LSCTIG 2015 Session Materials - Are you agile

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LSCTIG 2015 Session Materials - Are you agile ? Agile can make projects more visible, more focused on delivering value, and more responsive to ever-changing needs. Learn what Agile is and how Illinois Legal Aid Online and Legal Services Corporation are using two of the most popular Agile frameworks to better manage teams and projects, improve quality, and deliver solutions that meet user needs. We'll also demo free and low-cost Agile tools for managing Agile projects.

ARE YOU AGILE?
Gwen Daniels, Illinois Legal Aid Online
Peter Campbell, LSC

Project Management
Intro
Peter Campbell
CIO, LSC
pcampbell@lsc.gov
@peterscampbell
Project Management 2

What Is A Project?
Slide 3Project Management Picture: Laurensvanlieshout from nl

Project Factors
• Distinctness – Is it a change from your routine tasks?
• Scope – Is it ambitious or important enough to track?
• Duration - Will it be done before the plan is written down?
• Complexity - Is this simple enough to trust that it can be
done without oversight?
• Budget - Is the cost inconsequential?
• Impact – Will anyone notice when the project is
completed?
Project Management 4

What Does A Project Plan Do For
You?
• Summarizes an initiative’s goals
• Sets scope, milestones and schedule
• Keeps multiple parties on task
• Identifies pre-requisites and risks
• Manages workloads
• Provides marketing data
Project Management 5

What Does A Project Plan Fail To
Do?
• Go as planned
• Keep anyone on task
• Do the job for you
• Communicate
Project Management 6

Communication
• “90% of a Project Managers time is spent
communicating”
– Project Management Institute
• “And the remaining 10% is spent
communicating”
– Jeff Herron, Beaconfire
Project Management 7

Communication Styles
• Agreement on communication protocols
can greatly support a project’s success
• A great Project Manager understands and
adapts to the team’s individual styles
– Traits of a Successful Project Manager – Beaconfire
Blog
• In addition to the project plan, large
projects also benefit from
communications plans
Project Management 8

Waterfall
• Traditional Project Management
methodology
• Focuses on plan, dependencies, resource
allocation
• Deadline driven
• Best for large, structured projects with
clearly defined outcomes
– Construction, Bridges
Project Management 10

Agile
• Modern approach
• Prioritizes communication, constant review,
collaboration
• Highly adaptable timeline
• Best for opportunistic projects with flexible
outcomes:
– Software applications, web sites, some campaigns
Project Management 12

Why Agile?
Gwen Daniels,
Director of Technology Development
Illinois Legal Aid Online
gdaniels@illinoislegalaid.org
@gadaniels72

The Problem with Waterfall
● Upfront requirements
require lots of
assumptions
● Assumptions are often
wrong
● By the time you get to
testing, it’s too late

How Agile Addresses This Problem
● One feature at a
time
● Frequent:
o Communication
o Testing
o Feedback
o Releases

Scrum focus: Website Rebuild
● Technical development
● Content strategy
● Content migration
● Usability testing

ScrumMaster
● Keeper of the process
● Servant Leader
● Keeps team focused
● Removes
impediments

The Team
● Team, not a group of
individuals
● Self-organizing
● Cross functional
skills

Planning for the sprint...
● The team estimates in
Story points
● The team picks items for
the sprint
● The team creates sub-
tasks and a Sprint backlog
● Product owner
prioritizes the
backlog
● Product owner
describes each of
her priorities

The Daily Scrum
● What I did yesterday
● What I’m doing
today
● What is in my way
● 15 minutes max
● Video for remote
workers

The Demo
• Who Attends
• Team
• Other Staff
• External Stakeholders
• What Happens
• Show what’s been built
• Get reactions, comments
• Answer questions
• Next Step
• Product owner incorporates
feedback into product backlog

Benefits
● Transparency
● More managable work
loads
● More realistic project
estimates
● Less silod work
● More team ownership and
accountability

● It’s a process
● Nothing is written in
stone
● It’s ok to get it wrong
● It’s a major change
to how we
traditionally have
worked
(So Far!)

This document outlines the agenda and presenters for a TIG conference on project management. The agenda includes sessions on backwards planning, gearing up for projects, meetings and implementation, sharing results, and managing projects without direct authority. Presenters are listed who will cover backwards planning, choosing project tools, effective meetings, tracking partner activities, sharing results through various formats, project transition, and managing sideways.

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Guide for RAID Management

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Brown "A Project Manager in an Agile World"

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The document summarizes key aspects of predictive planning for projects: 1. Predictive planning uses a traditional "waterfall" approach to break a project down into detailed tasks, assign resources, create a schedule and budget, and plan for risks and communications. 2. It involves defining the project, building a cross-functional team, creating a detailed plan with tasks and timelines in a project management tool like MS Project, and planning budgets, communications, and risks. 3. The advantages are a clearly defined scope, issues surface through planning, budgets and approvals are set early, and team members have assigned tasks. The disadvantages are changes can be difficult and it requires advance research without client involvement.

