PMBOK and Scrum can live together happily if used appropriately for the situation. While PMBOK focuses on detailed upfront planning and heavy processes, Scrum emphasizes iterative development, minimal documentation, and rapid adaptation to change. Both aim to deliver value to customers, but Scrum may be better for situations requiring flexibility and rapid time to market. The best approach is to use the right tools for each project's specific needs.
Organizational Influences and Project Life Cycle,PMP Chapter 2,PMBOK,PMP Exam...JustAcademy
Free notes on Organizational Influences and Project Life Cycle. Below topics will be covered in this chapter.
Organizational Influences
Organization Structure Functional
Organization Structure Projectized
Organization Structure Matrix
Organization Structure – Weak Matrix
Organization Matrix – Balanced Matrix
Organizational Structure-Strong Matrix
Organization Structure-Composite
Phase-to-Phase relationship
Project Life Cycle
Cost and Staffing Levels in Project Life Cycle
Impact of variables on Project Life Cycle
Project Life Cycle Types
Predictive Life Cycles
Iterative and Incremental Life Cycles
Adaptive Life Cycles
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
Organizational Influences and Project Life Cycle,PMP Chapter 2,PMBOK,PMP Exam...JustAcademy
Free notes on Organizational Influences and Project Life Cycle. Below topics will be covered in this chapter.
Organizational Influences
Organization Structure Functional
Organization Structure Projectized
Organization Structure Matrix
Organization Structure – Weak Matrix
Organization Matrix – Balanced Matrix
Organizational Structure-Strong Matrix
Organization Structure-Composite
Phase-to-Phase relationship
Project Life Cycle
Cost and Staffing Levels in Project Life Cycle
Impact of variables on Project Life Cycle
Project Life Cycle Types
Predictive Life Cycles
Iterative and Incremental Life Cycles
Adaptive Life Cycles
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
Presentation on the "Business Value of Agile Testing: Using Test Driven Development, Continuous Integration, Continuous Delivery, & DevOps," which are highly-disciplined contemporary new product development (NPD) approaches for rapidly building high-quality information technology-intensive systems. Identifies the motivation for agile methods, provide a brief introduction to agile methods, describe the fundamental mechanics of agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies (including rarely seen, late-breaking economic data and results from the top consulting firms). Defines agile testing and introduce basic and advanced agile testing practices, strategies, metrics, outcomes, costs & benefits, cost of quality, and statistical performance data. Introduces basic and advanced agile scaling practices, case studies of enterprise-level agile testing, Continuous Delivery, and DevOps at major Internet firms, and common agile testing tools and automation suites. Closes with a summary of agile testing adoption rates, common barriers to agile testing, organizational change models for agile testing, and a summary of the benefits of agile testing.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
Currently the most current PMBOK® Guide 5 update was done on December 2012. PMI has announced that the PMBOK® Guide 6th edition will be released towards the end of 2017.
Agile and Waterfall are two distinct methods of project management.
The Waterfall model can essentially be described as a linear model of project development. Like its name suggests, waterfall employs a sequential process. Development flows sequentially from start point to end point, with several different stages: Conception, Initiation, Analysis, Design, Construction, Testing, Implementation, and Maintenance.
In contrast, the Agile method proposes an incremental and iterative approach to project development. It was essentially developed in response to the limitations of Waterfall, as a way to give more freedom. The process is broken into individual models that team work on. There is no pre-determined course of action or plan with the Agile method. Rather, team-mates are free to respond to changes in requirements as they arise and make changes as the project progresses. Agile is a pretty new player to the development management. However, it has made substantial gains in use and popularity in the last couple of years.
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
The Product Backlog Refinement refers to activities that help us keeping the product backlog in optimal form. This overview presents all important aspects of this important analysis activity in SCRUM.
Project Planning Basics - Everything you need to start managing a projectKeely Killpack, PhD
This deck covers the basics of managing projects & project teams. Discusses scope, scheduling, issues/risks, templates, planning and recommended details. Everything is covered that would prepare the reader for effectively managing a project.
