Professional Documents
Culture Documents
Introductions
Product consultant and agile evangelist for VersionOne Previously a Senior Project Manager for CheckFree Corporation PMP, CSM, DSDM Agile Project Leader Board member of APLN and the current Treasurer. Founder APLN Atlanta
Hidden PM Assumptions
Assumptions of Traditional PM
Assumptions introduce risk We tend to assume that with enough up front planning that we can make projects predictable
Why Agile?
Not all projects are predictable Market uncertainty drives change The less certain we are about our requirements, the more we need to plan to adapt
* Reinventing Project Management by Aaron Shenhar and Dov Dvir
Managing tradeoffs
New way of looking at the balance between time, cost, and scope In traditional methodologies we start with scope and estimate time and budget This results in a false sense of certainty about the features Unrealistic expectations around the teams ability to deliver
Scope
Time
Cost
Turns the Iron Triangle upside down Agile methodologies define the time and cost and vary the scope Gives the Product Manger fine grained control on the projects outcome.
*www.agilemanifesto.org
Vision
Q1 Q2 Q3 Q4
Product Roadmap
Release Plan
Knowledge Areas
Time Cost Scope Quality Risk Communication Human Resources Procurement Integration
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Product Planning
Backlog Fundamentals
Product backlog
A prioritized list of features that the customer would like to have developed into their software product
Backlog item
A high level description of an individual feature in the backlog. It is a placeholder for a future conversation about that feature
INVEST
I Independent N Negotiable V Valuable E Estimateable S Small or Sized Appropriately T - Testable
Knowledge Areas
Time Cost Scope Quality Risk Communication Human Resources Procurement Integration
Release Planning
Release Planning
Release planning is process of determining how much can be delivered in a project by a given date Typically release planning will be done by fixing the release date, estimating the teams capacity, and making an estimate of how many features can be delivered in that time The teams capacity is determined by considering their historical velocity or by predicting a planned velocity at the beginning of the project
Scoping a Release
Choose the highest priority features first Include a mix of must have features, should have features, and could have features DSDM recommends a 60%, 20%, 20% split The reality is that the teams velocity is unknown during the early sprints As you begin to execute the project (and measure actual velocity, you will begin to understand what can really be accomplished. The team needs flexibility to negotiate content if necessary
Lets estimate the backlog items Prioritize the backlog items Estimate our velocity Allocate backlog items to the release
Knowledge Areas
Time Cost Scope Quality Risk Communication Human Resources Procurement Integration
Sprint Planning
What is a Sprint?
Sprint Backlog
Team collects the tasks in a Sprint Backlog Similar structure to the Product Backlog Team members sign up for tasks, they arent assigned Estimates are assigned to tasks by the team Any team member can add, delete or change the Sprint Backlog during the Sprint Work for the Sprint emerges during the planning session Work (content, estimates, sign-up) can change during the Sprint
Knowledge Areas
Time Cost Scope Quality Risk Communication Human Resources Procurement Integration
Sprint Execution
Action the Impediments Note the Decisions Stakeholders are invited to observe but cant talk:
Definition of Done
done [duhn] verb
1. 2. 3. 4. completed; finished; through: Our work is done. cooked sufficiently. worn out; exhausted; used up. in conformity with fashion, good taste, or propriety; acceptable: It isn't done. Idioms 5. be or have done with, to break off relations or connections with; stop. 6. done for, Informal. a.tired; exhausted. b.deprived of one's means, position, etc. c.dead or close to death. 7. done in, Informal. very tired; exhausted: He was really done in after a close race.
Knowledge Areas
Time Cost Scope Quality Risk Communication Human Resources Procurement Integration
Sprint Closedown
Sprint Review
Has two parts, typically spans a full day:
Part 1: Demo and Review of Sprint results Part 2: Retrospective to review Sprint process with the team
Takes place on the last day of the Sprint no delays Precedes the next Sprint Planning Meeting
Attendees
No PowerPoint
Team (Customer Representative, Developers, Testers, Architect, etc.) ScrumMaster Product Owner, Customers Stakeholders All other interested parties
Retrospectives
Inspect and adapt at the end of every Sprint Attended only by the team Facilitated by ScrumMaster or objective third party What went well, what could be improved ScrumMaster prioritizes improvements based on team direction Team devises solution to most vexing problems
Retrospectives Agenda
What were the major events in our timeline? What can we observe about the flow of events? What were the Sprint metrics (tasks completed, actuals versus estimates, resource distributions, builds, bugs etc.) What have we learned about the product as a result of this Sprint? What have we learned about the team as a result of this Sprint? What worked well in our Sprint that we would want to do again? What do we wish wed done differently? What recommendations are there moving forward with our next Sprint? Inspect the Process not the People Inspect and Adapt
Build a list of action items and assign them Review the team issues list
Knowledge Areas
Time Cost Scope Quality Risk Communication Human Resources Procurement Integration
Agile PM Model
Team
Team
PM
Team
Team Team
Team
Team
PM
Team
Empowerment
Create the context Social Engineering Process has to be managed
Self-Organization
"Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior. Dee Hock, Founder and Former CEO of Visa International
Trust
Expect the best out of people Elevate the individual, give them respect Value people and encourage relationships
Accountability
Measure results, not processes or steps Focus on value Inspect the process Create a culture of accountability
APM is different
Focus on individuals and interactions over processes and tools Focus on working software over comprehensive documentation Focus on customer collaboration over contract negotiation Focus on responding to change over following a plan
Wrapping it all up
Agile is a risk mitigation technique available for managing projects in highly uncertain project domains PMI is a flexible enough framework to accommodate Agile concepts The process groups, knowledge areas, and PM processes represent project management best practice It is the rigid application of these processes that make them incompatible with Agile