Agile Project Management

Announcements 2

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Announcements Outline: Process Groups – Traditional Agile Methodology Intranet Site Project Agile Methodology

Project Management Process Groups Project management process groups include initiating processes planning processes executing processes monitoring and controlling processes closing processes

Traditional Approach: Linear/Waterfall Strategy

Traditional Approach: Linear/Waterfall Strategy Pre-Initiation Generate Business Case (includes high level estimates on scope, cost, time, etc.) Identify Sponsor and PM Initiation Project Charter Stakeholder Identification

Traditional Approach: Planning Team Contract Scope Statement WBS Gantt chart Risks Execution PM acquires team then directs and manages work Milestone reporting Update progress (handle human resource issues) Manage Communications Ensure stakeholders remain engaged

Traditional Approach: Monitor and Controlling Change Control Validate/Control Scope Scheduling (forecasts) Progress Reports Closing Final report and presentation Client sign-off Lessons-learned

Case Study: JWD Consulting’s Project Management Intranet Site Case Background PM, Sponsor, Stakeholders Project Description

Project Pre-initiation Senior managers often perform several pre-initiation tasks, including the following: Determine the scope, time, and cost constraints for the project Identify the project sponsor Select the project manager Develop a business case for a project Meet with the project manager to review the process and expectations for managing the project Determine if the project should be divided into two or more smaller projects

JWD Pre-initiation What did JWD do for Pre-Initiation?

Project Initiation Initiating a project includes recognizing and starting a new project or project phase

JWD Project Charters and Kick-off Meetings Charters are normally short and include key project information and stakeholder signatures Kick-Off Meeting

JWD Stakeholder Mgmt Output: Register and Strategy Management Strategy

Project Planning Primary Purpose: Guide Execution Every knowledge area includes planning information Key outputs included in the JWD project. Document Location PM Software Wiki

Scope Statement TABLE 3-9 Scope statement (draft version) Project Title: Project Management Intranet Site Project Date: May 18 Prepared by: Erica Bell, Project Manager, erica_bell@jwdconsulting.com Project Summary and Justification Product Characteristics and Requirements: 1. Templates and tools 2. User submissions 3. Articles 4. Requests for articles 5. Links 6. The “Ask the Expert” feature must be user-friendly and capable of soliciting questions and immediately acknowledging that the question has been received in the proper format…. Summary of Project Deliverables Project management-related deliverables … Product-related deliverables…

Figure 3-4. JWD Consulting Intranet Site Project Baseline Gantt Chart

List of Prioritized Risks

Project Executing Usually takes the most time and resources JWD Milestone Report

Project Monitoring and Controlling Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions

Project Closing Involves gaining stakeholder and customer acceptance of the final products and services Project Normal Operations Closing

Agile Project Management “Gartner predicts agile development will be used on 80% of all software development projects.” What does this mean? Why is it gaining popularity? Gaining ground in PM community with certifications APMG-International PMI – Agile Certified Practitioner Certified Scrum Master

Agile Makes Sense for Some Projects, But Not All “Agile will be seen for what it is … and isn’t …. Project management organizations embracing Agile software and product development approaches will continue to grow while being faced with the challenge of demonstrating ROI through Agile adoption.”* When not to use Agile PM *J. Leroy Ward, “The Top Ten Project Management Trends for 2011,” projecttimes.com (January 24, 2011).

Agile Makes Sense for Some Projects, But Not All Goal (ends) Not Clear 4 3 1 2 Solution (means) *Fernandez & Fernandez (2009), “Agile Project Management – Agilism versus Traditional Approach,” Journal of Computer Information Systems.

PM Network: At Odds? Myths surrounding Agile PM:

Manifesto for Agile Software Development “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: *Agile Manifesto, www.agilemanifesto.org.

From: https://platinumedge.com/blog/agile-roadmap-to-value

Scrum According to the Scrum Alliance, Scrum is the leading agile development method for completing projects with a complex, innovative scope of work. (State of Scrum Report)

Scrum Roles Primary Roles Other potential Roles

Scrum Artifacts An artifact is a useful object created by people Scrum artifacts include:

Scrum Ceremonies

Scrum Framework Information Technology Project Management, Seventh Edition

Product Backlog From jazz.net

Sprint Planning and Backlog From www.scrumalliance.com

Product vs. Sprint Backlog Item Product Backlog Sprint Backlog Level of detail Estimation units Document ownership Revised Duration Workbook From msdn.microsoft.com

Burndown Chart

Agile, the PMBOK® Guide, and a New Certification The PMBOK® Guide describes best practices for what should be done to manage projects. Agile is a methodology that describes how to manage projects. The Project Management Institute (PMI) recognized the increased interest in Agile, and introduced a new certification in 2011 called Agile Certified Practitioner (ACP).

Agile Approach: JWD Consulting’s Project Management Intranet Site An agile project team typically uses several iterations or deliveries of software instead of waiting until the end of the project to provide one product.

Unique Scrum Activities by Process Group

Pre-Initiation and Initiation Pre-Initiation and Initiation major tasks # of releases and functionality by release Sprints in release Charter Stakeholder Register Kick-off Meetings

Planning Similar to Traditional Process Groups Differences: Scope Statement and can use a Gantt chart for the entire project schedule; other planning similar (risk, etc.) Differences:

JWD Intranet Site Project Baseline Gantt Chart Using Scrum Approach 3 releases vs. 1 release

JWD Product and Sprint Backlogs

Executing Similarities to Traditional Process Groups Differences: Still produce products, lead people, etc. Differences: Information Technology Project Management, Seventh Edition

Monitoring and Controlling Similarities to Traditional Process Groups Still check actual work vs. planned work Differences: Information Technology Project Management, Seventh Edition

Sprint Board

Figure 3-7. Burndown Chart Information Technology Project Management, Seventh Edition

Closing Similarities to Traditional Process Groups Differences: Focus on acceptance of deliverables and reflection Differences:

Chapter Summary Project Management Process Groups Main activities of each process group mapped to knowledge areas Information technology project management methodologies JWD Consulting – Predictive vs. Agile Biggest Difference: providing three releases of useable software versus just one