This presentation was provided by Kristine Sunda of UNC Greensboro, during the NISO event "Project Management for the Information Community: Managing and Communicating the Process, Session Five," held on Friday, March 22, 2019.

1. Agile
Overview
A NISO Webinar

2. Introduction
Kristine Sunda, PMP, PMI-ACP
• Agile enthusiast
• Higher education professional
• Independent agile trainer and
coach at 20+ institutions
• Practical experience implementing
Scrum and Kanban at WFU, U South
Carolina and UNC Greensboro for
large scale initiatives
• Currently AVC, Academic Affairs
Technology Strategy & Innovation
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3. Agenda
What is Agile?
Agile Principles
Scrum Basics

4. What is Agile?

5. Agile
What Agile is…a mindset
• Teamwork
• Transparency
• Trust
What Agile is not….
• Undisciplined
• An excuse to drop
documentation
• The wild, wild west
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6. Cannon ball vs. Guided Missile
Predictive/Traditional Projects
• Assume all
requirements are
known
• Assume solutions are
known and may be
easily estimated
• Little to no changes
Agile/Adaptive Projects
• Requirements are not
completely known
• The team learns and
adapts
• Embrace change
• Always focused (and
refocused) on delivering
highest value
• Continuously improving
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7. Waterfall (Predictive) Model
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8. Incremental
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9. Iterative
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10. Build working parts
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• Incremental fundamen
tally means add onto.
Incremental
development helps you
improve your process.
• Iterative fundamentally
means re-do. Iterative
development helps you
improve your product.

11. Build working parts
• Release 1 = Triangle
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• Release 2 = Triangle
• Release 3 = Triangle
Incrementally growing
and changing
© K Shannon Associates, LLC 2019

12. Initial Considerations: teams and cost
Project based team
• Project charter to secure project
team
• Initial planning required for large
efforts/projects – spring zero
• Related projects may be used to
create one backlog (themes)
• Cost identified with the charter
and associated with the charter
• This works better when
organization has followed
traditional model
Product based team
• Initial planning to identify and
organize initial product backlog –
possibly use traditional
estimating
• Backlog grooming
• Intermittent release planning
• Everything on the backlog
• Team may be allocated based on
“time and materials” contract to
different product owners
• This works if you have a large
(more than a year) project and/or
many team resources
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13. AGILE PRINCIPLES
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14. Agile Manifesto
We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
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.
http://www.agilemanifesto.org/
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15. 12 Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
3. Deliver working product frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working product is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility
10. Simplicity—the art of maximizing the amount of work not done -- is essential
11. The best architectures, requirements, and designs emerge from self-organizing
teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.
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16. Scrum

17. 21

18. 22

19. Scrum Roles
• Scrum Master – Sheep Dog
• Product Owner – Vision
• Team – Project or Product
• Other roles
• Managers
• Stakeholders
• Who Else?
Roles
Scrum
Master
Product
Owner
Team

20. Artifacts
Prioritized order
More details for higher priority
Burndown storypoints
Artifacts
Product
Backlog
Sprint
Backlog
Burndown
Chart

21. Events
Planning = Goal setting + Task Definition
Stand Up = 15 Minutes
Sprint Review = Review (PO) + Retrospective (Team)
Events
Sprint
Planning
Daily Stand
Up
Sprint
Review

22. User Story Format:
As a <role>, I want to <action> so
that <benefit>.
3 Cs – Ron Jeffries
INVEST - Bill Wake
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23. Planning Poker, Story Points, Velocity
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DELPHI METHOD RELATIVE SIZING TEAM RHYTHM

24. Planning
Poker
• Agree on base story = 1
• Provide cards based on Fibonacci
(0,1,2,3,5,8,13,21,infinity)
• Select a story and discuss as a team
• Vote independently, relative to base
story
• Low and high share their perspectives
• Vote again
• Record the size

25. Velocity
• Rate of team’s completion of stories
• Definition of Done = agreement on
stories to be completed
• For instance:
– Story 1= 5 story points
– Story 2= 3 points
– Story 3= 2 points
– Story 4= 8 points
– Story 5= 3 points
– Total planned = 21 points
• Hours for tasks associated with stories
Done!
Velocity=18

26. Scrum Board-Week 1
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27. Scrum Board-Week 2
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28. Scrum Board-Scrum Dawgs
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29. Scrum Board-Team DOJO
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30. Questions?

31. Contact Information
• Kristine Sunda
• dksunda001@gmail.com
• www.kshannonassociates.com
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