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
Presentation on the "Business Value of Agile Testing: Using Test Driven Development, Continuous Integration, Continuous Delivery, & DevOps," which are highly-disciplined contemporary new product development (NPD) approaches for rapidly building high-quality information technology-intensive systems. Identifies the motivation for agile methods, provide a brief introduction to agile methods, describe the fundamental mechanics of agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies (including rarely seen, late-breaking economic data and results from the top consulting firms). Defines agile testing and introduce basic and advanced agile testing practices, strategies, metrics, outcomes, costs & benefits, cost of quality, and statistical performance data. Introduces basic and advanced agile scaling practices, case studies of enterprise-level agile testing, Continuous Delivery, and DevOps at major Internet firms, and common agile testing tools and automation suites. Closes with a summary of agile testing adoption rates, common barriers to agile testing, organizational change models for agile testing, and a summary of the benefits of agile testing.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
Currently the most current PMBOK® Guide 5 update was done on December 2012. PMI has announced that the PMBOK® Guide 6th edition will be released towards the end of 2017.
Agile and Waterfall are two distinct methods of project management.
The Waterfall model can essentially be described as a linear model of project development. Like its name suggests, waterfall employs a sequential process. Development flows sequentially from start point to end point, with several different stages: Conception, Initiation, Analysis, Design, Construction, Testing, Implementation, and Maintenance.
In contrast, the Agile method proposes an incremental and iterative approach to project development. It was essentially developed in response to the limitations of Waterfall, as a way to give more freedom. The process is broken into individual models that team work on. There is no pre-determined course of action or plan with the Agile method. Rather, team-mates are free to respond to changes in requirements as they arise and make changes as the project progresses. Agile is a pretty new player to the development management. However, it has made substantial gains in use and popularity in the last couple of years.
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
The Product Backlog Refinement refers to activities that help us keeping the product backlog in optimal form. This overview presents all important aspects of this important analysis activity in SCRUM.
Project Planning Basics - Everything you need to start managing a projectKeely Killpack, PhD
This deck covers the basics of managing projects & project teams. Discusses scope, scheduling, issues/risks, templates, planning and recommended details. Everything is covered that would prepare the reader for effectively managing a project.
Agile and Scrum 101 – basics of Agile and Scrum
Scrum in 100 words:
• Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.
• It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).
• The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.
• Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.
In the presentation we discuss the basics of Agile and Scrum, the roles, ceremonies and artifacts. We add from our, from the trenches, lessons learned and better practices.
Introduction to Agile software testing - The 5th seminar in public seminar series from KMS Technology which have been delivering from 2011 in every two months
PMI and Scrum - bridging the gap
Presentation for PMI members and Agilists in Montevideo, Uruguay, introducing commonalities between Project Management and Agile approaches.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
5. History of PMBOK
• 1969: PMI established,
foremost advocate for the
project management profession
• 1987: First PMBOK
Established a standard and a lexicon
Introduced formal planning & control
5
6. History of “Waterfall”
• Waterfall Model
– Originated in manufacturing
and construction industries
– Highly structured physical environments
=> after-the-fact changes are
prohibitively costly
• 1970: Winston Royce article
– Showed waterfall as an example of a flawed,
non-working model
6
7. Winston Royce’s “Grandiose” Model
“Single Pass” phased model
to cope with US DoD
regulatory requirements
“I believe in this concept, but the
implementation is risky and invites failure.”
Winston W. Royce, “Managing the development of large
software systems”, Aug 1970
7
8. Winston Royce’s “Problem” Model
Problem:
Testing phase, at the end of Development
cycle, is the first time the integrated
components are “experienced”.
Failure may require a major redesign,
or modifying the requirements.
Can expect up to 100% schedule and/or cost overrun.
8
10. History of Scrum
1993 – Jeff Sutherland @ Easel Corporation
• Vertical-licing
• January 1994: first Scrum, self-organized team, half-
day planning, Monthly Demo to the CEO
• February: added “daily Scrums”
• March: pairing, “swarming” on top priorities
1995 – Scrum paper at OOPSLA,
Ken Schwaber and Jeff Sutherland
10
11. The Agile Manifesto - 2001
We are uncovering better ways of developing software.
