This document provides an agenda and overview for a training on Agile project management using Scrum methodology. The training objectives are for IT employees to maximize productivity by applying Scrum. The agenda covers topics such as the Scrum process, roles, product backlogs, prioritization, sprint backlogs, daily scrums, and tools like task boards, burn-down charts. It also provides examples of how these concepts could be applied at a company consisting of an owner, IT leader, and two IT employees.

1. Training of Agile Project
Management with Scrum
King Leong (Peter) Lo
100188178
Kwantlen HR Student
November 7, 2011
1

2. Training Objective
 All IT employees will be able to
maximize productivity by applying
Scrum methodology, reviewing their
actual progress and adding value to
the organization day by day.
2

3. Agenda
 Introduction to Agile PM ---------------------- p.5
 Research on Agile PM --------------------------
p.6
 Scrum Process -----------------------------------
p.7
 Main Roles of Scrum PM ----------------------
p.8
 Product Backlog List --------------------------
p.13
 Agile Prioritization ---------------------------- p.14
 Sprint Backlog --------------------------------- p.18
 Project Scheduling ---------------------------- p.20
 Daily Scrum Meetings ------------------------ p.213

4. Agenda (Cont’d)
 Tool 1 -- Task Boards --------------------------- p.25
 Tool 2 -- Sprint Backlog ------------------------ p.28
 Tool 3 -- Burn-down Chart --------------------- p.30
 Tool 4 -- Burn-up Chart ------------------------- p.35
 Testing -----------------------------------------------p.39
 Principles of Scrum PM ------------------------- p.42
 Causes of Project Failure ---------------------- p. 44
 Conclusion ----------------------------------------- p.46
 Q&A ------------------------------------------------- p.47
 References ---------------------------------------- p.49
4

5. Introduction to Agile PM
 A new type of project management
 Allows IT teams to work more
efficiently and flexibly.
 Allow them to catch up with the
change of information technology
(CCPaceSystems, 2011).
5

6. Research on Agile PM
(VersionOne, 2011, p.1)
6

7. Scrum Process
(Deemer, Benefield, Larman, & Vodde, 2010, p.5).
7

8. Main Roles of Scrum PM
1. Product Owner
2. ScrumMaster
3. The Team
(Schwaber & Cohn, 2003).
8

9. Main Roles of Scrum PM
(Cont’d)
1. Product Owner
◦ Create the organization’s vision;
◦ Create and release a Product Backlog list;
◦ Prioritize and update Product Backlogs
items;
◦ Maximize return on investment (ROI) by
giving the most valuable feature a priority
(Schwaber & Cohn, 2003).
9

10. Main Roles of Scrum PM
(Cont’d)
2. ScrumMaster
◦ Clarify the product vision and goals;
◦ Facilitate the team to turn the Product
Backlog items into functionality;
◦ Hold Sprint meetings in the beginning of
each iteration;
◦ Hold daily scrum meetings everyday;
◦ Remove potential barriers of the project;
(Schwaber & Cohn, 2003).
10

11. Main Roles of Scrum PM
(Cont’d)
3. The Team
◦ Divide Sprint Backlog items into small
tasks;
◦ Decide how to manage their tasks;
◦ Decide how maximize productivity;
◦ Make a commitment to their tasks
(Schwaber & Cohn, 2003).
11

12. Main Roles of Scrum PM
(Cont’d)
How My Client Applies This Theory?
1. Product Owner – Alvin Sheng, the
owner.
2. ScrumMaster – Han Yang, the IT
leader.
3. The Team – Eric Lin & Venus Fung, IT
employees.
(A. Sheng, personal communication,
September 19, 2011).
12

13. Product Backlog List
 It contains all requirements from a
customer, an IT development division,
a marketing division, etc.
 The Product Owner needs to prioritize
all items in the list and estimate time
and budget for the project.
(Abrahamsson, Salo, Ronkainen, &
Warsta, 2002).
13

14. Agile Prioritization
1. Kano Analysis: Conduct survey and
ask expert opinions to prioritise
Product Backlog items (Cohn, 2008).
2. Theme Screening: Create 5 to 9
selection criteria, select a benchmark,
and rank other themes/items (Cohn,
2008).
14

15. Agile Prioritization (Cont’d)
3. Theme Scoring: Create 5 to 9
selection criteria, but use criteria to
rate themes/ items (Cohn, 2008).
4. Relative Weighting: Compare all
themes and calculate their value and
cost. The formula of Relative Value/
Relative Cost (Cohn, 2008).
15

