This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.
2. Agenda today
• Scrum and the Scrum team
• The project managers role towards the Scrum team.
• Scaling Agile
• Multiple teams and System Anatomy
• User stories
• Estimation and velocity
• Agile contracts
• Empower teams – managing delegation
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3. 3
How do you manage
requirements?
Who owns the
requirement?
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4. So what is agile?
• Agile Software Development is defined by the Agile
Manifesto.
• The base for Agile is Lean, Knowledge theory and
complexity theory.
• Agile is designed to manage uncertainty and changes.
• Core in agile is self-organizing and empowered teams,
cadence, interactions, transparency and visualization
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8. Kanban – continous releases (e.g.
maintenance)
• Visualize the workflow
• Limit work in progress
(WIP)
• Measure lead time
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9. 9
Scrum – measure by
velocity
Kanban – measure by
mean lead time
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10. Definition of project management
• Project management is the discipline of planning,
organizing, motivating, and controlling resources to
achieve specific goals. … The temporary nature of
projects stands in contrast with business as usual.
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Source: Wikipedia
11. Projects in a line organization
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12. Projects in an agile organization
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Projekt
14. When it comes to Agile Project Management it is worth
noting that most agile processes - and Scrum in particular -
do not include a role called “project manager”. Without a
specific person tasked with performing all managing duties,
those responsibilities are distributed among the other roles
on the project, namely the team, the ScrumMaster, and the
Product Owner.
Mike Cohn
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15. Product Owner
The product owner has responsibility for deciding what work
will be done. This is the single individual who is responsible for
bringing forward the most valuable product possible by the
desired date. The product owner does this by managing the flow
of work to the team, selecting and refining items from the
product backlog. The product owner maintains the product
backlog and ensures that everyone knows what is on it and
what the priorities are. The product owner may be supported by
other individuals but must be a single person
(SCRUM alliance)
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16. The SCRUM-master
The Scrum Master is responsible for ensuring Scrum is understood
and enacted. Scrum Masters do this by ensuring that the Scrum Team
adheres to Scrum theory, practices, and rules. The Scrum Master is a
servant-leader for the Scrum Team.
The Scrum Master helps those outside the Scrum Team understand
which of their interactions with the Scrum Team are helpful and which
aren’t. The Scrum Master helps everyone change these interactions
to maximize the value created by the Scrum Team.
(The SCRUM Guide, Sutherland/Schwaber)
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19. What function shall the Project Manager
have towards the Srum team?
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Scenario Scrum Master Product Owner Customer Stakeholder
1
2
3
4
Projekt
SCRUM-
team
SCRUM-
team
Projekt
SCRUM
-team
Projekt
SCR
UM
SCR
UM
SCR
UM
SCR
UM
SCR
UM
SCR
UM
Projekt
1 2 3 4
30. Release preparation &
verification
R n.1
Merge
Corrections
TG0 TG5
PD2Release content
decided
Which features to include in a
release, both developed, under
development and not yet started.
21 272019181716 ...12 .... 1511
GO
Decision
Verified “up and running” system version:
Feature
implementation
decision
R n.1
R n.2
Development
“Go” per
Decoupling of release projects
DesignRelease
Integration & Automated Regression Test (with load)
Streamlined Development
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30
33. 33
Program and projects at DeLaval
Leveransprojekt
Affärsområden
Mjukvaruleverabel
Marknadsrelease
Support
Krav-
arbete
Program
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34. De Laval
Continuous Delivery of Multiple Projects
Where one release is interdependent of one or more teams
Where one release is directed at one or more projects
Inc n + 1 Inc n + 2 Inc n + 3 Inc n + 4
Project A
System Architecture
Quality Releases
Project B
Project C
Project D
System Releases
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38. Scaled Agile Framework™ Big Picture
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38
39. System Anatomy to manage multiple
teams
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40. Visual Planning in the Fuel Reduction Team
2013-10-02
40
GDP banner with major verification activities
Backlog
next XX weeks
week
Fuel consumption
FC reduction ideas
Anatomy
Increment Plan
B20
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User stories are the primary object that
carry the customer’s requirements
through the value stream – from needs
analyses through code and
implementation.