Through this work we have come to value:
• Working software over comprehensive documentation
• Individuals and interactions over processes and tools
• Customer collaboration over contract negotiation
• Responding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more.
11 11
12. PMBOK and Scrum: Similarities
• Deliver the right thing Scope
(on time, on budget)
Time Budget
12
13. The biggest danger in
Project and Product
Management:
Building
the
wrong
thing!
Page #
13
14. PMBOK and Scrum: Similarities
• Deliver the right thing
• Communicate, communicate, communicate
14
17. PMBOK and Scrum: Similarities
• Deliver the right thing
• Communicate, communicate, communicate
• Progressive elaboration
17
18. Continuous Evolution of Product Backlog
Initial Refined Ready End of S1
S S
1 2
R R S S
1 1
2 3
S S
3 4
S
4 R
R R 2
2 2 R
2
R R R
3 R 3
3
3
19. PMBOK and Scrum: Similarities
• Deliver the right thing
• Communicate, communicate, communicate
• Progressive elaboration
• Cyclical: Plan, Execute, Monitor & Control
19
20. SURPRISE!
• Agile practices are aligned with PMBOK process
groups: initiating, planning, executing, monitoring,
controlling, closing
• In each iteration:
– Planning, executing,
monitoring, controlling
– Manage: Scope, time,
cost and quality
20
25. PMBOK and Scrum: Differences
• Agile Focus: Minimize Waste (“Muda” in Lean)
• “Heavy” vs. “Light” process, umpteen checklists
• Maximize “work not done”
25
26. 64% implemented features are
rarely or never used
Focusing on customer needs ensures:
the right features are built
Sometimes Rarely not wasting effort (and resources) on
16% 19%
Often features that are not needed
13%
Always
7%
Never While the figures may vary by
45%
company, principle remains:
Only build the features that the
client/users need
Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in:
http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
Sample: government and commercial organizations, no vendors, suppliers or consultants
26
27. PMBOK and Scrum: Differences
• Agile Focus: Minimize Waste (“Muda” in Lean)
• “Heavy” vs. “Light” process, umpteen checklists
• Maximize “work not done”
• BDUF vs. build in increments, vertical slices
• Adaptability!
• Fail fast, inspect and adapt, keep learning
-> creates a “learning organization”
27
28. Waterfall, Agile and Scrum:
Characteristics
Waterfall Agile : Iterative Development
Scrum
Specifications Upfront, Detailed Emergent Design
• Daily “standup” status checks ≤ 15mins
• Delivery rhythm in iterations (Sprints)
• Demo & Retrospective at end of ea. Sprint
Linear hand-offs: Cross-functional & Continuous Improvement
Teamwork Dev then QA collaborative: Dev & QA
XP: eXtreme
Change Formal process, Welcomed,
Requests implemented at end prioritized vs. backlog Programming
• Automated Tests
• Pair Programming
Customer / User At beginning and • Automated / Continuous Builds
• TDD: Test-Driven Development
Involvement at delivery Throughout cycle • Continuous Deployment
Scrum is the most popular Agile method: RUP DSDM
74% of Agile practitioners (2009) 28
28
30. Project Management:
Agile vs. Waterfall approach
Waterfall Agile
Work Assignment Project Manager Self-organizing team
Responsibilities Delineated Shared
Task Ownership Separated Shared: all for one, one for all
Status reports By Project Manager Transparency, shared knowledge
Requirements Defined up-front, signed-of High level, detailed in collaborations
Plans Detailed plans upfront Evolutionary planning
Changes Not welcome Allow changes up to “last responsible moment”,
prioritized
30
31. Agile deals with
Ziv’s Law: • Specifications will never be fully understood
• The user will never be sure of what they want
Humphrey’s Law: until they see the system in production (if then)
Wegner’s • An interactive system can never be fully specified,
Lemma: nor can it ever be fully tested
Langdon’s • Software evolves more rapidly as it approaches
Lemma: chaotic regions (without spilling into chaos)
Wicked Problems, Righteous Solutions, Peter deGrace, Leslie Hulet
31
33. Lean, Agile, Scrum: How they relate
Two things in common: Eliminate Waste & Increase Customer Value
Waste: anything which does not advance the process, or add value
Value: any action or process that a customer would be willing to pay for
Lean Agile Scrum
• A production practice that •Agile is a group of methodologies •Scrum is the most popular Agile
considers the expenditure of based on iterative and incremental methodology used in software
resources for any goal other delivery, where requirements and development.
