IT Project Management Individual Assignment
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Lesson14AgilePMwithScrum.pptxIT Project Management
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Diploma in Information Technology
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Lesson 14: Agile PM with Scrum
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Learning objectives
Understand principles and values of Agile project management
Discuss differences between Agile project management and traditional project management lifecycles
Describe agile project management methodologies
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Learning objectives
Use Scrum methodology to simulate agile project (i.e.: define, initiate, plan, execute, monitor/control and close an IT project)
Discuss agile project team roles and responsibilities
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14.1 What is Agile Project Management?
Agile Project Management (APM) is the process of breaking a project down into manageable steps with an emphasis on responsiveness and customer collaboration.
This new and flexible style of project management is being adopted by many businesses.
Faster products delivery can be achieved the implementation of APM.
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14.1 What is Agile Project Management?
APM releases benefits throughout the production process, not just at the end.
It can be applied in all industries, although this framework gained popularity in the software sector.
Some of its core values and principles relate directly to software development.
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14.1.1 Core Values of Agile Project Management
Individuals and interactions over processes and tools
APM dictates that human interaction takes precedence over everything else. Check in with team members and the customer frequently to make sure everyone understands the project and is happy with the direction.
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14.1.1 Core Values of Agile Project Management
2. Working software over comprehensive documentation
Traditional project management requires extensive documentation in the form of written technical documents. APM values documentation but recommends the use of software to keep the necessary documents and records efficiently.
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14.1.1 Core Values of Agile Project Management
3. Customer collaboration over contract negotiation
The customers are included in the process of design and production. Their input throughout the project, rather than at the start and conclusion, will ensure that every action taken by the team is in the right direction.
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14.1.1 Core Values of Agile Project Management
4. Responding to change over following a plan
Be prepared and willing to adapt as the project demands. Use data to decide on the next action.
Use formative assessments along the way to shift the process to create the best product, rather than to follow a predetermined set of steps to a conclusion and then assess the outcome.
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14.1.2 Principles of Agile Project Management
12 Principles:
The highest priority is to satisfy the customer through early and continuous delivery of valuable software (or whatever the product or output is).
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver projects frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
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14.1.2 Principles of Agile Project Management
Coordinating team members must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done.
Face-to-face conversation is the most efficient and effective method of conveying information to and within different teams.
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14.1.2 Principles of Agile Project Management
The final product is the primary measure of progress.
Agile processes promote sustainable development. All stakeholders should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
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14.1.2 Principles of Agile Project Management
Simplicity - the art of maximising the amount of work not done - is essential.
The best architectures, requirements and designs emerge from self-organising teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
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14.2 Traditional Project Management
Waterfall is also called traditional project planning method.
It relies on exhaustive analysis and data collection upfront.
A plan is formed thereafter and a solution is also developed at the beginning.
The steps followed looks like a waterfall.
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It is a sequential (non-iterative) design process, used in software development processes, in which progress is seen as flowing steadily downwards (like a waterfall) through the phases of conception, initiation, analysis, design, construction, testing, production, implementation and maintenance.
14.2 Traditional Project Management
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Advantages:
Easy to understand, use and manage as stages are clearly defined.
Easy to visualise cost, size and timeline for the project.
Clients usually can follow easily the progress.
Staff turnover is not impacting the project as documentation are strong.
14.2 Traditional Project Management
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Disadvantages:
It is too rigid and changes can’t be easily accommodated.
Its success heavily dependent on initial analysis. If wrong, failure is often.
The whole product is tested at the end of project cycle.
The project plan does not take into account changing client business environment.
14.2 Traditional Project Management
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14.2.1 Traditional vs Agile PM
| Traditional PM | Agile PM |
| Project team would set a specific goal, create a series of steps to reach that goal and then implement the process. | Breaks a project down into small goals, or sprints, and utilises frequent assessments to reshape the steps and even possibly the end goal. |
| Linear - Each step must be completed before the next can begin. | Iterative - Steps can be worked on simultaneously and assessed at the same time. |
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14.3 Agile PM Methodologies
Agile is a method that breaks down a project into smaller independent chunks and iterations.
One iteration is sufficient to release product to a client.
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The project plan is dynamic and embraces changes as it happens.
Agile relies in the team “as a whole” for decision making. No hierarchy.
Work is distributed by consensus, not delegation.
Client is heavily involved during project stages.
Work is delivered to client in frequent releases, allowing feedbacks.
14.3 Agile PM Methodologies
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14.3 Agile PM Methodologies
Agile project management has 6 steps.
1. Project planning
The team determine the project's end goal which should be relatively broad, to account for revisions and improvements throughout the process.
2. Creating the project roadmap
The roadmap is made up of all the features included in the final product. This is not a list of steps, but instead a list of elements that can be completed somewhat simultaneously.
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14.3 Agile PM Methodologies
3. Release planning
A release plan is a calendar of when prototypes or product elements will be delivered to the customer for review. The expectation is that individual pieces of the total project will be reviewed frequently, and the overall project updated as needed.
4. Sprint planning
Sprints are short-cycle design times that end with a product release. Sprint planning should be detailed. Every team member should know what they are expected to accomplish during every day of the sprint.
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14.3 Agile PM Methodologies
5. Daily meetings
Start each workday during a sprint with a meeting.
Team members will share successes and challenges from the previous day.
Confirm tasks and goals for that workday.
