Uploaded byManuswath K.B
About agile and pm’ing
The document provides an overview of Agile project management and principles. It discusses Agile methodologies like Scrum, Extreme Programming, and features driven development. It also covers Agile concepts like the minimum viable product, estimating techniques like wideband Delphi and planning poker. Common pitfalls in requirements, personnel and delivering working software frequently are also mentioned.
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About agile and pm’ing
- 1. About Agile andPM’ing Introduction and quick run through of Agile and Project managing Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 2. Project Management 101 Manuswath.K.Bhttp://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 3. Simplified view onsoftware product development process Product Planning System Design Project Planning Project Execution Deployment, support an maintenance Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
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- 6. Some Derived Metrics •SV:Schedule Variance •CV: Cost Variance •VV: Velocity Variance Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 7. Wastes of softwaredevelopment • Inventory=>Partially Done Work ▫ Never know if it works/solve the problem till it’s done • Extra Processing->Unnecessary Paperwork • Overproduction->Extra Features • Transportation->Task Switching ▫ Task switching overhead up to 25% • Waiting->Waiting (decisions, reviews etc.) • Motion->Finding Information • Defects->Undetected or late discovery Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
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- 9. AgileLean: Simple Rules/Principles •Eliminate Waste: build what adds real customer value • Amplify Learning: Increase quick and effective feedback • Decide as late as possible: make decisions based on facts • Deliver as fast as possible: Deliver value to customers as soon as they ask for it • Empower the team • See the whole picture Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 10. The Agile Manifesto “Weare uncovering better ways of developing software by doing it and helping others do it. Mitigating the risk of having “Unknown Requirements” or “Requirements that are not baked” • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. “ Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 11. Some other Agileprinciples • Customer satisfaction by rapid, continuous delivery of useful software • Working software is delivered frequently (weeks rather than months) • Working software is the principal measure of progress • Even late changes in requirements are welcomed • Close, daily cooperation between business people and developers • Face-to-face conversation is the best form of communication (co- location) • Projects are built around motivated individuals • Continuous attention to excellence and good design • Simplicity • Self-organizing teams • Regular adaptation to changing circumstances Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 12. The Agile Methodologies •Extreme Programming(XP) ▫ Only essential activities: ▫ Activities: Listening, Coding, Testing • Scrum ▫ Only essential responsibilities: ▫ Roles: Team, Master (manage process), Owner (represent customers) • Feature Driven Development ▫ Manage by features ▫ Plan, Design, Build and Deliver by Features • Test Driven Development ▫ Manage by Tests ▫ Plan , Design, Build and Deliver by test cases Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
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- 14. Wide band Delphiand Playing Poker Scrum Estimation Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 15. Wide Band Delphi •Is a consensus based estimation methodology. • 2 or more Design experts propose their estimates for the high level components that been derived from requirements • Moderator then summarizes the DE's based on this formula • • (Optimistic value + Pessimistic Value + (Moderate value * 4))/6 • *Estimates are done in units of Man hours. Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 16. Wide Band Delphicontd Name Wideband Delphi script Summary A repeatable process for estimation. Using it, a project team can generate a consensus on design estimates for the completion of the design phase of the project. Work Products Input Requirements document, or other similar documentation Output Effort estimates for each of the tasks. Basic Events Choose the team. Kickoff meeting. Individual preparation. Estimation session. Assemble tasks. Review results. Exit Criteria The script ends after the team has either generated a set of estimates or has agreed upon a plan to resolve the outstanding issues. Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 17. • Build onWide band Delphi • Each design item will be estimated based on Standard 0,1,2,3,5,8,13,20,40,, i.e each design item will get assigned story points • Team members repeatedly showcase points and decide on a particular weightage for each and every user story Playing Poker Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 18. • We canalso use a formula in case playing poker results in delaysconfusionto kick start estimation Formula ((Effort + Risk)/2)+Impact • Effort: • 0 : - can be done within one working day . • 1 : - can be done in one or two days. • 2 : - can be done in a week . • 3 : - can be done in 1 to 2 weeks • 4 : - can be done in 2 weeks • 5 : - can be done in 3+ weeks • Risk : • 0 : - No riskNo unknowns • 1 : - very little unknowns • 2 : - minor amount of unknowns or grey areas • 3 : - average amount of unknowns or grey areas • 4 : - high amount of unknowns or grey areas • 5 : - Complex • Impact : • 0 : Does not impact any other module • 1 : Impacts one other module • 2 : Impact 2 modules • 3 : Impacts 3 modules • 4 : Impacts > 4 modules Playing Poker Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 19. Project Management Terms andActivities to manage Release! Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 20. Bug Bar’s andBug Triage Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 21. 80 – 20w.r.t Features Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
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- 23. • Minimum ViableProduct. ▫ A Minimum Viable Product has just those features that allow the product to be functionality wise “meets minimum needed for the product” and no- more. • Re-applicability of Current Product Architecture. ▫ An application of current architecture in new product lines promoting faster “Go-To-Market” with Minimum Viable product. • Concentrate on Unique value of Product. ▫ Target the “Must-haves” Terms… w.r.t Business Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
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- 25. Common Reqt problems •Poorrequirements quality and missing requirements. •Over Emphasis on Simplistic Use Case Modeling. •Requirements Not Traced internally in the product while giving out feature specs. •Unmanaged Scope Creep. •Lack of Prioritized Scope. •Lack of committed decision makersManuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
- 26. Common Personnel problems •Poortest coverage. •Lack of UX experience. •Motivation level dips. •Burn out. •Identifying Cost v/s Value offered. •Adjusting for Buffer periods. •Late delivery of UX. Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6
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- 28. • A listingof Agile mgmt tools. http://bit.ly/1m3JuZr •Expert Panel: Continuous Delivery Best Practices Revealed http://lnkd.in/dKrnGZb •An interesting perspective from one of the initial kick-starters of Agile http://bit.ly/1fplESB •75 KPI's that need to be monitored http://linkd.in/1dzs6JL •SCRUM v/x KANBAN http://bit.ly/16rHLEv •Continuous Delivery Maturity Model using Agile http://bit.ly/12N5aCz Manuswath.K.B http://www.linkedin.com/pub/manuswath-k-b/0/65b/5b6