than the creation of value for solutions evolve through collaboration
the end-customer to be between clients and self-organizing, •Scrum emphasizes iterative
wasteful, and thus a target for cross-functional teams. approach to building
elimination. incremental business value.
•Agile practices include:
• Agile practices are rooted in lean
Scrum, Kanban, XP (eXtreme
philosophy.
Programming), TDD (Test Driven
Development), RUP (Rational Unified
Process from IBM).
33
35. Yahoo-Eurosport: 2008 Event Schedule
TDF
Euro
Paris-Dakar Tour de France
January February March April May June
Rugby 6 Nations Rolland Garros Wimbledon
FOOT: Moto GP Boxing
Olympic Games qualifiers Golf, Athletics, Cycling Horse Racing
World Cup qualifiers Basketball Hockey, etc
35
35
25-Nov-12
37. PMBOK Strengths
Process oriented
Clear project kickoff & administrative initiation
Enumeration of stakeholders,
formalized communication plan
More explicitly calls for cost management
Risk management formalized: identification,
qualitative and quantitative analysis,
response planning
37
38. Agile Strengths
Empowered, self-organizing team
Collaboration, cross-fertilization, disciplined,
shared responsibilities & commitments
Welcomes adjustments and learnings
Produces better results
Risk mitigation practices
Smaller units of work more accurate
Frequent checks fewer surprises & delays
Welcomes voice of the customer
Build the right thing
38
40. Decision Criteria: Scrum vs. Waterfall
Criteria Scrum Candidate Waterfall Candidate
What To Build or Iterate to clarify
Both are known
How to Build it direction / details
Market or User
Want Market/User input User/Market input
Feedback and
to improve usability not needed
Involvement
Time to Market vs.
Flexible about Scope Flexible about Time
Feature Content
40
41. Scrum Process
Key Practices
Self-directed; self-organizing teams
(preferably co-located)
15 minute daily stand up meeting
with 3 special questions
30-calendar day iterations
Iterative Adaptive planning
Stakeholder/Customer
Involvement
Team measures progress daily
Each iteration delivers tested,
fully-functional software for
demonstration
Iterative Retrospective Process
Always 30-days from
potential production release
42. PMI Agile Certification
• Wonderful development, recognition of real need
• Available May 2011
• Like PMP, requires experience:
o 1,500 hours working in Agile project teams
(any role) or in Agile methodologies in last 2 yrs
o 2,000 hours general PM experience in last 5 yrs (or PMP)
o 21 hours Training in Agile project management topics
• More info: http://www.pmi.org/en/Agile/
Agile-Certification-Eligibility-Requirements.aspx
42
46. PMBOK and Scrum:
Can we live together,
happily ever after?
Not a marriage, but:
Yes - Good, respectful, neighbours
46
47. PMBOK and PMP:
why keep them?
