Advocates of agile development claim that agile software projects succeed more often than plan-driven projects. Unfortunately, attempts to validate this claim statistically are problematic, because "success" is not defined consistently across studies. This paper addresses the question through a mathematical analysis of these projects. We model agile and plan-driven software projects with identical requirements, and show how they are affected by the same set of unanticipated problems. We find that that the agile project provides clear benefits for return-on-investment and risk reduction, compared to the plan-driven project, when uncertainty is high. When uncertainty is low, plan-driven projects are more cost-effective.
Program Management 2.0: Risk ManagementJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for identifying risk, putting in place a risk register with trip wires, and and reporting risk retirement.
Program Management 2.0: Risk ManagementJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for identifying risk, putting in place a risk register with trip wires, and and reporting risk retirement.
Program Management 2.0: Work Breakdown StructureJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for creating a Work Breakdown Structure - which is very helpful for tracking the true project a project is making. It lends itself to also communicate the earned value of a project - so teams and managers can see what is done, and what is left to do.
This presentation was given by Gary Palmer on Wednesday 2nd April 2014. Airbus in Bristol very kindly hosted the event which was well attended by almost 80 of the local APM membership and project management community.
An introductory-level presentation to critical chain project management (CCPM), primarily aimed at those new to the subject.
Critical chain project management (CCPM) is fast emerging as a major step change in project management, dramatically improving project speed and predictability. Although currently relatively little-known in the UK, it has become well-established and highly successful in America, India and Japan, and is predicted to become a dominant methodology within the next few years.
CCPM changes many typical project management practices and behaviours, and by these changes removes the in-built inefficiencies in ‘traditional’ project management, enabling projects to run faster and with more effective protection against uncertainty, whilst providing much improved visibility of progress and monitoring both at the single project and multi-project (programme and portfolio) levels.
This presentation introduces the main principles of CCPM and compares and contrasts them with current project management practices, with an overview of CCPM’s history and development, use of the methods in programme and portfolio situations, current adoption in industry, and implementation considerations.
Program Management 2.0: Monitoring PerformanceJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for planning work, assessing & monitoring risk, monitoring program progress, clarifying roles, and making decisions.
bus 375,strayer bus 375,strayer bus 375 complete course,strayer bus 375 entire course,bus 375 final exam new,bus 375 week 1-11 all discussion new,bus 375 assignment 1 ms project familiarization new,bus 375 assignment 2 project proposal new,bus 375 assignment 3 greendale project redux project schedule and a written response new,bus 375 assignment 4 project schedule and written response new,bus 375 assignment 5 performance management new,bus 375 midterm exam new,strayer bus 375 week 1,strayer bus 375 week 2,strayer bus 375 week 3,strayer bus 375 week 4,strayer bus 375 week 5,strayer bus 375 week 6,strayer bus 375 week 7,strayer bus 375 week 8,strayer bus 375 week 9,strayer bus 375 week 10,strayer bus 375 week 11,bus 375 tutorials,bus 375 assignments,bus 375 help
bus 375,strayer bus 375,strayer bus 375 complete course,strayer bus 375 entire course,bus 375 final exam new,bus 375 week 1-11 all discussion new,bus 375 assignment 1 ms project familiarization new,bus 375 assignment 2 project proposal new,bus 375 assignment 3 greendale project redux project schedule and a written response new,bus 375 assignment 4 project schedule and written response new,bus 375 assignment 5 performance management new,bus 375 midterm exam new,strayer bus 375 week 1,strayer bus 375 week 2,strayer bus 375 week 3,strayer bus 375 week 4,strayer bus 375 week 5,strayer bus 375 week 6,strayer bus 375 week 7,strayer bus 375 week 8,strayer bus 375 week 9,strayer bus 375 week 10,strayer bus 375 week 11,bus 375 tutorials,bus 375 assignments,bus 375 help
Learn how to overcome the challenges brought by tech doc project estimation and cost tracking from the results of a real-world case study.
Presented by:
Barry Saiff - Founder and CEO, Saiff Solutions, Inc.
