The document discusses key concepts and practices in agile project management including scrum, kanban, lean product development, user stories, retrospectives, and more. It provides definitions and explanations of agile terms and methods. The document also lists several books related to agile project management that could provide further information on these topics.

1. Agile Methods

2. Who Am I?
Ceri Tandoğan
GSU Computer Engineer, Software Developer
MBA, PMP, PMI-ACP
19 years professional life in
Internet Services
Financial Services
E-Commerce(+Mobile)

3. What is Project?
● Scope
● Resources
● Temporary (Deadline)
● Unique goal

4. Books

5. Books
● Agile estimating and Planning by Mike Cohn
● Agile Project Management: Creating Innovative Products by Jim Highsmith
● Agile Retrospectives: Makine Good Teams Great by Ester Derby and Diana Larsen
● Agile Software Development: The Cooperative Game by Alistair Cockburn
● Coaching Agile Teams: A companion for ScrumMasters, Agile Coaches and Project Managers in
Transition by Lyssa Adkins
● Effective Project Management: Traditional, Agle, Extreme by Robert K.Wysocki
● Exploring Scrum: The Fundamentals by Dan Rawsthorne with Doug Shimp
● Kanban in Action by Marcus Hammarberg and Joakim Sunden
● Kanban: Successful Evolutionary Change for Your Technology Business by David J. Anderson
● Lean Agile Software Development: Achieving Enterprise Agility by Alan Shalloway, Gut Beaver
and James R. Trott
● The Software Project Manager's Bridge to Agility by Michele Sliger and Stacia Braderick
● User Stories Applied: For Agile Software Development by Mike Cohn

6. Agile Manifesto
● 4 values
– Individuals and interactions over processes
and tools
– Working software over comprehensive
documentation
– Customer collaboration over contract
negotiation
– Responding to change over following a plan
●

7. Agile Manifesto
● 12 Principles
– Customer satisfaction through early and continuous software delivery
– Accommodate changing requirements throughout the development process
– Frequent delivery of working software
– Collaboration between the business stakeholders and developers throughout the project
– Support, trust, and motivate the people involved
– Enable face-to-face interactions
– Working software is the primary measure of progress
– Agile processes to support a consistent development pace
– Attention to technical detail and design enhances agility
– Simplicity
– Self-organizing teams encourage great architectures, requirements, and designs
– Regular reflections on how to become more effective

8. Agile Team Roles
● Product Owner(Customer, Value management
Team, Business Representative)
● ScrumMaster (Coach,Team Leader)
● Project Sponsor
● Development Team(Delivery Team)
– Generalizing Specialists
● T-Shaped : Generalized
● I-Shaped: One Tech Domain specialist

9. Agile Triangle

10. Agile Value Proposition

11. Being vs. Doing Agile

12. Burn Charts

13. Burn Charts

14. Co-Located/Distributed Teams
● Co-located teams
– Osmotic communication
– Tacit knowledge
● Distributed Teams
– First several iterations common team
– Distributed team
– Digital tools : Slack,JIRA, Appear, Hangouts
etc.

15. Cost of Change Curve

16. Cost of Change Curve

17. Daily Stand-Ups
● What have you worked on since the last meeting?
● What do you plan to finish today?
● Are there any problems or impediments to your
progress?
● Ground rules for daily stand-ups are mandatory.

18. Definition of Done
● User Stories
● Release
● Final Project Deliverables.

19. Face-to-Face Communication

20. Five Whys
● Finding root cause of problems

21. Frequent Verification/Validation

22. Ideal Time
● How long a task will take without any
interruptions.

23. Incremental Delivery

24. Information Radiators
● Large Charts, Graphs, Summaries
● Visual Controls
● Example :
– Story Maps
– Product Roadmap
– Velocity, Defect Metrics,CycleTime
– Retrospective findings
– List of Threats and issues
– Who is working on what
– Features selected for the current iteration
– Features delivered to date and features remaining to be delivered

25. Iteration Planning
● Customer → priorities
● Development Team → Amount of work
● Discuss user stories
● Select user stories
● Define acceptance tests
● Break into tasks
● Estimate tasks in ideal time and assign

26. Kaizen
● “Change for the better”
● Manufacturind process focused on making small
improvements → continuous improvement
● Lessons learned → Five Whys and Fishbone
analysis.

27. Kanban
● Development approach with lean approach that
uses visual control boards
● Pull systems based on limiting work in progress
– Visualize the workflow
– Limit the work in progress
– Manage flow
– Make process policies explicit
– Improve collaboratively

28. Lead Time/Cycle Time
● Lead Time : from requirements gathering to
release
● Cycle Time : from user user story development to
acceptance test.
● Cycle Time = WIP/Throughput
– Example : Throughput: 5 user stories per
week , WIP: 15 user stories → Cycle time 3
weeks

29. Lean Product Development
● 7 core concepts:
– Eliminate waste
– Empower the team
– Deliver fast
– Optimize the whole
– Build quality
– Defer decisions
– Amplify learning

30. Lean Product Development
● 7 wastes of Lean:
– Defect : Bugs
– Partially done work : Code waiting for test
– Extra processes: unused documentation
– Extra features:Gold plating
– Task switching: Team in multiple projects
– Waiting: prototype reviews
– Motion : Handoff, lack of communication