• Large Enterprises often have PMBoK-based
practices in place, PMOs
• It helps to “speak the language”, to do the
common mapping
47
49. Skype Beta Program
Unparalleled Global Beta Testing Program
Unique experiences from world-leading
SW Company
Access to Skype information system
Various incentive programs for beta testers
50. Skype Beta Program: Registration
Pre-requisites:
• Intermediate level of English (Read & Write)
+ Native Language
• Skype experience at least 1 year
• Curiosity for IT technology
Contact :
Beom Soo Park, Program Manager for APAC
beomsoo.park@skype.net
52. References
• Jeff Sutherland’s blog - http://scrum.jeffsutherland.com/
• “The New New Product Development Game” Takeuchi and Nonaka. Harvard Business Review,
January 1986
• “The PMBOK and Agile: Friends or Foes?”, Mary Gerush and Dave West, Forrester 2009
• “Five Myths of Agile Development”, Robert Holler, VersionOne, 2006
• Winston W. Royce, “Managing the development of large software systems”, Aug 1970
http://www.valucon.de/documents/managing_softwareprojects.pdf
• “Diagnosing and Changing Organizational Culture”, Cameron and Quinn, 2006
• “Living with Complexity”, Norman, Donald (2011), Cambridge, MA: MIT Press
• “Leading Change”, John Kotter
• http://www.stickyminds.com/pop_print.asp?ObjectId=10365&ObjectType=COL
• “Project Management Body of Knowledge” (PMBOK), 2004
• http://agile101.net/2009/08/18/agile-estimation-and-the-cone-of-uncertainty/
• http://www.mountaingoatsoftware.com
• http://www.agilealliance.org
• http://www.c-spin.net/2009/cspin20090204AgileTransformationAtBorland.pdf
• Primavera – PMISV presentation by Bob Schatz, Primavera VP of Development, 2005
• Why Agile Works http://www.slideshare.net/yourpmpartner/agile-secrets-revealed-whitepaper
52
53. Key Success Factors
Sufficient Motivation to change (Pain)
Team Rooms
Feature Budgeting
Build Process
Town Hall Project Meetings
Project Manager role transition
Information Radiators
No OT / Weekend work
Test-Driven Development
Rotating “ScrumMaster” Responsibilities
Best Team Performance Awards
Team-based bonus component
Sprint Defect Limits
Customer Webex Sprint Reviews
Commitment to Learning!
project success = business success TM
54. Scrum Adoption at
Ref: http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption
VP of Product Development experimented with scrum in 2004
Senior§ Director of Agile Development started in 2005
In 2008:
3 coaches, each coaching approx. 10 scrum teams/year
200 scrum teams world wide, of about 1500+ employees
Results in 2008:
Average Team Velocity increase estimated at +35% / year,
in some cases 300% - 400%
Development cost reduction over USD 1 million / year
ROI on transition and trainings about 100% in first year
Note: 15-20% of people consistently DID NOT like Scrum
54
Editor's Notes
Winston W. Royce,Managing the development of large software systemsProc. IEEE WESCON, Aug 1970Royce developed the phased delivery model to cope with regulatory requirements set out in the US DoD STD-2167 document, which was so byzantine and bureaucratic that the waterfall was the only way to cope with it;
http://www.techdarkside.com/is-there-really-any-rigor-in-waterfallIt is sad that software development philosophies and practices developed in a world of government regulation, punch cards, and very expensive computer time still have such a strong a hold on today’s commercial software development.Ben Simohttp://QuestioningSoftware.com
Winston W. Royce,Managing the development of large software systemsProc. IEEE WESCON, Aug 1970Royce’s Son:http://usability.typepad.com/confusability/2006/02/index.html
Reduce hierarchy
Can be on time, on budget, on scope, But still built the wrong product that no one needs.
Progressive elaboration
Discipline:Structured approach,Plan aheadmodel itself progresses linearly through discrete, easily understandable and explainable phases and thus is easy to understand; it also provides easily markable milestones in the development process.Steve McConnell, in Code Complete, (a book that criticizes widespread use of the waterfall model) refers to design as a "wicked problem"—a problem whose requirements and limitations cannot be entirely known before completion. The implication of this is that it is impossible to perfect one phase of software development, thus it is impossible if using the waterfall model to move on to the next phase.David Parnas, in A Rational Design Process: How and Why to Fake It, writes:[5]“Many of the [system's] details only become known to us as we progress in the [system's] implementation. Some of the things that we learn invalidate our design and we must backtrack.”The idea behind the waterfall model may be "measure twice; cut once," and those opposed to the waterfall model argue that this idea tends to fall apart when the problem constantly changes due to requirement modifications and new realizations about the problem itself. A potential solution is for an experienced developer to spend time up front on refactoring to consolidate the software, and to prepare it for a possible update, no matter if such is planned already. Another approach is to use a design targeting modularity with interfaces, to increase the flexibility of the software with respect to the design.[edit] Modified modelsIn response to the perceived problems with the pure waterfall model, many modified waterfall models have been introduced. These models may address some or all of the criticisms of the pure waterfall model.[citation needed] Many different models are covered by Steve McConnell in the "lifecycle planning" chapter of his book Rapid Development: Taming Wild Software Schedules.