16. Agile Prioritization (Cont’d)
Adding a New Item
(Griffiths, 2011)
16

17. Agile Prioritization (Cont’d)
How My Client Applies This Theory?
 Alvin Sheng, the Product Owner, can:
◦ Fix time (Softhouse Consulting. n.d.).
◦ Prioritize all Product Backlog items based
on ROI (Schwaber & Cohn, 2003).
 ROI = (Revenues – Costs)/ Costs (Saks &
Haccoun, 2008).
 I personally suggest using Theme Scoring to
prioritize items (Cohn, 2008).
17

18. Sprint Backlog
 It is about 2 to 4 weeks each and is
fixed (Stevens, 2008).
 Pieces of Product Backlog (Softhouse
Consulting, n.d.).
 The highest prioritized Sprint Backlog
will be complete first, and so on
(Softhouse Consulting, n.d.).
18

19. Project Scheduling
 ScrumMaster can estimate both
backlog size and the team’s velocity
(Cottmeyer, 2010).
 The team should discuss and share
opinions with one another (Cohn,
2005).
19

20. Project Scheduling (Cont’d)
How My Client Applies This Theory?
 IT employees have to:
◦ Thoroughly understand what the Product Backlog list
is.
◦ Divide the Product Backlog into pieces of Sprint
Backlog.
 The timeline of each Sprint Backlog is 2 to 4 weeks long.
◦ Divide Sprint Backlog into Backlog tasks.
◦ Make a commitment to those tasks (Stevens, 2008).
 However, all IT employees are new to the
organization, they need time to learn more about
one another (A. Sheng, personal communication,
September 19, 2011).
20

21. Daily Scrum Meetings
 Usually 15 minutes long each
 The purpose is to share information,
synchronize work and develop a short-
term plan.
 Three basic questions :
1. What task have you completed
yesterday?;
2. What task will you complete today?;
and
3. Are there any obstacles?
21

22. Scrum Daily Meetings
(Cont’d)
How My Client Applies This Theory?
 The owner and IT employees can
meet in the organization for 15
minutes everyday in order to keep
track of the team’s performance and
remove barriers (Schwaber &
Sutherland, 2011).
22

23. Retrospective Meetings
 Usually 3 hours long each
 Meet at the end of each iteration/
sprint
 Briefing
(Softhouse Consulting, n.d.).
23

24. Retrospective Meetings
(Cont’d)
How My Client Applies This Theory?
 The owner and IT employees can
meet for 3 hours at the end of each
iteration/ sprint in order to review the
team’s performance and improve
future performance (Softhouse
Consulting, n.d).
24

25. Tool 1 – Task Boards
Sample of Task Boards
(Mountain Goat Software, n.d.).
25

26. Tool 1 – Task Boards (Cont’d)
 Terms of Task Boards Above
◦ Story: Product Backlog item;
◦ To Do: Tasks needed to accomplish;
◦ In Process: Tasks has been started
already;
◦ To Verify: Tasks needed to be tested;
◦ Done: Tasks completed
(Mountain Goat Software, n.d.).
26

27. Tool 1 – Task Boards (Cont’d)
How My Client Applies This Tool?
 I will teach you how to draw it in the
lecture.
 The IT leader can:
◦ draw a task board on the wall of the
organization
◦ Update the team’s progress
◦ Monitor the whole project
(Mountain Goat Software, n.d.).
27

28. Tool 2 – Sprint Backlog
Sample of Sprint Backlog
(Deemer et al., 2010, p.11).
28

29. Tool 2 – Sprint Backlog
(Cont’d)
How My Client Applies This Tool?
(Deemer et al., 2010, p.11).
29

30. Tool 3 – Burn-down Chart
Example of Burn-down Chart
(Wenzel, 2010).
30

31. Tool 3 – Burn-down Chart
(Cont’d)
Explanation for Burn-down Chart
 Y-axis is the total amounts of
remaining tasks needed to complete.
 X-axis is the iteration timeline on a
daily basis.
 The blue line is the ideal progress
 The red line is the actual progress
(Wenzel, 2010).
31

32. Tool 3 – Burn-down Chart
(Cont’d)
Analysis of Burn-down Chart
 Keep track of the actual progress.
 Compare the actual progress with the
desired progress.
 The actual progress is on schedule if
the red line is below the blue line.
 The actual progress is behind
schedule if the red line is above the
blue line.
(Wenzel, 2010).
32