Program Management 2.0: Work Breakdown StructureJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for creating a Work Breakdown Structure - which is very helpful for tracking the true project a project is making. It lends itself to also communicate the earned value of a project - so teams and managers can see what is done, and what is left to do.
This presentation was given by Gary Palmer on Wednesday 2nd April 2014. Airbus in Bristol very kindly hosted the event which was well attended by almost 80 of the local APM membership and project management community.
An introductory-level presentation to critical chain project management (CCPM), primarily aimed at those new to the subject.
Critical chain project management (CCPM) is fast emerging as a major step change in project management, dramatically improving project speed and predictability. Although currently relatively little-known in the UK, it has become well-established and highly successful in America, India and Japan, and is predicted to become a dominant methodology within the next few years.
CCPM changes many typical project management practices and behaviours, and by these changes removes the in-built inefficiencies in ‘traditional’ project management, enabling projects to run faster and with more effective protection against uncertainty, whilst providing much improved visibility of progress and monitoring both at the single project and multi-project (programme and portfolio) levels.
This presentation introduces the main principles of CCPM and compares and contrasts them with current project management practices, with an overview of CCPM’s history and development, use of the methods in programme and portfolio situations, current adoption in industry, and implementation considerations.
Program Management 2.0: Monitoring PerformanceJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for planning work, assessing & monitoring risk, monitoring program progress, clarifying roles, and making decisions.
bus 375,strayer bus 375,strayer bus 375 complete course,strayer bus 375 entire course,bus 375 final exam new,bus 375 week 1-11 all discussion new,bus 375 assignment 1 ms project familiarization new,bus 375 assignment 2 project proposal new,bus 375 assignment 3 greendale project redux project schedule and a written response new,bus 375 assignment 4 project schedule and written response new,bus 375 assignment 5 performance management new,bus 375 midterm exam new,strayer bus 375 week 1,strayer bus 375 week 2,strayer bus 375 week 3,strayer bus 375 week 4,strayer bus 375 week 5,strayer bus 375 week 6,strayer bus 375 week 7,strayer bus 375 week 8,strayer bus 375 week 9,strayer bus 375 week 10,strayer bus 375 week 11,bus 375 tutorials,bus 375 assignments,bus 375 help
bus 375,strayer bus 375,strayer bus 375 complete course,strayer bus 375 entire course,bus 375 final exam new,bus 375 week 1-11 all discussion new,bus 375 assignment 1 ms project familiarization new,bus 375 assignment 2 project proposal new,bus 375 assignment 3 greendale project redux project schedule and a written response new,bus 375 assignment 4 project schedule and written response new,bus 375 assignment 5 performance management new,bus 375 midterm exam new,strayer bus 375 week 1,strayer bus 375 week 2,strayer bus 375 week 3,strayer bus 375 week 4,strayer bus 375 week 5,strayer bus 375 week 6,strayer bus 375 week 7,strayer bus 375 week 8,strayer bus 375 week 9,strayer bus 375 week 10,strayer bus 375 week 11,bus 375 tutorials,bus 375 assignments,bus 375 help
Learn how to overcome the challenges brought by tech doc project estimation and cost tracking from the results of a real-world case study.
Presented by:
Barry Saiff - Founder and CEO, Saiff Solutions, Inc.
Presenting this set of slides with name - Initial Project Meeting Agenda Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of twenty seven slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
A quick introduction about PMP certificate, how to obtain one and what is process groups and knowledge areas, PDUs and other certificates offered by PMI.
PMI - Project Management
Brief introduction to project management and project management toolsNathan Petralia
A brief introduction to project management, methodologies (waterfall, hybrid, agile, kanban, dedicated resources), project management tools, how to achieve success in 5 steps.
=== Drop me a note on LinkedIn if you want the PPT version ===
Agile Cafe Boulder - Panelist and keynote slidesCloud Elements
Agile Cafe, 2/3 in Boulder, CO. Presentations from Adam Woods at StoneRiver, Bill Holst at Colorado Springs Utilities and keynote by Jean Tabaka at Rally Software.
