • Developer Dominated – too much technical jargon
  • 95. User Story Splitting 95 • A story may not fit within an iteration, it’s too large to estimate (epic) • Examples (from Mike Cohn – Agile Estimating and Planning) • Split by Data Boundary. • As a borrower, I want to pay off my loan • As a borrower, I want to pay off my loan without overpayments • As a borrower if I accidently repay too much, I get a refund if it’s over 2?? • Split by Operational Boundaries – C.R.U.D. • Cross cutting concerns, e.g. logging can be another user story
  • 96. Backlog Prioritization 96 Agile Prioritization Technique - MoSCoW Must have (or Minimum Usable Subset) Should have Could have Won’t have (but Would like in future) ‘Must Haves‘ are features that must be included before the product can be launched. It is good to have clarity on this before a project begins, as this is the minimum scope for the product to be useful. ‘Should Haves‘ are features that are not critical to launch, but are considered to be important and of a high value to the user. ‘Could Haves‘ are features that are nice to have and could potentially be included without incurring too much effort or cost. These will be the first features to be removed from scope if the project’s timescales are later at risk. ‘Won’t Haves‘ are features that have been requested but are explicitly excluded from scope for the planned duration, and may be included in a future phase of development.
  • 98. Velocity 98 Measuring Velocity Fully “done, done” story points are counted Partially completed stories do not count at all • Don’t imply precision by saying you completed 4.7 points out of 8 • That last 10% can take 90% of the time • The business value is not achieved until it is done, done (or do smaller stories) The actual velocity of the last two iterations is the planned velocity of the next
  • 100. Agile Estimation 100 • What are some of the traditional techniques you are aware of? • What are you estimating?
  • 101. Traditional Estimation Techniques 101 • Count/Compute/Judge • Calibrate & Historical Data • Individual Expert Judgement • Decomposition & Recomposition • Estimation by Analogy • Expert Judgement in Groups: e.g. Wideband Delphi Source: “Software Estimation: Demystifying the Black Art” by Steve McConnell
  • 102. Estimation “Best” Practice 102 Size Effort Schedule Cost Features
  • 103. Challenges 103 Size Effort Schedule Cost Features • No perfect measure of size • Do we measure in Lines of code, Function points, Story points? e.g., 10K LOC
  • 104. Challenges 104 Human Influences can make a 14x difference in total project effort/cost according to Cocomo II (The Constructive Cost Model) Eg: 10K LOC Eg: 10 person months
  • 105. Challenges 105 Size Effort Schedule Cost Features Eg: 10K LOC Eg: 10 Staff months Eg: 6 months duration Schedule In Months = 3.0 x Staff months1/3 Need to cater for many overheads e.g.: holidays, full time/part time, dependencies
  • 106. Agile Delivery – Doesn’t Estimate Schedule 106 Size Effort Schedule Cost Features Agile Delivery estimates size in story points or ideal hours & over iterations. Team capacity and velocity drives schedule.
  • 107. Story Points 107 • Measure of Complexity - A simple way to estimate level of effort expected for a Story based on size and complexity • Estimate of Size, not Duration Estimates are based on size, not duration (derived empirically once Iterations have started) • Relative Weighting Story points are a relative measure (research has shown humans are better at this) • Additive Puts estimates in units that can be added together (unlike time-based estimates!) • Constrained to Set of Values Often scored on a scale based on Fibonacci Numbers (0, 1, 2, 3, 5, 8, 13, 20, 40, 100)
  • 108. Planning Poker 108 An iterative approach to estimating Steps: • Each estimator is given a deck of cards, each card has a valid estimate written on it • Customer/Product owner reads a story and it’s discussed briefly • Each estimator selects a card that’s his or her estimate • Cards are turned over so all can see them • Discuss differences (especially outliers) • Re-estimate until estimates converge
  • 109. Agile Estimation - Workflow 109
  • 110. Planning Poker – Why It Works 110 • Multiple Experts - Delphi Method • People doing the work are best placed to estimate it • Generates a lively debate - Consensus • It’s fun! • Let’s try it - curiosity
  • 111. Let’s Play Planning Poker 111 • We are having a massive party • Lots to prepare! • Want to make a large fruit salad • Never made one before... • What can we do in time?