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This document provides guidance on managing Technology Initiative Grants (TIGs) effectively, including reporting requirements, compliance, lessons learned, and best practices. It discusses forming project committees, creating work plans, evaluating projects, submitting payment requests and reports, budgeting, contracting, and resolving conflicts of interest. The document also outlines the 2015 TIG cycle schedule and areas of interest, and provides tips for writing letters of intent. Resources from the TIG website and LSC staff contacts are listed for additional assistance.

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Project Estimation Tool

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Automate estimates, resource loading , and sprint plans!

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The document discusses automating project estimates, resource loading, and sprint planning. It describes pain points in manual processes like redundant effort, errors, and time spent. The proposed solution is a tool that expedites estimates by leveraging past experience and allowing customization. It generates automated sprint plans based on resources and optimizes, pessimistic, and likely estimates to reduce errors and improve planning. The tool aims to address why automation is needed due to high failure rates in manual software development projects.

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Web 2.0 Tools For Project Management

Douglas Tokuno

The document discusses free Web 2.0 tools that can help project managers in their daily work. It provides examples of blogs, messaging tools, wikis, social networks, mind maps, and productivity tools that project managers can use. Some issues to consider when using these tools include security, confidentiality, researching the tools, and reviewing terms and conditions. The document recommends finding the best tools that fit the needs of specific projects.

Project Scheduling for Successful Outcomes

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Project management touches every part of your organization. While each project is different, they all share common strategies to achieve successful outcomes. Poor project management can lead to wasted resources and unnecessary stress on your organizational staff that is already working at 110%. In this workshop you will: Understand common project management terms regarding creating a project schedule Learn how to create a work breakdown structure to reflect the scope of project work Practice developing a project schedule using a project scheduling template based on Excel.

Scheduling & Budgeting

Anas Talalqa

This document discusses project scheduling. It begins by defining the steps in the scheduling process: listing activities, sequencing activities, estimating resources and duration, and creating a schedule. It then goes into more depth about each step, including how to break down work into a work breakdown structure and network diagram for sequencing, how to estimate resources and duration, and how to create a Gantt chart schedule. It also covers monitoring and adjusting a schedule through techniques like crashing and fast tracking. The overall document provides guidance on planning and developing a comprehensive schedule for a project.

Project Management 101

Amanda Fischer

This document outlines a presentation on project management. It discusses the key stages of a project including initiation and planning, execution, monitoring, and closing. Important aspects of initiation/planning are covered such as stakeholder analysis, work planning, and goal setting. Effective communication and management of stakeholders is also emphasized. Project leaders should have both soft skills like team building and hard skills like planning and organizing. Overall, the presentation provides an overview of best practices for defining the scope, executing, and wrapping up a project successfully.

Session 4: Implementing & Closing out

Anas Talalqa

1. The document discusses key skills for project managers in the implementation phase, including managing issues, managing people, and managing internal controls. 2. Managing issues involves identifying issues, assigning responsibility, monitoring progress on resolving issues, escalating unresolved issues, and closing out issues. 3. Managing people requires strong soft skills like communication, motivation, listening, and conflict resolution, as well as hard skills like hiring the right candidates, developing employees, and using a RACI matrix to assign roles. 4. Managing internal controls involves defining roles and responsibilities, assessing performance, and determining who should perform each task.

PMSI Session 1

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Effective Executive Status Reporting Webinar By KW3 Consulting

Kirk Williams

PROGRAM SUMMARY We have all been there and experienced it – trying to figure out the best way to communicate status to senior leadership. Complex initiatives are challenging enough as it is. Getting the right information and data points at the right level is critical so key decisions can be made to keep the initiative moving. Achieving the right level of communication can be a challenge. If not achieved, senior leadership alignment and support will be at risk. Join your fellow colleagues to discover: • The different levels of status reporting • Understand what executives really care about • Effective communication techniques with executives • Tips for effective executive status reporting

Project Management

Ebru Özmüş

Project management involves defining project requirements, planning, monitoring and controlling a project through its defined duration. It utilizes skills, tools and techniques to meet project targets on budget and schedule through teamwork on a unique and temporary task. Without proper project management, only 16.2% of projects are successful according to one study. Project management is important as it helps define resources, manage risks and costs, and track progress to completion.

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What agile is not

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The document discusses ongoing project reformation and crisis management. It recommends auditing projects, creating new project plans with goals and budgets, and ensuring projects create value for customers, companies, and team members. It also stresses the importance of collecting information, having all agreements in writing, creating strong project teams, monitoring transformed projects closely, accounting for code legacy and estimating deviations, prioritizing skills, teamwork, stakeholder management, and balancing long and short-term goals during turbulence. Historical context and processes are noted to significantly influence project flows and restarts.

