The document discusses best practices for moving to agile project management. It outlines the major challenges teams face including lack of discipline, changes in working styles and responsibilities, and testing challenges. It also provides tips for setting up an agile team through co-location, establishing a war room, and defining roles and responsibilities. Lastly, it discusses factors for organizational readiness for agile such as trust, empowerment, and a willingness to invest in training.
The document describes the Scaled Agile Framework (SAFe) for implementing agile practices at scale across multiple teams. It covers the key aspects of SAFe at the team, program, and portfolio levels including events like sprint planning, reviews, retrospectives, and program increment planning. It also briefly summarizes some alternative scaled agile frameworks like Nexus, LeSS, DAD, Spotify's model, and Henrik Kniberg's approach. The overall document provides an overview of SAFe as a framework for scaling agile practices to multiple teams working on large programs and portfolios.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
This document provides an introduction to agile planning and project management. It defines key concepts like projects, project managers, and project management. It discusses the agile manifesto and values like individuals and interactions, working software, customer collaboration, and responding to change. It also covers agile processes like product vision, product backlog, iteration backlog, and feedback loops. The document discusses when agile is a good fit and compares predictive and empirical processes. It outlines fundamentals of team-based agile like roles, estimating techniques like story points, and managing the delivery process.
- Scrum is an agile framework for managing complex projects using short development cycles ("sprints"), regular inspection of progress, and adaptation to change. It emphasizes communication, collaboration, and incremental delivery of work.
- Key Scrum roles include the Product Owner who prioritizes features, the Development Team who implements them, and the Scrum Master who facilitates the process.
- Core Scrum activities are Sprint Planning meetings, Daily Scrums, Sprint Reviews, and Sprint Retrospectives, which focus the team and enable inspection and adaptation.
- The Product Backlog contains prioritized features and the Sprint Backlog contains work for the current Sprint. A Burn Down Chart tracks progress. Scrum
This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.
What are the Tools & Techniques in Agile Project Management?Tuan Yang
Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products.
Learn more about:
» Set up an Agile project.
» Assign roles and responsibilities.
» Create a prioritized list of requirements.
» Define increments and timeboxes.
» Manage a Solution Development Team or Teams.
» Use Agile techniques such as Feature Driven Development.
» Present the benefits of Agile approaches to Senior Management.
Scrum and ISO 9241:210 Interaction Design Process and User StoriesKhalid Md Saifuddin
This document discusses integrating human-centered design processes with agile software development frameworks, specifically Scrum. It begins by outlining the key activities in human-centered design according to ISO standards: establishing requirements, designing alternatives, prototyping designs, and evaluating the user experience. It then explains how these activities can be mapped to Scrum roles, ceremonies, and artifacts. Specifically, it discusses conducting user research upfront to inform product backlog items, using prototyping techniques during sprints to refine designs, and holding sprint reviews and retrospectives to evaluate the user experience. The document provides an overview of Scrum roles, ceremonies, and artifacts to illustrate how human-centered design fits within the Scrum process.
Agile and CMMI: Yes, They Can Work TogetherTechWell
There is a common misconception that agile and CMMI cannot work together. CMMI is viewed as a documentation heavy, slow, process-driven model—the polar opposite of agile principles. The cost of documentation for an appraisal is viewed as another drawback. Join Ed Weller to see why a large organization chose to use the practices in the CMMI to complement agile, and a formal appraisal to improve and evaluate their performance. When mixing approaches that seem contradictory, the first step is to understand the benefits, drawbacks, and cost of each approach and then identify complementary additions. This includes myth busting the misperceptions about both agile and CMMI. The second step, using a formal CMMI appraisal to evaluate organizational performance, requires an understanding of the CMMI model that goes beyond a “checklist approach” requiring extensive documentation. Using lean principles, the appraisal team minimized “appraisal documentation” by using the day-to-day team output. Ed shows that agile and CMMI can be complementary due to executive leadership, lean implementation, and organization training, as demonstrated by a formal appraisal and business results.
Agile Project Management: Introduction to AGILE - The Basic 101Nurul Haszeli Ahmad
The slide briefly describe the current project management and issues, briefly on agile and share some of example in implementing agile with very basic and simple implementation.
The document discusses agile methodologies for SAP projects as an alternative to traditional waterfall models. It describes the challenges of waterfall approaches, including difficulties estimating budgets, requirements changes late in the project, and inability to adapt to changes. The document then summarizes the Scrum and Kanban agile methodologies. Scrum uses short iterative sprints to incrementally develop functionality. Kanban uses a pull-based system with visual boards and limits on work-in-progress to manage flow and identify bottlenecks. Both aim to deliver value earlier, adapt to changes, and improve throughput and lead times over traditional waterfall approaches.
The document discusses applying agile project management methods to ERP implementations. It outlines key principles for an agile ERP approach, including ensuring communication, simplicity, feedback and embracing change. Specific practices for applying agile methods in the product data management domain are also presented, such as assuming simplicity, enabling incremental change, and maximizing stakeholder value.
