Deliver Projects On Time, Every Time

Deliver Projects On Time, Every
Time!
(Applying PMBOK Guide to Agile
Software Development)
®

Ken Whitakerı

Copyright © Leading Software Maniacs, LLC. All Rights
Reserved.

Are You in the Right Class?
§  There appears to be a gap …

Reserved.

Copyright © Leading Software Maniacs, LLC. All Rights Reserved.

Deliver Projects On Time, Every Time- AM 1

Are You in the Right Class?
§  This seminar is designed to bridge that gap

Reserved.

Time!
(Applying PMBOK Guide to Agile
Software Development)
®

Ken Whitakerı

Reserved.



Background
Ken Whitaker, PMP, CSM
§  Over 25 years of software leadership
experience
§  Speaker at dozens of software industry events
§  Creator of Software Success
“Delivery of On-time, Bug-Free Software” US/
Canadian tour
§  Project Management Professional (PMP)®
§  Certified ScrumMaster
Reserved.

Background
Ken Whitaker, PMP, CSM
§  Author of Managing Software
Maniacs (J Wiley & Sons)
§  Author of Principles of
Software Development
Leadership
(Course Technology PTR)

Reserved.



Drawing For a Free Book!
Leave your business card on the back table.
One free copy of Managing Software Maniacs
will be given away at the end of the class!

Reserved.

Drawing For a Free Book!
Leave your business card on the back table.
One free copy of Managing Software Maniacs
will be given away at the end of the class!

Reserved.



Legal Stuff …
Leading Software Maniac Marks
Applying Project Management Principles to Software Development
Leadership, Principles of Software Development Leadership, 4Ps,
Leading Software Maniacs, Soft-Audit, jus’ e’nuff, Nerd Herd Game, the
4Ps logo, the Leading Software Maniacs logo, and the Nerd Herd Game
logo are marks of Leading Software Maniacs, LLC.
Project Management Institute Marks
PMI, PMP, PMBOK, the PMI logo, and the PMI Registered Education
Provider logo are registered marks of the Project Management Institute,
Inc.

Reserved.

One simple question…

What do you want to learn today?
Reserved.


16


Agenda
Morning
§  Is a New Process Methodology Needed?
§  Align to Your Company Vision
§  Introduction to Agile Thinking
§  Overview of the Agile Workflow
§  What Have We Learned?

Reserved.

Agenda
Afternoon
§  How the Scrum Workflow Really Works
§  Define Project Scope the First Time
§  Successfully Transition to an Agile Organization

Reserved.



Agenda
Morning

Reserved.

Is a New Process Methodology
Needed?
Topics:
§  Statistics You May Not Want to Know About
§  The Importance of Process
§  Is Waterfall All That Bad?

Reserved.



Needed?
Disclaimer

This class is not a ScrumMaster
Certification class!

Reserved.

Needed?
Disclaimer

This class is
Sooo, if that’s what not a ScrumMaster
you thought—pack
Certification class!
your bags and
GIT OUT!

Reserved.



Needed?
Statistics You May Not Want to Know About
§  Was your project successful?

Succeeded
29%

Failed
18%

Challenged
53%

CHAOS 2004 Resolution of Projects survey results (The Standish Group)

Reserved.

Needed?
§  Key impacts from project failure
1.  Restarts
2.  Cost overruns
3.  Time overruns

CHAOS 2000 survey results (The Standish Group)

Reserved.



Needed?
§  Do large projects and large software companies
(with lots of resources) predict success?
Project Size

People

Time (in Months) Success Rate

< $750K

6

6

55%

$750K to $1.5M

12

9

33%

$1.5M

25

12

25%

> $10M

500

36

0%
CHAOS 2000 survey results (The Standish Group)

Reserved.

Needed?
§  And, there’s more …
§  Requirements change about 25% of the time
… talk about being set up for failure!

Reserved.



Needed?
§  Over 50% of requested features aren’t even used
Could this
be an
example of
the 80/20
rule?

Always
7%
Often
13%
Never
45%

Sometimes
16%

Rarely
19%

Jim Johnson, XP 2002 requested feature survey results (The Standish Group)

Reserved.

Needed?
The Importance of Process
§  PMI® provides guidance for process
management
§  About 300,000 project managers belong to PMI
§  Many are in the technology (software) world …
… and struggling with embracing agile concepts

Reserved.



