Is your organization using agile on some projects and classic waterfall on others? Are you concerned with integrating your agile projects into your current PMO, tool, and reporting structure? Are you afraid you might require two totally separate approaches? Steve Caseley believes you can support agile without having to introduce a new suite of tools. Project vision, release and sprint planning, product backlog management, and automated production of Scrum artifacts are all possible with your existing project management tools. Steve demonstrates how Microsoft Project and Project Online can provide full support for Scrum/agile projects. Having a framework based on existing tools is key, as it fully integrates your agile projects into established PMOs, ensuring consistency across your organization’s project portfolio independent of the delivery approach selected. Learn how to provide full support and manage all projects—both traditional and agile—in your portfolio in the same tool set.

1. Microsoft Project Basics 6/2/15
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Integrating Agile and Traditional
Projects in the Enterprise
Better Software Conference June
2015
Steve Caseley
Agenda
o Objectives
o The Challenge – Disparate Tools
o Requirements
o Definition of Ideal Agile Tool
o Being Agile with Microsoft Project
o Benefits and Wrap-up

2. Microsoft Project Basics 6/2/15
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Objectives
o Demonstrate how traditional tools, such as Microsoft Project, can
provide full support for Scrum/Agile projects.
o Show how you can leverage your existing investment in PM tools,
augmented with an Agile management framework that supports the
rituals, to effectively manage Agile projects.
Biography
o Steve Caseley PMP, PMI-ACP, PMI-SP, Scrum Master
• 35 Years experience in IT Consulting/Project Management
• Authored and edited Project Management Books
• Proactive PPM with Microsoft Project for Project Server and Project Online
• PMP and CAPM Exam Prep Questions and Answers
• PMP In Depth – Study Guide for the PMP exam
• Project Management Training (Agile and PMP)
• University Instructor (Graduate and Under Graduate)
• CBT Nuggets Instructor

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Definition of Agile
¢ “Scrum is an iterative and incremental agile software development framework
for managing software projects and product or application development. Its
focus is on ’a flexible, holistic product development strategy where a
development team works as a unit to reach a common goal’ as opposed to a
’traditional, sequential approach’. (Wikipedia, Scrum (software development),
2014)"
¢ “Agile software development is a group of software development methods
based on iterative and incremental development, where requirements and
solutions evolve through collaboration between self-organizing, cross-
functional teams. It promotes adaptive planning, evolutionary development
and delivery, a time-boxed iterative approach, and encourages rapid and
flexible response to change.” (Wikipedia, 2014)
The Challenge – Disparate Tools
¢ Traditional tools designed to support up-front planning and complex schedule development
¢ Agile tools designed for Backlog Management and short iteration plans
¢ Is there common ground?

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PMBOK
Agile
Manifesto
Scrum
Alliance
VERSUS
Agile/Traditional Development Comparison
Project Integration Management
¢ Do we have a project charter, project plan, manage and control work and deal with changes in
an Agile project?
¢ Yes – but in an Agile fashion
• Product Vision, Release Strategy, Iteration Plan
• Daily Standup, Backlog Management, Adding/Removing Stories from a sprint

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Project Scope Management
¢ Is Scope Management important to Agile?
¢ Project Level – sort of – product vision and backlog
¢ Release Level – more so, but still semi-fluid
¢ Iteration Level – absolutely
Project Time Management
¢ Does Agile require time management?
¢ Project level – expectation of results in X iterations
¢ Velocity
¢ Iterations- Performance against velocity measured by Burndown Charts

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Project Cost Management
¢ Do Agile projects have a budget?
¢ Very few things happen in business without a focus in costs, therefore we must report on
progress against the budget!
Project Quality Management
¢ Do we still test Agile code?
• Test Driven Development/Pair Programming
• Definition of Done
¢ Tracking testing activity
¢ Tracking and managing defects
¢ Retrospectives

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Project Human Resource
Management
¢ Is the Team important in Agile?
• Self-managed team
• Multiple resources on a single story
Project Communications
Management
¢ How do Agile projects report status?
¢ Information Radiators
• Product Backlog
• Story Card
• Daily Standup
• Iteration Review

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Project Risk Management
¢ Do Agile projects need a risk register?
¢ How is a team story/code smell/spike/refactor any different than a risk register?
Project Procurement Management
¢ Do Agile projects buy things differently?
¢ Spikes/Exploratory branches may use 30 day free trials!