51. User Story Format
A <role> can <action>
or
As a <role>
I want to <action>
So that <value>
A company can pay for a
subscription with a credit
card.
As a consumer I can see my
daily energy usage so that I
can lower my energy costs.
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53. Why User Stories?
• User stories emphasize verbal communication.
• User stories are comprehensible by everyone.
• User stories are the right size for planning.
• User stories work for iterative development.
• User stories encourage deferring detail.
• User stories support opportunistic design.
• User stories encourage participatory design.
• User stories build up tacit knowledge.
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54. User Stories should be:
• A function – not an implementation
• Independent
– Not linked to other stories.
• Negotiable
– A base for discussion.
• Valuable
– For an identified user/customer/stakeholder.
• Possible to estimate
– The developers must understand what is needed.
• Right size
• Verifiable
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55. Everything is not user stories
• Descriptions of user interface (UI)
• Descriptions of (API)
• ..
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57. Define constraints on cards.
• Do not make it hard to internationalize the software if
needed later.
• The new system must use our existing order database.
• The software must run on all versions of Windows.
• The system must achieve uptime of 99.999%.
• The system must manage 200 transactions / second.
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59. Use Case /User Stories
• Use cases are often permanent artifacts that continue to
exist as long as the product is under active development
or maintenance.
• Stories, on the other hand, are not intended to outlive the
iteration in which they are added to the software. While it
is possible to archive story cards, many teams simply rip
them up.
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63. Story Points and velocity
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• Story Point can be equal to Ideal
Development Day
• Velocity = (average) storypoints per sprint
66. An Agile System
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Your vendors
Your
customers
Your
company
The Agile
System
67. Basics in an agile agreement
• Delivery in frequent releases.
• Demo of progress per release.
• The customer re-prioritize the backlog before each sprint.
• The project can be started before a complete
specification is ready.
• Requirements (backlog) may change.
• Time and cost fixed, not scope.
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68. Would you use an agile agreement?
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69. Agile – from customer perpective
Plus
• Flexibility – adaptive to
changes in scope
• Time to market
• Exploratory approach.
• Matches internal agile way
of working
• Innovative vendor
feedback
Minus
• No warranty for delivery of
scope within time and
cost.
• Requires an active buyer.
• Requires knowledge on
agile.
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70. Agile – from vendor perspective
Plus
• Minimized risk
• Encourages innovation
• Closer customer relation
Minus
• Value bases pricing will
not work.
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71. Risks with agile contracts
• Price and time control!
– To much flexibility
– Unclear constraints
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74. 74
1. Focus on Outcomes, Not Transactions
2. Focus on the What, Not the How
3. Agree on Clearly Defined and Measurable
Outcomes
4. Optimize Pricing Model Incentives
5. Governance Structure Should Provide Insight,
not Merely Oversight
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75. Fixed Price or T&M
Passive
buyer
Active
buyer
Fixed Scope
Open Scope
FP FP
T&M
T&M
Agilt
Vested
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76. How to select vendor
• Trust
• Cultural fit
• Team competence
• Team productivity
• Price per hour
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81. self-organization is often complex, not chaotic
Sometimes it needs a little management
management self-organization
81
82. Delegation
“Delegation (or deputation) is the assignment of authority
and responsibility to another person (normally from a
manager to a subordinate) to carry out specific activities.”
http://en.wikipedia.org/wiki/Delegation
82
85. 1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Authority
85
88. 1. Find Delegation Poker Cards, and Delegation Poker
Stories
2. One person picks a story and reads it out loud
OR tell a story from personal experience
3. Everyone choose (privately) one of the 7 cards
4. After everyone has decided, show all cards
5. Everyone earns points except the highest minority
(see examples…)
Game: Delegation Poker
88
89. 5. Keep track of the points people earned (optional)
6. Let both highest and lowest motivate their choices
7. Play it again for the same topic (optional)
30 minutes
Game: Delegation Poker
89
Editor's Notes
The nice thing about this approach is that there is an urge to make things flow from left to right, just like a regular task board.
l
Make it clear that the most value in this game is achieved by discussing the lowest and highest card values that were chosen. The other stuff (calculating points and playing again for the same topic) is optional.