Needed?
§  How many of you belong to PMI®?
§  PMI has worldwide recognition
§  How many of you that belong to PMI are
Project Management Professional (PMP)®
certified?
§  The PMBOK ® Guide is the key reference of PMI
and for PMP® certification
§  PMBOK ® Guide updated every four years
Copyright © Leading Software Maniacs, LLC . All Rights
Reserved.

Needed?
§  Project Management
The application of knowledge, skills, tools, and
techniques to project activities to meet project
requirements
§  Project Management System
The set of tools, techniques, methodologies,
resources, and procedures used to manage a
project
Reserved.



Needed?
Two class types of projects
§  Predictive
§  Adaptive

Reserved.

Needed?
§  Definitive guide for project best practices
§  Divided into nine knowledge areas
Integration

Scope

Time

Cost

Quality

Human
Resources

Communications

Risk

Procurement

Reserved.



Needed?
§  Five distinct, sequenced process groups
Process Groups
Initiating

Planning

Executing

Monitoring &
Controlling

Closing

Reserved.

Needed?
§  Each knowledge area defines processes
Process Groups
Implementation
Initiating

Planning

Executing

Monitoring &
Controlling

Closing

Reserved.



Needed?
Best Practice
§  Every project manager and every software
manager should:
§  Join PMI®
§  Become Project Management Professional
(PMP)® certified

Reserved.

Needed?
§  A process should provide predictability
§  Repeatable set of steps
§  Guidance for the team (rules of engagement)
§  Clear roles and responsibilities
§  Produces results that deliver quality projects
on time

Reserved.



Needed?
Famous Last Words
§  A not-so-famous marketing consultant said
“Any software development team can get by
without a process once …
… but they’ll always get beaten by a competitor
with a process in the long run.”

Reserved.

Needed?
Is Waterfall All That Bad?
§  A
logical,
ordered
set of
steps
Requirements

Design

Detailed Design

Coding & Debugging

Testing &
Documentation

Release
Time

Reserved.



Needed?
§  Highlights
Feature

Description

Specifications

Well-defined requirements and specifications

Schedules

Laid out usually to a specific date (desired)

Sequence of Events

One process after another (mostly)

Adaptable to Change Not at all, any change usually slips the schedule
Easy to Understand

Yes, especially to non-technical stakeholders

Involve Customers

Near the end of a project (or with a beta program)
Reserved.

Needed?

Waterfall projects encounter risks
late in a project’s life cycle

Risk Impact

§  There’s
the
impact
of
risk…

Waterfall

Time

Reserved.



Needed?
§  According to Steve McConnell’s Rapid
Development, there are waterfall variations
§  Sashimi waterfall
§  Waterfall with subprojects
§  Also, jot down how much time you and your
team dedicate to meetings per week on a
typical project?

Reserved.

Needed?
§  According to Agile & Iterative Development, the
waterfall method has some real deficiencies
1.  Users aren’t always sure what they want …
… and once they see the work, they’ll want
it changed
2.  Details usually come out during the work
3.  Forcing up-front specs are rarely accurate

Reserved.



Needed?
§  Final thoughts
§  Waterfall is a long series of consecutive steps
… that appear disconnected
§  Handoffs are typically sloppy
§  Success seems far, far away
§  Integration and late testing introduce risk
§  In practice, schedules are rarely predictable
Reserved.

Agenda
Morning

Reserved.



Align to Your Company Vision
Topics:
§  Partner with Product Management
§  Introducing the Decision Pyramid
§  Clearly Define the Project Charter

Reserved.

Project Integration Management Knowledge Area
§  How important is setting the vision at project
initiation?
Process Groups
Implementation
Initiating

Planning

Execution

Monitoring &
Controlling

Closing

Develop Project
Charter

Develop Project
Management
Plan

Direct and
Manage Project
Execution

Monitor and
Control Project
Work

Close Project or
Phase

…

Reserved.



Partner with Product Management
§  Close collaboration required
Project
Management
Product
Management

Development
Management

The “Boss” (Customer)

The Project Team

Clear ownership of the
Specification (the
WHAT)

Clear ownership in
building of the product
(the HOW)

Collaboration is required!

Reserved.

§  Frequent interactions assume:
§  Many decisions throughout life cycle
§  Unified overall roadmap
§  Success requires collaborating
§  Roles will blend and sometimes cross over

Reserved.



§  Deciding which features are in scope
Out of Scope
Possibly In Scope

E

In Scope

A

C

B

D
J

G

F

H

I
L
M
K

Reserved.