  • 113. Estimation Techniques 113 Consider • Risk (sharp knife, spiky/slippery skin) • Effort (size of fruit) • Complexity (cutting difficulty) • Relativity (to existing estimates) Definition of Done • All seeds removed (except strawberry & banana) • All fruit to be washed • Bite-sized pieces Acceptance Criteria • Rockmelon, banana, mango, coconut, pineapple skin off • Pear, apple skin on
  • 117. Determining # Sprints To Complete 117
  • 119. Have A Vision 119 • Establish the vision for the product - concise to the point • Examples • Elevator Statement – can you state the goal in a 30 second elevator ride • Product Datasheet – do the one pager • Product Vision Box – Draw the box the product ships in • Conference Slides – two, three slides not bullet points • Press Release – imagine the press release you’d create – write it down • Magazine Review – a fictitious review of the product
  • 122. Release Planning 122 Refer : http://www.scmpatterns.com/pubs/crossroads-mirror/2008-05-CMCrossroads.pdf
  • 127. Sprint Planning – Best Practice 127
  • 129. Module 11 Project Execution & Tracking 129
  • 130. Daily Standup (SCRUM) Meeting 130 Goal • Enable to team to share progress with each other • Make visible blocks (impediments) daily for whole team to see Everyone stands in a circle and reports 3 things • What did I do since the last Daily Scrum Meeting? • What will I try to do by the next Daily Scrum meeting? • What are my blocks? 15 minutes maximum No discussion or debate: listening only • After meeting ends, discuss and problem-solving can start Team and ScrumMaster only • Team can invite PO or others if they wish, but it’s up to the team After the meeting, ScrumMaster leads the removal of blocks
  • 131. Information Radiator 131 • Was coined by Alistair Cockburn • Graphical Representation of Project Status & Key aspects displayed in Team Workspace • Current iteration’s work set ( user stories) • Current work assignments • Number of tests written, passed, failed • Number of user stories delivered • Status of key servers • Results of actions from previous retrospective • Keeps team focused on tasks and actions needing priority and attention • Helps drive transparency across the organization
  • 138. Techniques for Sprint Retrospective 138 • Post-it brainstorming • Dot voting • Timeline • Team Radar
  • 139. Sprint Retrospective – An Example 139 Suggested Topics • What went well, What could be better, What will we do about it • What should we continue doing, What should we start doing, What should we stop doing Suggested Tools • Whiteboards, Flipcharts, Index Cards, Sticky Notes Team mind-map exercise to understand relationships of project issues
  • 141. Your First Agile Pilot Project 141
  • 142. Best Practices 142 Easy and continuous access to resources • Source code repository (Bitbucket, Github, etc) • Continuous Integration Server (Jenkins, Bamboo, etc) • Bug Tracking tool (JIRA, Bugzilla, etc) • Wiki (Confluence, etc) • Project Management Tool (JIRA, etc) Setup infrastructure to support team member communication • Sprint meetings • Offline discussions • Knowledge sharing sessions Regular people movement for short periods • Mixing of people to overcome cultural issues, etc., • One Team feeling
  • 143. Making Agile Adoption Successful 143 • Use a Physical Board or Good Software • Start collecting and using statistics • Engage a coach / consultant • Action over talking • Give everyone training and start group-wide discussions • Enthuse, Pull, don’t PUSH • Be clear on Why • Process and Technical , adopt technical side as well as process side • Get Product Management / Owner Flow to developers clear and clean • Structure changes – Functional groups
  • 144. SCRUM in Action 144 Scrum Meetings • Sprint Planning • Daily Stand Up • Sprint Review • Sprint Retrospectives Co-Located Teams • Easier communication & collaboration • Sprint execution comparatively easier Distributed Teams • Teams with some overlapping time period • Teams with no overlapping time period
  • 145. Watch the Live Demonstration Watch the recorded webinar here!
  • 146. Recommended Courses NetCom Learning offers a comprehensive portfolio for Agile Project Management training options. Please see below the list of recommended courses: Agile Project Management Managing Agile Projects Using TFS 2017 PMI Agile Certified Practitioner (PMI-ACP)® Check out more Agile Project Management training options with NetCom Learning – CLICK HERE
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