The document discusses Agile SCRUM project development methodology. It provides an overview of SCRUM principles and processes including short iterative development cycles called sprints, daily stand-up meetings, sprint planning, tracking sprint backlogs and burn downs, sprint reviews and retrospectives. The roles of product owners, scrum masters and self-organizing cross-functional teams are also summarized.
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
Here is a presentation that I recently presented for an SAP Users Group. It provides a good overview of the concepts of Lean and Agile and the considerations for introducing Lean and Agile into an SAP or ERP project.
This document provides an overview of strategies for transitioning an organization to agile development. It discusses why transitioning is difficult due to the complex nature of organizational change. It presents the ADAPT framework which focuses on building Awareness, Desire, Ability, Promoting successes, and Transferring changes throughout the organization. A transition framework is proposed that treats the transition like an agile project with goals, backlogs, iterations and releases. The roles of leaders in facilitating self-organization are explored. Finally, patterns for adopting agile such as starting with technical practices first or "all in" are presented.
The document introduces agile software development methods. It discusses the goals of being able to speak confidently about agile and provide solutions to problems teams face. The agenda covers introductions to agile principles, roles, planning, reporting, retrospectives, and estimating. Popular agile methods like Scrum and XP are explained. The roles of product managers and product owners are compared.
Introduction to Agile Project ManagementSemen Arslan
This document provides an overview of project management methodologies, including Waterfall, SDLC, RAD, and Agile. It discusses the key aspects of each methodology such as phases, pros and cons. The Waterfall methodology is explained in more detail covering its linear phases from requirements to maintenance. Agile project management is also summarized, outlining its key principles of focusing on customer value, working in small batches with integrated teams, and making continuous improvements. Complexity theory and how Agile projects can be viewed as complex adaptive systems is briefly introduced.
This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
This document provides an overview of Lean and Agile project management approaches for executives and key decision makers. It discusses how modern systems have become more complex due to growing software usage and rapid technological changes. Traditional large projects often experience poor quality, scope changes, low productivity, and high failure rates. Lean and Agile methods aim to address these issues through iterative development, early delivery of business value, and flexibility to adapt to changing needs and technologies.
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
Personally designed (content + graphics design), officially accredited AgilePM® V2 (Agile Project Management V2) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Agile Program Management Best PracticesPete Behrens
Pete Behrens presents a critical dependency to effective program management - the organization. He evaluates three key variables of focus, communication and transparency in the organization and how the organizational structure prevents or allows these elements to emerge.
From Agile Development to Agile Operations (QCon SF 2009)Stuart Charlton
From Agile Development to Agile Operations discusses how cloud computing is changing the relationship between development and operations. It suggests design goals for cloud technology to better integrate application design, development, and operations. These include separating applications from infrastructure, enabling computer-assisted design and operations through machine reasoning, and improving collaboration between teams. The document also characterizes an integrated approach with distributed control, open documentation describing systems, model-driven practices, goal-driven specifications, viewpoint-based modeling, collaboration, and governance.
1) Agile values and practices can be applied to operations by focusing on individuals and interactions, comprehensive automation through infrastructure as code, and responding quickly to changes rather than following a predefined plan.
2) Typical system administration involves manual and repetitive installation and configuration tasks, whereas automating infrastructure build through version control and continuous deployment allows infrastructure to be provisioned and configured in a consistent, automated way.
3) Monitoring everything from end-user experience to applications, databases, and operating systems enables detecting problems early. Automated alerts and root cause analysis facilitate fast problem resolution.
Secrets of a Scrum Master! Agile Practices for the Service DeskITSM Academy, Inc.
Can agile concepts be applied to the service desk? Absolutely! This session describes the benefits of agile practices and provides a brief introduction to Scrum – an agile way to handle complex projects. The session focuses on specific ways that Scrum and other agile practices can be used to significantly increase the performance of service and support teams. Takeaway tips and techniques you can use to get started immediately, along with lessons learned.
My presentation at the Melbourne PMI Conference 10 Sep 2014. Aimed at non-Agile Project Managers wishing to adopt some aspects of the Agile Mindset and Agile way of thinking.
This document discusses agile project management. It defines agile management as an iterative development model where deliverables are submitted in stages. The key principles of agile management are outlined, including valuing individuals, customer collaboration, responding to change, and simplicity. Several agile methods are described such as scrum, extreme programming, and lean software development. Criticisms of the agile approach are mentioned along with the concept of "post-agilism," which advocates a flexible approach rather than strict adherence to agile dogma. The document concludes with advice for project managers to consider factors like developer skills, requirements, organizational culture, project criticality, and team size when determining a project management approach.
The document describes how an IT support center used Agile/Kanban principles to improve their operations. They broke work into user stories with SLAs, limited work in progress, and visualized workflow on a Kanban board. This increased transparency, reduced bottlenecks, and improved response time by focusing on the highest priority work.
Agile project management is a contemporary approach to managing software development projects that values interacting with skilled individuals, delivering working software products, establishing close customer interaction, and adopting quick changes. Some popular agile methodologies include eXtreme Programming, Scrum, Feature Driven Development, and Lean Software Development. The goals of agile project management include executing projects faster and developing software with higher customer satisfaction through regular adaptation, constant collaboration, and iterative development processes.