Introducing the Decision Pyramid
§  Let’s group Stakeholders into decision makers
(“decisionakers”)
Decisionaker

Description

Company

Most concerned about the business

Employee

The team producing the product or service

Customer

Users and resellers

Reserved.



§  Story Time…
§  Probability of failure
§  Decision to attempt all features
§  It didn’t go quite as expected
§  What was the decision criteria?

Reserved.

Movie Time

Excerpt copyright © 1990, 20th Century Fox, Miller’s Crossing. Joel and Ethan Coen.

Reserved.



§  Define how decisions are to be prioritized
#1 Decisionaker – the King of the
Mountain, who generally makes the
decision?

1
Company

?

#2 -- Who is next most
important if the #1 group can’t
decide?

2

Employee
Customer

3

#3 – Last but definitely not least,
Who provides the foundation that
everyone relies on (when #1 and
#2 can’t decide)?

Reserved.

§  So what does your Decision Pyramid look like?

1
Company

?

2

Employee
Customer

3

Reserved.



§  Here’s a sample Decision Pyramid that works

Customer
1
2
Company
3
Employee

Reserved.

Best Practice
§  Keep decision criteria simple and intuitive
§  Consistently apply Decision Pyramid
methodology
§  Remind the staff by reinforcing how decisions
are made
§  Take a lesson from Guy Kawasaki: “Make
meaning, not money.”

Reserved.



Time!

Reserved.

Clearly Define the Project Charter
§  How many of you start a project with a Project
Charter document?

Reserved.



§  What it is
Provides the initial requirements to formally
authorize a project
§  Who benefits
Every Stakeholder knows what the project is all
about

Reserved.

§  What is the output?
§  Designate a project manager
§  Provide information
§  Objectives are set
§  Results in the sponsor funding the project

Reserved.



§  What does it include?
§  Clarification of the business need
§  Justification for the project
§  Defines market requirements
§  Briefly describes the product or service

Reserved.

Best Practice
§  According to the PMBOK

®

Guide:

There is no project
if there is no Project Charter.

Reserved.



Agenda
Morning

Reserved.

Introduction to Agile Thinking
Topics:
§  Quick Agile History Lesson
§  Developing Quality Products the Agile Way
§  Case Studies
§  Why Focus is So Critical

Reserved.



§  Started in 1986 with Fuji, Honda, Canon, …
… decided to build products differently
1.  Small, cross-functional teams
2.  Work is timeboxed (fail early, fail quick)
3.  Adapt to change along the way

Reserved.

§  Result: got to market faster, Japan shook its
“Made in Japan” stigma
§  Where did this concept came from anyway?

Reserved.



Quick Agile History Lesson
§  Inspired by W.
Edwards Deming
(an American!)
§  Belief that designed-in
quality development
requires frequent
P-D-S-A cycles

Plan

Do

Act

Study

Reserved.

§  In 2001, a software development workshop
coined the term “agile”
§  A number of competing agile software
methodologies were developed
Agile

Less structured,
more adaptable

Ad hoc

Scrum

XP

Waterfall

More structured,
less adaptable

Reserved.



§  Agile Alliance’s “The Agile Manifesto”
emphasizes time and team efficiency
Key Agile Principles
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

Reserved.

§  Scrum is not an acronym, but a Rugby term
§  Ken Schwaber and Jeff Sutherland created it
through evolution on aScrum isn’t just
real project
for
§  Formed the Scrum Alliancesoftware
and …
development,
neither!
… formalized Certified ScrumMaster training
§  Over 40,000 trained to date
§  Scrum is a key part of the “agile family”

Reserved.



Developing Quality Products the Agile Way
§  Certified ScrumMasters act as project
managers, but they report to the team
§  Customer (user) provides the guidance
§  Fixed timeboxed delivery (no exceptions)

Reserved.

§  Self-managed teams, minimal bureaucracy
§  Quality tests validate product along the way
§  Co-located and focused, focused, focused, …
§  Frequent communication and transparency

Reserved.



§  The Triple Constraint
is a popular PMBOK ®
Scope
Guide concept ...
... with dependent
relationships between
Quality
scope, cost, and time
Cost

Time

Reserved.

§  When the feature
set (scope) expands
Expand feature set
Scope
or the effort takes
longer
than expected ...
Quality
... cost and time
expand
Cost
Cost
... not good!

Time
Time

Reserved.