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14.3 Agile PM Methodologies
6. Sprint reviews and retrospective
Sprint review :
Presentation of the product element to the customer.
The team will receive feedback and prepare to revise the element or adjust the long-term goal as directed by the customer.
Sprint retrospect:
The team will meet separately from the client and reflect on the sprint issues (workload imbalance, deadlines & communication) to be addressed and improved for the next sprint.
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Agile Misconception
“letting the programming team do whatever they need to with no project management, and no architecture, allowing a solution to emerge, the programmers will do all the testing necessary with Unit Tests…”
14.3 Agile PM Methodologies
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14.3.1 Advantages of Agile
It allows changes after project initiation stage.
Its can add functional features as market changes.
At the end of each iteration, product is assessed.
Testing at end of each sprint or iteration ensures errors are corrected in timely manner.
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14.3.2 Disadvantages of Agile
The process is not suitable for complex projects.
As changes are introduced at every stage of project life cycle, the end product may be grossly different than what was initially intended.
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14.4 Scrum Framework
Scrum is an agile framework for developing, delivering, and sustaining complex new products and services, with an initial emphasis on software development.
At the same time, they can deliver products of the highest possible value in a productive and creative manner.
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Scrum is:
A subset of Agile
Light weight
Simple to understand
Difficult to master
One of the most popular Agile frameworks in use today
14.4 Scrum Framework
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Scrum is based on the fact that product development is complex, highly unpredictable, and covered in many uncertainties.
Scrum has no rules for upfront predictions of document types and deliverables to be produced or the time of their production.
14.4 Scrum Framework
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Although Scrum represents a methodical approach, i.e. a disciplined application of empirical process control, Scrum has no exhaustive and formal prescriptions on how to design and plan the behavior of all product delivery actors against time, let alone how these designs and plans must be documented, signed, handed over, or stored.
14.4 Scrum Framework
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The whole idea behind Agile Project Management with Scrum is to give the end users exactly what they want.
This can be achieved through “Sprints” or continuous feedback and iterations.
Sprints are meant to be short, but regular cycles of no more than 4 weeks for which a significant product increment is expected to be presented.
14.4 Scrum Framework
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2-4 weeks
14.4 Scrum Framework
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14.4.1 Sprint in Scrum
A Sprint is usually limited to one calendar month (or 4 weeks). When a Sprint’s horizon is too long the definition of what is being built may change, complexity may rise, and risk may increase.
A new Sprint starts immediately after the conclusion of the previous Sprint.
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During the Sprint:
No changes are made.
Quality goals do not decrease.
Scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned.
Each Sprint may be considered a project with no more than a one-month horizon. Like projects, Sprints are used to accomplish something.
Each Sprint has a goal of what is to be built, a design and flexible plan that will guide building it, the work, and the resultant product increment.
14.4.1 Sprint in Scrum
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14.4.2 Sprint & Product Backlog
The sprint backlog is like a subset of the product backlog.
The sprint backlog comes from the product backlog is to be completed during each sprint.
Unlike the product backlog, the sprint backlog is unchanged during the period of the sprint.
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14.5 Roles & Responsibilities in Scrum
These are the roles in a Scrum project:
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Communicate
14.5 Roles & Responsibilities in Scrum
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14.5.1 The Product Owner
The product owner is the one in charge of the business side of the project and is held accountable when processes do not follow the right order.
Being a primary stakeholder in the project, it is the Product Owner’s responsibility to have a vision for what he or she hopes to see.
The ability to communicate that vision to the entire team also falls squarely on his/her shoulders.
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The product owner is primarily responsible for driving iteration goals delivering the maximum business value.
He/she must work with the team to delegate responsibilities and work among team members.
His/her main role is simply one of clarification, communication, & motivation.
14.5.1 The Product Owner
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14.5.2 The Scrum Master
Scrum Master ensures team coordination and supports the progress of the project between individual team members. He/She takes the instructions from the Product Owner and ensure that the tasks are performed accordingly.
He/She acts as a teacher and coach, verifying certain team members adhere to the theory and practices of Scrum.
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The roles may involve:
Facilitating the daily Scrum and Sprint initiatives.
Communicating between team members about evolving requirements and planning.
Coaching team members on delivering results.
Handling administrative tasks such as conducting meetings, facilitating collaboration, and eliminating hurdles affecting project progress.
Shielding team members from external interferences and distractions.
14.5.2 The Scrum Master
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14.5.3 Development Members
Members of the Scrum team are expected to report their daily progress, along with any successes and challenges to the Scrum team during daily stand-up meetings.
The scrum team usually consists of Professionals:
Self organising
Communicates with Product owner
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14.5.4 Stakeholders
The Stakeholder may not be directly involved in the product development process but represents a range of key roles that impact the decisions and work of the Scrum team.
The stakeholder may be:
The end user of the product
Business executives
Production support staff
Investors
External auditors
Scrum team members from associated projects and teams
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14.5.5 Additional Roles
Large projects may include these additional roles:
Technical and domain experts with the knowledge of technology as well as a wide variety of stakeholder requirements or expectations.
An independent testing and audit team may join the Scrum team members and work throughout the product development lifecycle.
An Integrator may be required among large teams that work on independent but closely coordinated subsystems for a project. The responsibility for the Integrator would include integration of the subsystems as well as testing that may be performed by external testing teams.
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Questions?
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