33. Tool 3 – Burn-down Chart
(Cont’d)
Reaction to Forecast Delay
1. Reduce Scope 2. Increase Velocity
(Stevens, 2008, p.15) (Stevens, 2008, p.15)
33

34. Tool 3 – Burn-down Chart
(Cont’d)
How My Client Applies This Tool?
 I will teach you how to draw it in the
lecture.
 E.g. The owner and IT leader can
compare both actual and desired
progress to keep track of the team’s
performance (Wenzel, 2010) and react
to it if needed (Stevens, 2008).
34

35. Tool 4 – Burn-up Chart
Example of a Burn-up Chart
(Richardson, 2008)
35

36. Tool 4 – Burn-up Chart
(Cont’d)
Explanation for Burn-up Chart
 Y-axis is the total amounts of actual
tasks needed to complete.
 X-axis is the iteration timeline on a
daily basis.
 The blue line is the total amount of
tasks/ scope
 The red line is the actual progress
(Richardson, 2008).
36

37. Tool 4 – Burn-up Chart
(Cont’d)
Analysis of Burn-up Chart
 Keep track of the actual progress.
 Show every change of scope during
iteration.
*The burn-down chart cannot show
it.
(Richardson, 2008).
37

38. Tool 4 – Burn-up Chart
(Cont’d)
How My Client Applies This Tool?
 I will teach you how to draw it in the
lecture.
 E.g. The owner and the IT leader can
use a burn-up chart to keep track of
changes of the project scope, such as
adding or removing some codes
(Richardson, 2008; A. Sheng,
personal communication, October 19,
2011).
38

39. Testing
1. Unit Testing:
◦ Test a new code and determine whether it
works or not (Sousa, n.d.).
2. Integration Testing:
◦ Combine all new codes with the system at
the end of each sprint (Sousa, n.d.).
3. Regression Testing:
◦ Make sure that all new codes and
previous codes do not contradict to one
another (Hartman, 2010).
39

40. Testing (Cont'd)
Test Driven Development Methodology
(Yenduri & Perkins, n.d. , p.2)
40

41. Testing (Cont'd)
How My Client Applies This Theory?
 The IT leader can:
◦ Follow TDD methodology
◦ Write a simple test just enough for a new
code to pass or fail at the beginning.
◦ Test the code gradually.
 If the code fails the test, rework the code.
 If the code passes the test, renew the test.
◦ Continue to test the code until it meets the
specification/ requirement.
(Yenduri & Perkins, n.d.).
41

42. Principles of Scrum PM
 ROI Maximization (Schwaber &
Cohn, 2003).
 Fixed time (Schwaber & Sutherland,
2011).
 Cost control (Loeser, 2006).
 High product quality (Holler &
Culling, 2010).
 Risk management & scope
management (Karlesky & Voord,
2008). 42

43. Principles of Scrum PM
(Cont’d)
 Simplicity (Holler & Culling, 2010).
 Adaptability (Holler & Culling, 2010).
 Flexibility (Griffiths, 2011).
 Transparency (CCPaceSystems,
2011).
 Collaboration and Commitment
(Schwaber & Cohn, 2003; Holler,
2010).
43

44. Causes of Project Failure
 Inaccurate project estimates
(Brown, 2011).
 Artificial project estimates (Brown,
2011).
 Lack of ongoing agile PM training
(Holler & Culling, 2010).
 Different thoughts on project
management (Holler & Culling, 2010).
44

45. Causes of Project Failure
(Cont’d)
 Neglect of other aspects of the
organization (Holler & Culling, 2010).
 Complexity (Holler & Culling, 2010).
 Neglect of capability (Holler &
Culling, 2010).
 Lack of regression testing
(Hartman, 2010).
45

46. Conclusion
1. Wrap up
2. If you have any questions, please
feel free to email me at
lkl12abcde@hotmail.com or call me
at (778) 688-7666/cell.
46

47. Q&A
47

48. Thank You!
48

49. References
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 CCPaceSystems. (2011). Agile Project Management. Retrieved September 18,
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df
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49

50. References (1)
 Griffiths, M. (2011). Agile Prioritisation. Retrieved October 31, 2011, from
http://leadinganswers.typepad.com/leading_answers/2011/07/agile-
prioritisation.html
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51. References (2)
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52. References (3)
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52