31. Minimal Viable Product

32. Participatory Decision Making
● Engaging stakeholders in decision-making
process.
– Divergence
– Convergence
– Share Collaboration
● Simple Voting, Thumbs Up/Down/Sideways, Fist
of Five Voting, Highsmiths's Decision Spectrum

33. Personas
● Key types of stakeholders
– Descripton of user
– Related with features
– Actionable
– Goal oriented, relevant
– Generate focus

34. Planning Poker
● Estimation methodology
● 1-2-3-5-8-13 (fibonacci series)

35. Prioritization Schemes
● Simple prioritizing
● Moscow
● 100 point Method
● Monopoly Money
● Dot Voting
● Kano Analysis

36. Problem Solving
● Involving the team in problem solving :
– There is a team consensus for the solution
– We access a broader knowledge base.
– Team solutions are practical
– We improve the team's motivation and
performance.
– We show the confidence in the team.
– We model desired behavior.

37. Process Tailoring

38. Progressive Elaboration
● Plan as we progress.
● Don't plan the very far iterations
● Includes
– Plans
– Estimates
– Risk assessments
– Requirement
– Architectural design
– Acceptance Criteria
– Test scenarios
– Processes

39. Release Planning
● Update prioritized backlog and risk responses
● High level estimates of user stories
– Calculate target story points
– Refine and Adapt High–Level Release Plan(Product Roadmap)
● A release goal
● Target date
● Slice the stories

40. Retrospectives
● What is going well?
● What areas could use improvement?
● What should we be doing differently?

41. Retrospectives
● Benefits are :
– Improved productivity
– Improved capability
– Improved quality
– Improved capacity

42. Retrospectives
● 5 steps:
– Set the stage ~ 6 min
– Gather the data ~ 40 min
– Generate Insights ~ 25 minutes
– Decide what to do ~20 min
– Close Retrospective ~ 20 min

43. Risk-Adjusted Backlog
● Prioritized list of threats and issues + Prioritized
list of features = Risk adjusted backlog
● Expected Monetary Value= Risk Impact x Risk
Probability

44. Risk Burndown Graphs
● Risk severity = Risk probability x Risk Impact

45. Scrum
● Principles :
– Transparency
– Inspection
– Adaptation

46. Scrum

47. Self-Directing/Self-Organizing Teams
● Team Norms (Tacit knowledge, osmotic
communication)
● Team Working Agreement (Ground rules)

48. Servant Leadership
● Shield the team from the interruption
● Remove impediments to progress
● Communicate and recommunicate the project
vision
● Carry “food and water”

49. Shu-Ha-Ri
● Shu : Obey the rules
● Ha: Consciously moving away from the rules
● Ri: Going beyond the rules to find our individual
paths

50. Spikes
● Architectural Spike
● Risk based Spike

51. Story Points/Relative Sizing
● Story Points
– All inclusive
– Team owns it
– Point sizes are consistent over the project
– Decomposing a user story estimate, total
don't need to match
– Story point estimates include the complexity,
work effort and risk of the work.

52. Task/Kanban Boards

53. Team Space
● Osmotic Communication
● Caves and Commons
● Tacit Knowledge

54. ● Iteration timebox
– User stories size fulfills the period of the
current iteration
– Moscow is a friendly tool.
– Daily standup : 15 minutes
– Retrospective 2 hours
– Iteration ~1-2 weeks
Timeboxing

55. Training/Coaching/Mentoring
● Training: Subject Matter Expert
● Coaching:Pair programming, refactoring, TDD
sessions with seniors
● Mentoring: Experienced leader provide career
support, guidance and advice.

56. Training/Coaching/Mentoring
● Guidelines:
– Meet them a half step ahead.
– Guarantee safety.
– Partner with functional managers.
– Create positive regard.

57. Tuckman Model of Team Development
● Forming ← Directing
● Storming ← Coaching
● Norming ← Supporting
● Performing ← Delegating
● Adjourning
● Adaptive and Situational Leadership is the key
method for Team development

58. User Stories
● As <Role> I want <Functionality> so that <Business Benefit>
● Given the account is valid and the account has a balance of greater than 0
When the user redeems credit,
Then purchase the item and reduce the user's balance
● Component of User Story
– Card : Brief description
– Conversation: Comments, Exchange ideas, opinions and
information
– Confirmation: Customer's confirmation, validation, Definition of
Done criteria,

59. User Stories
● Characteristics: INVEST
– Independent
– Negotiable
– Valuable
– Estimable
– Small
– Testable

60. User Story Backlog
● Prioritize User Story List on every iteration
● Single list to manage and to make the work visible
● Coordinating the work
● Primary planning tool
● Balance between Risk Adjusted Backlog, change request, defects
– Tool: Grooming(Refining) the backlog including risk reviews

61. Value Stream Mapping
● Identifying waste, delays and constraints.
● Process cycle efficiency:Efficient time/Total Time

62. Velocity

63. Work In Progress/WIP Limits
● WIP consumes investment capital delivers no ROI
until it turns accepted
● WIP hides bottleneck, efficiency issues
● Potential reworks because changes to work items
until it is accepted
● Little's Law: reducing work in progress
increases team's productivity.

64. XP(Extreme Programming)
● Values:
– Communication
– Courage
– Feeback
– Respect
– Simplicity
● Team Roles: Coach, Customer, Programmer, Tester