Are you gearing up for the Project Management Professional (PMP) exam? Feeling a tad overwhelmed by the sheer volume of information you need to absorb? Well, fear not, because we've got you covered! In this comprehensive guide, we'll delve into 100 WATERFALL PMP Questions and Answers that will help you ace the exam with confidence. So, grab your coffee, get comfy, and let's dive right in!
cPrime's latest Agile Meetup discussion will center around methods for how to monitor and validate the performance of agile.
Many firms that have been doing agile can not determine how or if it has had an impact on the company. Agile expert, Jeff Howey will discuss ways to evaluate agile performance. Join our webinar to learn how to identify the benefits of agile and uncover the differences between companies that exhibit "agile-like" behavior and highly functioning teams.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
Join us for a highly interactive and customized Agile Webinar that will uncover the most prominent, common and troubling roadblocks experienced by organizations trying to adopt agile and will offer solutions to overcome these obstructions!
Broadcasted: June 15th, 2012 by Jeff Howey, cPrime Agile Coach
To view this live webinar visit: http://cprime.eleapcourses.com/
For more information on Agile & cPrime visit: www.cprime.com
What have you heard about Agile? Trying to decide if Scrum or Kanban is a better approach for your particular team? Are you asking yourself if functions outside of Application Development, such as Marketing, Ux Design, Infrastructure, benefit from Agile techniques? Do you want to know some basic, but powerful, concepts to approaching your release cycle? Do you have complex dependencies or fit in a non-agile PMO environment but want to be agile?
If you answered yes to any of these questions, join us for a webinar walking through these key concepts:
· Agile is not just a framework for software development, it is a way of thinking that can span the business
· Agile gives a more clearly understood measure of progress than traditional Status Reports or Project Plans
· Agile can be done within structured, well-defined PMO processes
· Agile improves the ability to manage Customer and Stakeholder Expectations
We will also discuss some high-level similarities and differences between Scrum and Kanban along with recommendations to incorporate both into your overall strategy, even when your enterprise-at-large needs to continue some projects using a traditional plan-driven approach.
Watch the recorded version of this Webinar here:
Curious about Continuous Integration? Tune in!
Continuous Integration (CI), which is a big part of continuous delivery, is the concept of continuously building and testing software using an automated process. We have learned that utilizing CI could help us catch bugs earlier, enable better visibility, reduce repetitive processes, enable the development team to produce deployable products at a moment's notice, and reduce risk overall.
These slides will identify the various levels of continuous integration and delivery with regards to a release maturity of the development team or parent organization.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
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This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
South African Journal of Science: Writing with integrity workshop (2024)
Escaping the Waterfall: Reducing Risk with Agile Development with Scrum
1. The Price of Uncertainty: Why Agile Projects Succeed when Others Fail cPrime, Inc. 4100 E. Third Ave, Suite 205 Foster City, CA 94404 650-931-1651 www.cprime.com
11. Does not have a Doctorate in Physics from Princeton University2
12. Today’s Agenda Introduction Case Study: Well Planned Failure Doing the Math Lessons Learned Case Study: How It Might Have Succeeded Conclusion 3
13. Outline Introduction Case Study: Well Planned Failure Doing the Math Lessons Learned Case Study: How It Might Have Succeeded Conclusion 4
14. Introduction Everyone talks about uncertainty,… … but no one does anything about it. That’s because you can’t eliminate it You can only reduce some of it,… … and cope with the rest Many claim that agile projects work better than waterfall projects when uncertainty is high Is this true? We will see… 5
15. Outline Introduction Case Study: Well Planned Failure Doing the Math Lessons Learned Case Study: How It Might Have Succeeded Conclusion 6
16. Case Study: Well Planned Failure - Context The year was 1995…. 6 Months have gone by since NetMarket performed the first secure credit card transaction on the web – sold a C.D. for $12.48 The top billboard hit was Coolio’sGangsta Paradise The #2 billboard hit was…… Waterfalls by TLC After 3 Months in the Bay Area 7
17.
