1. Agile Scrum for Process Improvement Projects – Case Study 1 Dr. Tom Sheives Chief Unstuck Officer Unstuck Company tom@unstuckcompany.com Yvonne Kish Associate Unstuck Company ykish@unstuckcompany.com

2. Pecha Kucha Japanese 20 Slides, 20 seconds per slide - timed 6 minute, 40 second presentation No questions Agile like – lean and short lived sprints 2

3. Objective of today’s presentation Overview of similarities and differences between traditional project management and Agile Scrum – General – Process Improvement Projects Case study of process improvement project using Scrum 3

4. Fundamental Questions Traditional Project Management Yes Agile - Scrum Yes 4 Question Project Focused Methodology Results Focused Requirements are vital! Business Value

5. Fundamental Difference Traditional Project Management No Agile - Scrum Yes 5 Question High Business Value to Client – Early! NoYesChange to product scope is Encouraged during project

6. Planning Executing Wheel of Fortune Traditional Project Management - PMI 6 InitiatingClosing Monitoring and Controlling

7. Scope Traditional PM Progressive Elaboration Agile - Scrum Product Backlog and Release Planning 7 Product Backlog 0.0 1.02.0 3.04.0 2.22.1 2.2.12.2.2 2.2.2.12.2.1.22.2.1.12.2.2.2

8. Time Traditional PM Phases, Gantt Charts Agile - Scrum Sprint 0 – Planning X Week Long Sprints 8 Sprint 0Sprint 1Sprint 2Sprint 3 2-4 week Long Sprints

9. Cost Traditional PM Estimated total – top down, bottom up Agile - Scrum More focused on business value and ROI of product features – cultural* 9 Highest business value features are “first” in agile – business side must be more flexible with agile

10. Quality Traditional PM Quality planning, assurance, control Agile - Scrum Zero defects, test driven development 10

11. Risk Traditional PM Risk planning, risk identification, mitigation – weekly or biweekly monitoring – more strategic Agile - Scrum Daily standup identify barriers and risks – reduction of impediments - tactical 11

12. Communication Traditional PM Important – not daily to team – status meetings Agile - Scrum Daily collaboration – users and customers Communication Collocate is highly preferred 12

13. Procurement Traditional PM Long Lead Items planned for In procurement planning Agile - Scrum Handled outside scrum 13

14. Human Resources Traditional PM Sponsor, project team members, project manager Agile - Scrum Pigs and Chickens, scrum master 14 Pigs Chickens Some cultures – Agile might be stumbling for them – executives and middle management have to buy in to the “flexibility” and the “less overall total apparent visibility”

15. Integration Traditional PM Change can happen anytime Requires impact analysis (time, cost, risk, quality) Not as nimble Agile - Scrum Changes in scope during a sprint not allowed Backlog changes between sprints Impacts determined between sprints 15

16. Initiating Traditional PM Project charter Agile - Scrum No project charter Product vision statement “Stakeholders” are vital – collaboration is daily Upfront agreements on Scrum process are obtained 16

17. Planning Traditional PM WBS, Gantt charts, communication plans, and other plans Agile - Scrum Release planning Sprint planning 17

18. Executing Traditional PM Many moving parts – not as focused and targeted Agile - Scrum Fewer “moving parts” during execution – simplified approach 18

19. Monitoring and Controlling Traditional PM More on a weekly or biweekly basis Agile - Scrum Daily Scrum Meetings – constant “monitoring and controlling” 19 Rugby Scrum

20. Closing Traditional PM Lessons learned – end of phases, end of project Agile - Scrum Retrospective end of 2-4 week long sprints (product and process, burndown, more attention, velocity) 20 How can we increase velocity*next time? *Number of features or functions points per unit time

21. Process Improvement Projects Traditional PM Project Charters Plan to implement multiple improvements Shorter projects Low hanging fruit Agile - Scrum Stay Tuned for next segment of presentation! 21

22. Dr. Tom Sheives Bio Tom is a speaker, educator, consultant, author, and coach. His mission is to “Get Project Teams and Management Teams Unstuck!” Tom’s new book “OPPORTUNITY unstuck!” describes key principles discovered from his recent experience in training over 175 executives in Project Management with the Panama Canal Authority. Tom is also is on the faculty of the University of Texas at Dallas and Embry Riddle Aeronautical University. Contact Information: Tom Sheives "Get Projects, Processes and People unstuck!" Chief Unstuck Officer – Unstuck Company www.unstuckcompany.com tom@unstuckcompany.com 817-465-1318 22

23. Yvonne Kish Bio Yvonne is as independent software consultant and trainer mainly working with The Westfall Team and she is also an associate of The Unstuck Company. Her main focus area is Software Quality Assurance and Test Management, Process Definition and Improvement, Audits and Assessments, Tools Engineering and Test Automation, Software Configuration Management, Training and Consulting. Contact Information: Yvonne Kish "Get Projects, Processes and People unstuck!" Associate – Unstuck Company www.unstuckcompany.com ykish@unstuckcompany.com 469-441-6149 23