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Agile Project Management
- 1. AGILE PROJECT MANAGEMENT Cici Conger– Portie Certified Scrum Product Owner PMI-ACP, PMP, PgMP https://www.linkedin.com/in/cicicongerportie
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- 3. 2001 Wikipedia, aWiki free content encyclopedia, goes online Napster is closed down by court order following an injunction on behalf of the Recording Industry Association of America (RIAA), The code red ( WORM ) virus attacks 1/4 million web sites running on Microsoft's IIS web server Apple Computer releases the iPod. HP ( Hewlett Packard ) and Compaq Merge Microsoft releases Windows XP
- 4. AGILE: A SHORTHISTORY 2001: 17 thought leaders in the software development industry came together to discuss what had become “bureaucratic, slow, and overly regimented” software development practices Goal: A new, Light-weight approach allowing for quick responses to change and frequent delivery of working software
- 5. THE AGILE MANIFESTO Individuals and interactions Over processes and tools Working software Over comprehensive documentation Customer collaboration Over contract negotiation Responding to change Over following a plan
- 6. THE TWELVE PRINCIPLESOF AGILE SOFTWARE DEVELOPMENT We follow these principles: Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- 7. THE TWELVE PRINCIPLESOF AGILE SOFTWARE We follow these principles: Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self- organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
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- 9. 5 EVENTS Sprints Daily Scrum Meeting AKA Standups Sprint Planning Meeting Sprint Review Sprint Retrospective
- 10. 3 ARTIFACTS ProductBacklog Sprint Backlog Definition of Done
- 11. STORY MAPPING THEPRODUCT BACKLOG These aren’t User Stories! They are actions or functions. Walking Skeleton
- 12. SPRINT BACKLOG User storiesare short, simple descriptions of a feature told from the perspective of the person who desires the new capability, usually a user or customer of the system. They typically follow a simple template: As a <type of user>, I want <some goal> so that <some reason>.
- 13. SCRUM BOARD Similar toa Kanban Board Key Benefit: Visibility
- 14. DEFINITION OF DONE Criteriafor completing a user story. Should be created and agreed upon by the team. Should be visible to the team.
- 15. 3 TEAM ROLES Product Owner Responsible for maximizing the value of the product, organizing/prioritizing backlog, sharing vision of the product Scrum Master Ensures Scrum is understood and used, removes impediments to progress, facilitates events, servant leader Development Team Empowered to manage their own work, self organizing, cross- functional, members can fulfill multiple roles on the team Where is the project manager?
- 16. THE ROLE OFA PROJECT MANAGER IN AN AGILE WORLD Facilitating Scrum of Scrums Driving issues to resolution Tracking and managing cross project / program dependencies Helping the teams stay focused
- 17. PLANNING A PROJECTWITHOUT A “PLAN” Team with the Product Owner to plan releases Work with the Product Owner and Scrum Master to develop a rough schedule – back from the release plan into a high level view of the sprints With Multiple Customers – work to help define customer specific filters of the backlog Ensure customer requirements make it into the product owner’s list for inclusion in the backlog
- 18. THINGS TO LOOKFOR WHEN CONSIDERING THE USE OF AGILE Management Stakeholder Buy-In Independent projects with high degree of change Teams that are co-located or that have and are comfortable with virtual co-location tools DevOps teams
- 19. DISCUSSION: NON-SOFTWARE DEVELOPMENT PROJECTS THATCOULD USE AGILE Example: Infrastructure Projects with a high degree of change AND that does not require a sequential approach: Data Center Shut-downs, Migrations Enterprise wide Database or OS Upgrades …what projects can you think of?
- 20. CASE STUDY –RIGHT SIZING PROGRAM Right Sizing Program Goals Reduce the footprint consumed by a company’s server farm Reduce the amount of power consumed by a company’s server farm BY: Reducing the infrastructure of all applications from the size required to support 10 million customers to the minimum size required to support approx. 3.3 million customers
- 21. APPROACH Identify exactinfrastructure for all applications Web Servers App Servers Database Servers SAN Components Reduce all highly available components from 3 way to 2 way Consolidate like technologies on to smaller, more flexible hardware As hardware is freed up, decommission Provide daily reporting on changes, decommissions, and power reduction
- 22. MAKING IT HAPPEN Set up virtual co-location for development and PM team Daily Live Bridgeline, all team members can open All team members have access to sharing software Phase 1: A Date for A Date: Preparing the Backlog Development team builds data management site with reporting to support the goals PgMs meet with SMEs across the org to gather the data and input to the data management site Phase 2: Migration and Decommissions Additional PMs + development team + management hold daily standup to review what happened yesterday, what plan is for the day, any issues or impediments to progress PgMs keep scrum board up to date and run sprint scenarios daily PgMs & development team create sprint backlog every 2 weeks
- 23. WHAT’S THE POINT? Scrum Perfection?
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- 26. OUTLINE Topic Approach What isAgile? Short History Agile Manifesto Lecture Scrum Methodology 5 Events; 3 Artifacts 3 Team Roles Lecture Project Planning in an Agile Project Format Lecture / Discussion Q & A Discussion
- 27. DESCRIPTION OF SESSION New to the concepts of the “Agile” approach to project management? Wondering how project managers play into the Agile methodologies? Wondering if your project can benefit from some of the Agile concepts? This session will share the basics of Agile with you and provide you with a forum in which to discuss issues or questions about the application of Agile to any kind of project situation.
- 28. LEARNING OBJECTIVES Bythe end of this session the participant should: Know what the Agile Manifesto is and what it represents Understand the basics of one Agile methodology (Scrum) Understand the role of a project manager on an Agile team Have food for thought when considering the use of Agile
- 29. ABOUT CICI CiciConger-Portie, PgMP, PMP, MBA has 19 years of program and project management experience. Building her skill set began with Big 4 training and consulting, Fortune 500 company consulting, internet start-up management positions, graduate school for business and PMP, PgMP, PMI-ACP + additional Agile certifications. In her spare time, Cici enjoys painting, reading, spending time in her flower garden and relaxing with friends.
Editor's Notes
- #17 Leading Scrum of Scrums Identifying cross team dependencies; risks Managing timeline against which scrum teams work