18. Governance Model included PMO, & 5 Primary teams: (Architecture, Development, Business Analysis / Process, Change Management / Training Testing)
21. Complete Executive Buy-InCompany: National TeleCom Provider Program Objective : Develop a Custom, GUI based Provisioning and Service Application Methodology: Waterfall 8
42. Outline Introduction Case Study: Well Planned Failure Doing the Math Lessons Learned Case Study: How It Might Have Succeeded Conclusion 12
43. The Theories Agile (Scrum) processes succeed where Waterfall processes fail This is a big claim It sounds arrogant Promoters are often pushy and ideological A carefully-planned waterfall process is the most efficient and successful way to run a project This is a big claim It sounds arrogant Promoters are often pushy and ideological 13
45. Why we don’t Trust Statistics Statistics can lie There are lies, damn lies, and statistics Select your truth, find statistics to back it up “Who are you going to believe? Me, or your lying eyes?” Math does not lie Results are provable Can assumptions can be wrong? Yes Take nothing on faith So put theories to the test! 15
47. Put the Theories to the Test! Design a Gedanken Experiment to test the success of Scrum and Waterfall projects Build mathematical models for each Conduct the experiment Learn from the results 17
48. Experiment: Build a Data Warehouse / BI System A company wants to provide a reporting (Business Intelligence) capability for customers The initial concept calls for six reports Basic tasks Build production environment Configure servers with database, reporting software Create DB tables in various environments Develop ETL processes to transfer data to reporting DB Write reports 18
49. System Architecture OLTP (Online Transaction Processing) database Stores data from company’s business applications Replicated source DB Contains copies of OLTP data needed for reports Staging DB ETL (Extract-Transform-Load) process transforms source data into this DB, whose design is appropriate for report generation Report DB Replication of staging DB, used only by the reporting software Report server Reporting application. Generates reports created by developers. 19
50. Build the System in Two Ways Two types of project One big “Waterfall” project An “Agile” project with six iterations Only difference is scheduling! One big project versus six iterations Other agile practices are not considered Both are subject to same constraints Requirements have been set Team sizes are the same Funding is available for one year Both are subject to the same uncertainties See how they compare 20
51. What Goes Wrong Estimates are low All planned work takes 25% more time than expected Issue with source DB Source table used by Report #2 has 80 million records. Special processing for table adds 3 weeks to schedule. Upgrade Reporting vendor upgrades app 10 months into the project. Upgrade required to fix critical bugs, adds 3 weeks to schedule. Duplicate Data Several source tables for Report #3 have duplicate data. Handling this problem adds 3 weeks to the schedule. Production deployment is harder than expected. Problems add 3 weeks to the schedule. 21
52. Waterfall Project: The Planned Schedule Predict the project will complete in about 9 months Have room for three-month schedule buffer 22
53. Agile Project: The Planned Schedule Predict project will complete in 13 months Pessimistic: Assumes 20% more effort per report than for Waterfall Project Report #1: Takes 3 months, including initial server setup Reports 2—5: Take 2 months each Report #6: Won’t finish in Year 1 23
54. Comparison: Plans for Waterfall and Agile Projects Waterfall Project takes 9 months, Agile Project takes 13 Agile Project has more overhead Waterfall Project is more efficient Waterfall Project delivers all functionality in funding period Agile Project runs out of money before completion Requires de-scoping (remove Report #6) Waterfall Project is clear winner 24
55. Waterfall Project: The Actual Schedule Add effects of uncertainty to 9-month schedule Add 25% across the board: Expand to 11 months Add four 3-week delays: Expand to 14 months The money ran out at 12 months The project was cancelled The project failed It delivered nothing It produced no revenues The entire investment was wasted Money Spent + No Results = Lay off project team? 25
61. Schedule Comparison: Waterfall to Agile Project Uncertainty impacted both projects Schedules lengthened 14 months for the Waterfall Project (+44%) 19 months for the Agile Project (+36%) Neither project delivered requested scope in Year 1 27