§  But with agile, the
Triple Constraint
Cost
Scope
is turned upside down
§  Scope (feature set) is
Quality
driven by predefined
Quality
budget (cost)
and schedule (time)
Cost

Time

Scope

Time

Reserved.

§  Using the Scope Management knowledge area
Process Groups
Implementation
Initiating

Planning

Executing

Monitoring &
Controlling

Collect
Requirements

Verify Scope

Define Scope

Closing

Control Scope

Create WBS

Reserved.




Risk
Impact

Agile projects attack
risks early

Waterfall
Agile

Time

… and risks steadily
decrease near release

Reserved.


Risk
Impact


Waterfall
Agile

Time

Reserved.



§  Risk Management knowledge area
Process Groups
Implementation
Initiating

Planning

Executing

Plan Risk
Management

Monitoring &
Controlling

Closing

Monitor and
Control Risks

Identify Risks
...

Reserved.

Case Studies
§  Nokia
§  Patient Keeper
§  Symantec
§  Salesforce.com
§  Real Software

Reserved.



Why Focus is So Critical
§  Habit is to multitask your senior staff
§  According to Peopleware, you are at your best
when you reach “flow”
§  According to Slack, immersion (or “emotional
inertia”) is what your want

Reserved.

Exercise
§  Open your workbook and make 3 columns like
Integers
Letters (A, z)
Roman
this:
1

A

I

…

…

…

26

Z

XXVI

§  You have 30 seconds to fill across the table
§  Ready?
§  Go!
Reserved.



Exercise
§  Open your workbook and make 3 columns like
Integers
Letters (A, z)
Roman
this:
1

A

I

…

…

…

26

Z

XXVI

§  You have 30 seconds to fill down the table
§  Ready?
§  Go!
Reserved.

Just the Facts
§  You can measure this with this simple formula:
E-factor % =

Uninterrupted hours
Body-present hours

§  For example if you have 6 uninterrupted hours
out of 8, your E-factor is 75%
§  If one person’s E-factor is 25% and another is
50% ...
… the first worker has to work twice as hard
Reserved.



§  According to Tom DeMarco’s Slack, balancing
too many tasks carries a price!

Hours of Producrtivity

Software Developer
Productivity
7
6
5
4
3
2
1
0

A steady decline in
available time (not
to mention lack of
focus)

1

2

3

4

5

Projects Task Switching Per Day

Reserved.

§  Focus with the Human Resource knowledge area
Process Groups
Implementation
Initiating

Planning

Execution

Develop Human
Resource Plan

Monitoring &
Controlling

Closing

Acquire Project
Team
Develop Project
Team
Manage Project
Team

Reserved.



§  Impact of excessive multitasking
§  Unhappy workers
§  Not living up to full potential
§  Costs more
§  Impacts the team
§  Let’s take just 1 minute and brainstorm …
… What can you do to improve a team’s focus?
Reserved.

Time!

Reserved.



Agenda
§ 
§ 
§ 
§ 
§ 

Is a New Process Methodology Needed?
Overview of the Agile Workflow
What Have We Learned?

Reserved.

Topics:
§  Key Agile Roles
§  The Agile Project Manager
§  Introduction to XP
§  Basic Scrum

Reserved.



Key Agile Roles
§  Product Owner: Ultimately responsible for the
project’s success
§  ScrumMaster: Agile, the
In Coordinator, facilitator, and
Project Manager
obstacle-remover
reports to the
§  Development Team: Works to deliver the
team!
project to market
§  Customer: The ultimate authority, the Boss!
(Somebody must be the customer advocate)
Reserved.

The Agile Project Manager
§  It is all about being flexible …
… while adhering to a plan and a process

Less structured,
more adaptable

Ad hoc

Scrum

XP

Waterfall

More structured,
less adaptable

Reserved.



Movie Time

Excerpt copyright © 1993, New Line Cinema, Gettysburg. Ron Maxwell.

Reserved.

Process Group

Common Definitions

Initiating

Starts these process cycles

Planning

Establishes objectives and processes

Executing

Implement processes (“do the work”)

Monitoring &
Controlling

Track and apply improvements prior to
beginning of the next implementation

Closing

Ends the process cycles (Release!)

Reserved.



PDSA

Process Group

Common Definitions

Initiating

Sets the vision, starts these process cycles

Plan

Planning


Do

Executing


Study

Monitoring &
Controlling


Closing


Act

Reserved.