A Guide to Risk Management

ProjectCon

PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019 Presenter: Bill Dow A Guide to Risk Management Most Project Managers struggle with managing risks and issues. It is a daily struggle, project managers don’t track and understand the purpose of risk management well enough, so we see them either ignore it all together or do the bare minimum. In this presentation, we will walk through the purpose and tracking of risks on projects. Key Takeaways: Learn the purpose behind Risk Management Discover the key steps in Risk Management Uncover Risk Management tools and techniques Event Website: https://projectconevent.com LinkedIn: https://www.linkedin.com/company/projectcon-llc Facebook: http://www.facebook.com/ProjectConEvent Twitter: http://www.twitter.com/projectconevent YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ Instagram: https://www.instagram.com/projectconevent Presentation Slides: https://slideshare.com/projectcon Post Event Trailer: https://youtu.be/1_RzFBnZ7bo

Project Management Workshop

Josh Folgado

The document describes a hands-on project management workshop where participants test the project management process, framework, and templates by working together in project teams on a mock project. The workshop involves multiple test cases where the project team members take on roles like project manager, business expert, IT expert, and assume a character to work through the project initiation, planning, execution, and closure phases. The goal is for participants to experience how the new project management approach works in practice and identify lessons learned to improve the process.

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LSCTIG 2015 Session Materials - Are you agile

1. ARE YOU AGILE? Gwen Daniels, Illinois Legal Aid Online Peter Campbell, LSC

2. Project Management Intro Peter Campbell CIO, LSC pcampbell@lsc.gov @peterscampbell Project Management 2

3. What Is A Project? Slide 3Project Management Picture: Laurensvanlieshout from nl

4. Project Factors • Distinctness – Is it a change from your routine tasks? • Scope – Is it ambitious or important enough to track? • Duration - Will it be done before the plan is written down? • Complexity - Is this simple enough to trust that it can be done without oversight? • Budget - Is the cost inconsequential? • Impact – Will anyone notice when the project is completed? Project Management 4

5. What Does A Project Plan Do For You? • Summarizes an initiative’s goals • Sets scope, milestones and schedule • Keeps multiple parties on task • Identifies pre-requisites and risks • Manages workloads • Provides marketing data Project Management 5

6. What Does A Project Plan Fail To Do? • Go as planned • Keep anyone on task • Do the job for you • Communicate Project Management 6

7. Communication • “90% of a Project Managers time is spent communicating” – Project Management Institute • “And the remaining 10% is spent communicating” – Jeff Herron, Beaconfire Project Management 7

8. Communication Styles • Agreement on communication protocols can greatly support a project’s success • A great Project Manager understands and adapts to the team’s individual styles – Traits of a Successful Project Manager – Beaconfire Blog • In addition to the project plan, large projects also benefit from communications plans Project Management 8

9. Waterfall Project Management 9

10. Waterfall • Traditional Project Management methodology • Focuses on plan, dependencies, resource allocation • Deadline driven • Best for large, structured projects with clearly defined outcomes – Construction, Bridges Project Management 10

11. Agile Project Management 11

12. Agile • Modern approach • Prioritizes communication, constant review, collaboration • Highly adaptable timeline • Best for opportunistic projects with flexible outcomes: – Software applications, web sites, some campaigns Project Management 12

13. Why Agile? Gwen Daniels, Director of Technology Development Illinois Legal Aid Online gdaniels@illinoislegalaid.org @gadaniels72

14. The Problem with Waterfall ● Upfront requirements require lots of assumptions ● Assumptions are often wrong ● By the time you get to testing, it’s too late

15. How Agile Addresses This Problem ● One feature at a time ● Frequent: o Communication o Testing o Feedback o Releases

16. ILAOBuilds: A Case Study in Scrum

17. Scrum focus: Website Rebuild ● Technical development ● Content strategy ● Content migration ● Usability testing

18. ScrumMaster ● Keeper of the process ● Servant Leader ● Keeps team focused ● Removes impediments

19. The Product Owner

20. Teri’s Product Backlog

21. The Team ● Team, not a group of individuals ● Self-organizing ● Cross functional skills

22. Planning for the sprint... ● The team estimates in Story points ● The team picks items for the sprint ● The team creates sub- tasks and a Sprint backlog ● Product owner prioritizes the backlog ● Product owner describes each of her priorities

23. The Team’s Sprint Backlog

24. The Daily Scrum ● What I did yesterday ● What I’m doing today ● What is in my way ● 15 minutes max ● Video for remote workers

25. The Demo • Who Attends • Team • Other Staff • External Stakeholders • What Happens • Show what’s been built • Get reactions, comments • Answer questions • Next Step • Product owner incorporates feedback into product backlog

26. Benefits ● Transparency ● More managable work loads ● More realistic project estimates ● Less silod work ● More team ownership and accountability

27. ● It’s a process ● Nothing is written in stone ● It’s ok to get it wrong ● It’s a major change to how we traditionally have worked (So Far!)

28. Project Management with Trello (Kanban)

29. Questions?

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