62. Value Comparison: Waterfall to Agile Project Within the budgeted one-year period Agile Project delivered three working reports Waterfall Project delivered no reports By end of Year 1 Agile Project brought in revenues Waterfall Project brought in nothing Implications for Staff Retention / Growth Agile project ROI encourages Waterfall project’s zero ROI discourages Implications for Year 2 Agile Project’s first-year revenues encourages extension Waterfall Project stays canceled 28
63. Outline Introduction Case Study: Well Planned Failure Doing the Math Lessons Learned Case Study: How It Might Have Succeeded Conclusion 29
64. Lessons Learned We can learn a lot from this gedanken experiment Lessons revolve around how schedule relates to Uncertainty Risk Return on investment 30
65. Uncertainty Affects Return on Investment When uncertainty is low, ROI is a calculation Project takes X months, costs $Y, will yield $Z revenue Estimate Net Present Value, Internal Rate of Return, etc. When uncertainty is high, ROI is a gamble Projects might not finish Oops! It was late by factor of 3, then company went out of business Funding might disappear Business priorities changed. We’ll do rear-view mirrors, get out of tire business. Customer interests can change Last year’s best-selling Pet Rock is this year’s gravel High uncertainty = high risk of wasting entire investment 31
66. Manage Uncertainty by Reducing Risk… Think of this visit to the doctor Patient: “Doc, my back hurts when I lift heavy weights. What should I do?” Doctor: “Lift smaller weights.” Don’t make a few big investments over long periods and expect big returns There may be no returns You may lose all of your investment 32
67. …and Speeding up Delivery of Value Make small investments for short periods to get small returns Risk is smaller with small investments Losses are less painful, when they occur Uncertainty is reduced due to shorter time periods Less time and less scope for problems Flexibility is greater More opportunities to change direction Large projected ROI is worthless if project never completes Better to deliver some value, soon, than risk large value, never Deliver increments of value as soon as possible Early ROI in pieces is better than big ROI at end Efficiency, later is seldom as important as value, soon 33
68. Summary of Lessons Learned In high-uncertainty projects Risk of failure is high Schedules can become meaningless All-or-nothing plans invite disaster Better to plan for the schedule to be wrong Tailor strategy to perform even when schedule is toast Change your plan to deliver value Do not estimate schedule, plan to deliver all value at end Ask, “How can I deliver the most value in… The next [month | three months | six months] Deliver planned scope in useful increments, ASAP Value sooner is better than value later Some value this year is better than a cancelled project 34
69. Outline Introduction Case Study: Well Planned Failure Doing the Math Lessons Learned Case Study: How It Might Have Succeeded Conclusion 35
70. Case Study: How It Might Have Succeeded Divide project into short iterations Deliver value with each iteration Work closely with customer to validate deliverables Adjust course based on feedback Worst case: Cancel project early Before wasting complete investment 36
71. Outline Introduction Case Study: Well Planned Failure Doing the Math Lessons Learned Case Study: How It Might Have Succeeded Conclusion 37
72. Conclusion High-uncertainty projects drive “agile process frameworks” (such as Scrum) Long-term, fixed-scope projects break when uncertainty is high Small iterations bring big benefits Risk reduction Improved ROI through early delivery 38
73. Crossing the Gap to an Agile World The transition from Waterfall to Scrum can be difficult No part is easy “Easiest” part is changing how development work is done Hardest parts include Changing customer, stakeholder expectations about schedule commitments Changing business process around the development work Suggestions to ease the transition Pick “low-hanging fruit” first Plan more short projects, instead of long projects Get training and mentoring for migration to Scrum 39
74. Discussion One “Candy Point” per speaker (while they last) War Stories! What projects failed? Why? Success Stories! What projects succeeded? Why? Bonus questions (2 Candy Point for first right answer): Who was Albert Einstein? What does “gedanken” mean? What is the key difference between the Special and General Theories of Relativity? cPrime, Inc. www.cPrime.com 650-931-1650 Educating. Consulting. Leading. 40
Editor's Notes
One of Albert Einstein’s favorite expressions. It means “thought experiment.” A gedanken experiment is a description of an experiment that could in principle be conducted. The purpose is to gain deeper understanding of a theory or question.
Candy Point: Give / toss a candy to each audience person who speaks, until we run out.