§  How PMBOK ® Guide process groups relate
§  PDSA: Progressive elaboration is both a project
management
Planning
Executing
concept and
Plan
Do
Initiating
Closing
an agile
concept
Act

Study

Monitoring and Controlling

Reserved.



§  PDSA: Agile can map onto PMBOK® Guide
process groups
§  “Discover
Planning
Executing
and deliver”
Plan
Do
Initiating
Closing
cycles
iterate until
the project
Study
Act
is done
Monitoring and Controlling

Reserved.

PDSA

Process Group

Common Definitions

Initiating

Sets the vision, starts these process cycles

Plan

Planning


Do

Executing


Study

Monitoring &
Controlling


Closing


Act

Reserved.



Introduction to XP
Work performed: Pairs pick Story Cards,
Create tests first, integrate, and validate
often with the customer

Explore and
create initial
Stories
1

2

Release
Planning

3

4

Iteration
Planning

Continue if Story Cards aren’t completed

Reserved.

Introduction to XP
Feature

Description

Specifications

Described as “stories”

Schedules

Project will have a certain number of cycles

Sequence of Events

Short cycle development, iterations follow another

Adaptable to Change Thrives on change
Easy to Understand

Concept of pair programming can be confusing

Involve Customers

Cohabitation with the team may not be possible
Reserved.



Show of Hands
§  How many of you already build products
nightly? ____
§  How many of you have dedicated testers? ____
§  How many of you have invested in automated
testing tools and technology? ____
§  How many of you are lying? ____

Reserved.

Basic Scrum
§  Timeboxed mini-development cycles
§  Each
Timebox
Timebox
Timebox
timebox
Plan
Do
is a fixed
Iteration
3
Iteration
Iteration
1
cycle
2
Ok?
Ok?
Ok?
§  Each, a
Study
Act
series of
PDSAs
Are you
kidding?

“Let’s ship this
pig!”

Not bad, just
not yet

Reserved.



Best Practice
Agile Methodology is geared towards
reducing complexity into small chunks
(“Sushi Delivery”) …
The goal is for your team to
operate in a quality “delivery” rhythm …
The mechanics are tough,
but the benefits can be great!
Reserved.

Basic Scrum
§  Scrum flow is intuitive, customer-driven, and
emphasizes team collaboration
The Sprint

1

2

Product Backlog

Work: Daily development,
check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4

5

Meeting: Sprint
Review

Meeting: Sprint
Meeting: Create Planning
Meetings: Daily
Product Backlog
Scrum

Ship!

Reserved.



Basic Scrum
§  Step 1: Create the Product Backlog
The Sprint

1
Product Backlog

Meeting: Create
Product Backlog

Reserved.

Basic Scrum
§  Step 2: Sprint planning
The Sprint

1

2

Product Backlog

Sprint Backlog

Meeting: Sprint
Product Backlog

Reserved.



Basic Scrum
§  Step 3: The Sprint
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.

Basic Scrum
§  Step 4: Sprint Review
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4
Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.



Basic Scrum
§  Step 4: Sprint Review – Return for another
Sprint …
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4
Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.

Basic Scrum
§  Step 5: Sprint Review – or release the product!
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4

5

Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

ü
Ship!

Reserved.



Agile Software Project Best
Practices
Basic Scrum
§  Scrum Characteristics
Feature

Description

Specifications

Chisel away at feature backlog

Schedules

Fixed iterations

Sequence of Events

One iteration follows another in 30 day “sprints”

Adaptable to Change Thrives on change
Easy to Understand

Yes, few rules and very little documentation

Involve Customers

At sprint reviews at the end of each cycle
Reserved.

Best Practice
A Scrum-built product is
release-capable at the end of each Sprint …
… but may not be release-ready
We have rushed through a lot, we’ll cover this
entire process in more detail later …

Reserved.



The title of this training says it all: Deliver
Software Projects On Time, Every Time
§  The software industry as a whole is generally
not very productive
§  Waterfall technique isn’t adaptable to the work
that needs to “be discovered”
§  Customer-centric project decisions succeed
§  Embracing change (agile) transforms teams
§  Project management best practices can be agile
Reserved.

The title of this training says it all: Deliver
Software Projects On Time, Every Time
§  Having a company vision and reinforcing that
decision “tree” makes tough decisions easier
§  Embracing change (agile) transforms teams
§  Project management best practices can be agile
§  It is your job to keep staff focused
§  Scrum discovers and is adaptable to change

Reserved.



Time!

Reserved.



Deliver Projects On Time, Every Time

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