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Title: Agile project development -"A Journey" by Indulekha sing
Date: 28th Jan 2024
Hosted by: Merce Technologies Pvt Ltd
Managing a team and project are quite synonymous. Especially, teams require effective distribution of responsibility / roles. Once that is setup, a proper process guides people to make progress. All this fits into a product lifecycle, which is essential to develop the right product, in the right way, and deliver it at the right time.
Essence of agile gives flavor of Agile and its core principles, highlighting how it can give real time benefits. I developed this asset, based on my certified knowledge and my years of experience in handling Agile projects, transitioning from waterfall to Agile and transforming business.Best used for 1 day workshop.
Managing a team and project are quite synonymous. Especially, teams require effective distribution of responsibility / roles. Once that is setup, a proper process guides people to make progress. All this fits into a product lifecycle, which is essential to develop the right product, in the right way, and deliver it at the right time.
Essence of agile gives flavor of Agile and its core principles, highlighting how it can give real time benefits. I developed this asset, based on my certified knowledge and my years of experience in handling Agile projects, transitioning from waterfall to Agile and transforming business.Best used for 1 day workshop.
Achieving real business value from software projects is hard - most projects fail. This slide deck shows how we reduce risks of failure and increase chances of success by delivering value in small increments with a traceable connection to business goals.
Bridging the Gap Between Development and Regulatory TeamsICS
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Learn how to overcome the challenges brought by tech doc project estimation and cost tracking from the results of a real-world case study.
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Structured Systems Analysis and Design Method, originally released as methodology, is a systems approach to the analysis and design of information systems./waterfall method/ v method
Bridging the Gap Between Development and Regulatory TeamsICS
This webinar provides a frank depiction on the collision of regulatory and development practices, and focuses on remedies in the form of processes, tools and approaches, that bridge the gap between the two.
Primavera- Increasing Utilization through Change Managementp6academy
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Source: http://coll15.mapyourshow.com
In March 2013, Wyoming Dept of Transportation decided to implement Project Management and create a PMO to manage the use of Primavera- which has been in place at WYDOT for over 8 years. Over the last 2 years, we have focused on increased training and changed the way we use Primavera, focusing on creating a tool that drives work and helps with decisions, where before it was simply used as a data entry tool. As a result, utilization of Primavera has increased dramatically, and the number of projects considered "At Risk" was reduced by over 25%. This presentation will review the processes used to achieve these results by covering the status and usage of Primavera 2 years ago, how issues were identified, the changes implemented, how we achieved buy-in, and a summary of the changes made and the results.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. An interesting challenges in some projects
● Develop 2 mobile apps and publish for 12 apps (2*3*2) in
shorter timespan. (Android and iOS).
● Backend APIs were developed by client.
● New tech stack.
● Moving Baseline.
● Frequent implementation changes.
● Unstated features in SOW.
● No SRS documents.
● Multiple Communication channel.
● Single SPOC from our end vs Multiple SPOC from client’s end.
4. Proactive Approach - Prep before Project Kick-Off
● Learning and preparation phase started much before the
project started.
● Engineers having similar project experience were picked.
● Internal stand-up modules for the team are set much ahead of
time to build collaboration.
● Create and maintain a cross-functional team ahead of project
start.
5. Proactive Approach - Using tools effectively
● Establish scope before the Project starts.
● Eliminate false dependencies: Scheduling work in parallel, creating lagged
dependencies for the phase gate transitions.
● WBS: Define early based on SOW.
● Early sprint planning brings clarity of thoughts and goal for the entire
Team.
● Task priority brings clarity to tasks.
● Backlogs maintain better alignment.
● Clear Roadmap: Not just features but also Challenges + issues. Gives real-
time project insights.
● Team involvement in the entire planning approach - brings transparency,
clear approach.
6. Proactive Approach - Lateral approach
Standard approach
● Design UI Screens based on Figma.
● Expected list of all the APIs to be implemented.
● APIs request and response spec document.
● Communication between teams to understand and integration of API to screens.
Agile approach
● Asked for alternative. Client gave their web portal access for self understanding.
● Identity multiple hidden screens and reported to get the designs.
● Studied their web portal to understand the APIs and screen mapping.
● Studied their “source code” to understand the implementation and logics.
7. Proactive Approach - Development
● Work faster and more effectively in teams rather than silos.
● Start with imperfect product, iterating and improving quickly.
● Fast decision making and content iterations with daily and bi-
weekly meetings and collaboration platforms.
● Eliminate unnecessary meetings, events and travel, allowing
people to focus on what really matters.
8. Proactive Approach - Testing and documentation
● Common test cases started earlier based on the wireframes and
screen designs.
● Create a common checklist for production acceptance.
● Team had time to refine and refactor the test case for complex
modules.
● Functional documentation took off quickly.
● Reduce project gap by regular review and reflection calls between
dev and testing teams.
9. Proactive Approach - Deployment
● Parallel account setup for multiple environments for android, iOS
and web.
● Mobile app deployment has its own challenges with changing rules
and policies of google and apple accounts.
● Start with early deployment setup, avoid late surprises.
● Practice of CI/CD.
● Circulation of formal release note with the client on each
deployment.
● Key advantage - early identification of issues.
12. Baseline Clarity
● Why did the baseline shift?
Parallelly development at client end.
Ambiguous requirement.
Continuous change in existing features.
● How was shift in baseline identified?
Agile development implementation.
Early testing helped to identify moving baseline.
● How did we resolve the issue ?
Prompt communication, documentation, daily call with customer on
baseline challenges.
14. Internal & Horizontal Communication
● Daily standup.
● Frequent catch-ups.
● Internal review and demo.
● Decentralized decision making.
● Weekly project updates to management.
15. External Communication
Go direct, using a combination of channels. Remove huddle, do not
stick to only one plan.
● Adopt multiple-client communication as per client’s need for fast
and easy communication. Like Slack, Jira, Teams, WA, etc.
● Bi-weekly communication with client team for progress update.
● Daily 15 minute to discuss baseline challenges call between 2
teams.
● Regular governance call to present overall project progress, risk,
issues and any challenges discussion.
17. Option based approach
Always table options to break status-quo
● Reduces the response time.
● Reduces multiple iterations in development cycle.
● Brings speed to development.
● Focus on the removal of any blocker and hard stop in agility.
Eg.
● Calendarization-based approach.
● Go for 2-3 option in UI screen design. Easier to derive to a decision.
● Provide technical support for blockers: Eg login module in mobile
app
19. Early Risk Identification
A risk is an issue that is likely to happen.
● How to identify risk earlier ?
○ Create exhaustive risk checklists, review documents, analysis of
assumptions and constraints.
○ Experience and knowledge from previous projects.
● When and how to communicate Risk ?
○ The earlier the better. Long waiting also brings unexpected
surprises.
○ Weekly update, Governance call.
○ Add risk to the previous examples while communicating the cause
and effect.
20. Advantage for early Risk Identification
● Helps to keep project on track and avoid unwanted project delays.
● Creates a safe and secure work environment for all staff and
customers.
● Avoid the risk to convert into issues.
21. Summary for takeaways
● Proactive approach to keep the project on time delivery in entire
project phase.
● Baseline clarity to avoid late surprises.
● Effective communication model.
● Benefit of option based approach.
● Importance of early Risk identification.
22. Addition agile approach
● Pre-defined learning approach.
● Train around the tools and processes.
● Industry best practices.
● Know the values and culture.
● Assign a buddy.