Discipline: rhythm, daily scrum, work agreements, consistentAgile approach is Great Risk Management:Risk of not pleasing the customerRisk of poor estimation and planningRisk of festering issues and delaysRisk of over-commitmentRisk of not being able to ship
Recognition of real need for the professionWill bestow PMI credibility and supportAgile is best learned by practicing. I'm not too particular on how one learns, but putting the learning into practice in a team environment with frequent and effective retrospectives to adjust your process is key to internalizing agile. Hopefully the experience qualification ensures real agile project experience, not just observing agile teams. Experience requirement: working on Agile project teams, may be other role than Project Manager.
Plan-driven software methodologies use a command-and-control approach to projectmanagement. A project plan is created that lists all known tasks. The project manager’sjob then becomes one of enforcing the plan. Changes to the plan are typically handledthrough “change control boards” that either reject most changes or they institute enoughbureaucracy that the rate of change is slowed to the speed that the plan-drivenmethodology can accommodate. There can be no servant-leadership in this model.Project managers manage: they direct, administer and supervise.Agile project management, on the other hand, is much more about leadership than aboutmanagement. Rather than creating a highly detailed plan showing the sequence of allactivities the agile project manager works with the customer to layout a common set ofunderstandings from which emergence, adaptation and collaboration can occur. The agileproject manager lays out a vision and then nurtures the project team to do the bestpossible to achieve the plan. Inasmuch as the manager represents the project to thoseoutside the project he or she is the project leader. However, the project manager serves anequally important role within the project while acting as a servant to the team, removingtheir impediments, reinforcing the project vision through words and actions, battlingorganizational dysfunctionality, and doing everything possible to ensure the success ofthe team. The agile project manager is a true coach and friend to the project teams.
Old solutions may no longer work for new challenges
Global bet testing program – Europe, Asia, Americas. It’s closed and invitation based. In Asia we have 4 countries running the program (Japan, Korea, Taiwan, China) and we are eager to add more countriesBenefits – gain unique experiences how SW is developing and testing, direct communication with Skype engineers provided with dedicated access to internal information system incentive program beta testers’ high involvement in developing Skype – Bug fix, Quality testing, Localizations
Send mail to Beom that you are interested in participating the program and he will give further info.
Change Management expense http://drdobbs.com/tools/229401451 Gartner estimates that worldwide IT spending last year was $1.6 trillion, with IT services at $816 billion as the largest component of that figure. Typically, 3% to 10% of the IT services budget allocations can be associated with process improvement initiatives, so we can estimate that $17 billion in spending is doomed to not deliver the intended results (70% of $24.5 billion). And that doesn't include opportunity costs associated with failed process improvement and costs associated with lost productivity during the change. Gartner estimates that worldwide IT spending last year was $1.6 trillion, with IT services at $816 billion as the largest component of that figure. Typically, 3% to 10% of the IT services budget allocations can be associated with process improvement initiatives, so we can estimate that $17 billion in spending is doomed to not deliver the intended results (70% of $24.5 billion). And that doesn't include opportunity costs associated with failed process improvement and costs associated with lost productivity during the change. A Pragmatic ApproachOne approach, which I call SDLC 3.0, provides a pragmatic, experience-based approach for integrating the fragmented methodology landscape by using practices that are methodology agnostic. It focuses on yielding a useful, context-specific set of standard work advice for real product development. It also integrates the software development part of IT with the broader enterprise and functions such as enterprise architecture, IT service management, and project and portfolio management. Using lean as the overarching set of principles, SDLC 3.0 starts with the customer and ends with the accrual of value within IT operations. This focus makes sure that small groups don't try to optimize only their piece of the process, based only on what they know about their roles. Rather, a coherent big-picture view enables traditionally siloed communities to constructively participate rather than get bogged down in in-fighting.