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Project Stakeholder Management
¢ How do Agile projects keep Stakeholders engaged?
¢ 2 words – Product Owner
• Project Portal
Agile Versus Traditional
¢ All 10 Knowledge Areas apply
¢ Agile is definitely lighter-weight
¢ Agile has a much shorter time horizon
¢ Fundamentally, both focus on
achieving the same
end result

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Why do Agile projects use different
tools?
¢ To differentiate them from traditional projects?
¢ Specific Agile technique support
¢ Agile process guidance
¢ Sophistication of existing tools not needed and potentially limits use
Definition of an ideal Agile tool
¢ User Stories and Epic Management
¢ Backlog Prioritization
¢ High level resource planning and low level iteration planning
¢ Progress tracking via burndown charts
¢ Test Management
¢ Bug Management
¢ Customer Request Management
‘Agile Tools. The Good, the Bad and the
Ugly’ (Michael Dubakiv and Peter Stevens,
2008)

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Microsoft PPM Agile Template
¢ Microsoft Project Template
• Scrum Reports
• Product Backlog Management
• Agile Analyzer
• Process Support
¢ Supports Agile/Scrum Delivery Approaches
• Release and Iteration Management
• Agile Artifacts (Burndown Charts)
¢ Fully Integrated into Enterprise PPM
• Enterprise Resource Management
• Portfolio Management for Agile and Traditional projects
+
+
Project Online
Product Backlog Management
Product Backlog supported with
custom fields and views to track
and manage stories through a
defined story life cycle

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Story Life Cycle
Story Life Cycle – Business Team
¢ Product Owner accepts story
¢ Story is identified
¢ Story is approved

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Story Life Cycle – Project Team
¢ Story points are determined
¢ Story gets scheduled for release/sprint
¢ Story is included in a sprint plan
Full Agile Support in Microsoft Project
Microsoft Project configured
with custom fields, views and
process support needed for
successful Agile delivery

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Agile Reports
Agile Information Radiators
providing Burndown/up reports
at Sprint, Release and Project
levels
With Full Cost (or Work) Management
Reports at Project level provides
big picture allowing Agile
Projects to be measured using
traditional dashboard for cost
and schedule

15. Microsoft Project Basics 6/2/15
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Integrated Process Validation
Process support validation
ensures that established
practices are being followed,
freeing team to focus on
completing stories
Management Framework
Full support for the project,
release and iteration
management processes
ensuring full support for the
project and the product backlog

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Full PWA Integration
Agile projects can be published
to Project Server/Online to
provide single repository for the
enterprise
Enterprise Resource Management
Enterprise Resource
Management gets an accurate
view of resource capacity across
the entire portfolio: Agile,
Traditional and Support

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PWA Timesheet Support
A single timesheet for each team
member to capture both Agile
and Traditional Project work as
well as support and
administrative work
Benefits
¢ Single toolset reduces license fees and training costs
¢ Integrate reporting across all projects
¢ Supports hybrid traditional/agile projects
¢ Makes agile introduction less “intrusive”
¢ Easily customizable to suit your organization’s Agile implementation

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Wrap-up
¢ Agile projects CAN be delivered using traditional tools
• Tool needs to be “adjusted” to be Agile
• Mindset needs to remain Agile and not let the tool dictate how you manage your projects
¢ Single tool provides many benefits
• Reduced license costs
• Reduced training
• Single integrated environment
Steve Caseley
Steve.Caseley@senseiprojectsolutions.com
602-910-4062
Contact Information
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