Lean & Agile Project Management: For Large Programs & ProjectsDavid Rico
This document provides an overview of Lean & Agile Project Management techniques for large programs and projects. It begins with background on the author and their experience and credentials in Agile Project Management. The agenda then outlines topics to be covered, including the need for Agile Project Management, an introduction to Agile Project Management principles and techniques, different types of Agile Project Management like Scrum and XP, how to scale Agile techniques to larger programs and projects, metrics for measuring Agile Project success, and case studies.
Agile project management with visual studio tfs 2013 - My presentation at Reg...Om Prakash Bang
This presentation is to give overview of Agile Planning for continuous delivery for value, Agile Project Management dashboard, Sprint Planning, Burn Down Charts. Distributed project team collaborate using Team Room, Task board update for all work and used during Daily Stand Up meeting.
Out of box (OOB) template for CMMI, Agile and Scrum. The main distinctions between the three default process templates are in the work item types they provide for planning and tracking work. Visual Studio Scrum is the most light-weight and MSF for Capability Maturity Model Integration (CMMI) provides the most support for formal processes and change management.
1. Microsoft Visual Studio Scrum 2013 - Choose Visual Studio Scrum if your team manages bugs along with product backlog items during sprint planning.
2. MSF for Agile Software Development 2013 - Choose Agile if your organization triages bugs separately from the product backlog and resolves work items before closing them. Also, choose Agile if your team allocates time for bugs with each sprint.
3. MSF for CMMI Process Improvement 2013 - Choose CMMI if your organization triages bugs separately from the product backlog, resolves work items before closing them, and tracks changes to requirements formally. The CMMI template is designed to support formal change management processes.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
This document discusses how roles and responsibilities change in Agile/Scrum frameworks compared to traditional organizations. It outlines several key Agile roles including Product Owner, Scrum Master, and Scrum Team Members. It also discusses how requirements, design, testing, and tracking emerge incrementally rather than being fully planned upfront. Cultural shifts involve moving from big requirements/design upfront to emergent approaches. The roles of Architect, User Experience Lead, Internal Coach/Mentor, Agile Program Manager, and Functional Manager are also described.
The document discusses common pitfalls organizations face when adopting agile processes. It notes that without discipline, agile approaches may fail due to lack of closure on work items and endless scope changes. It also highlights challenges with testing, changes in team roles and responsibilities, and difficulties adjusting working styles to more collaborative ways of working. Critical success factors include training, experience adopting agile, and support from experienced practitioners.
- Understand the principles behind the agile approach to software development
- Differentiate between the testing role in agile projects compared with the role of testers in non-agile projects
- Positively contribute as an agile team member focused on testing
- Appreciate the challenges and difficulties associated with the non-testing activities performed in an agile team
- Demonstrate a range of soft skills required by agile team members
The document provides an overview of agile development, including its principles, types of agile methods, tools that support agile development, and when projects are well-suited to agile. It defines agile development as an iterative approach performed by self-organizing teams to produce high-quality software through early delivery and response to changing needs. The principles emphasize things like customer satisfaction, frequent delivery, collaboration, trusting motivated individuals, and responding to change.
The document provides an overview of agile development, including its definition, principles, types of agile methodologies, lifecycle, tools, and suitability for different types of projects. Agile development is an iterative approach that emphasizes early delivery of working software, collaboration between self-organizing cross-functional teams, and the ability to rapidly respond to changes in requirements. Some common agile methodologies discussed include Scrum, eXtreme Programming, and Lean Development.
The document provides an overview of agile and how it relates to business intelligence. It discusses why agile adoption is rising, with 70% of BI solutions failing to meet expectations due to lack of business involvement. It then covers the agile mindset of emphasizing business participation, empiricism, building working software frequently, small team sizes, and transparency. The rest of the document details components of a successful agile execution including defining processes, technology practices, organizational change management, and managing interfaces between agile and non-agile teams.
The document discusses the principles and practices of extreme programming (XP), an agile software development methodology. It outlines 12 core practices of XP including planning games, small releases, simple design, testing, pair programming, and continuous integration. Benefits include frequent feedback, adapting to change, and delivering working software early. Challenges involve customer availability and determining appropriate levels of documentation and planning.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
A presentation on:
A brief introduction to Agile
Before starting off a transition
Getting started with a transition
What transitioning to agile means for teams
Myths and Antipatterns
This document summarizes an overview of agile project management presented by Carter Engelhart. It discusses that agile methods allow for flexible responses to changing requirements. Traditional project management can lead to chaos or underperformance on IT projects. Agile methods emphasize iterative development, empowered teams, frequent delivery, and addressing changing requirements. The benefits of agile include reduced risk, improved control through frequent feedback, and the ability to adapt to changes.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
Agile Cafe Boulder - Panelist and keynote slidesCloud Elements
Agile Cafe, 2/3 in Boulder, CO. Presentations from Adam Woods at StoneRiver, Bill Holst at Colorado Springs Utilities and keynote by Jean Tabaka at Rally Software.
Transitioning To Agile Webinar PresentationThoughtWorks
Transitioning to Agile: In this webinar, attendees will learn how projects can transition to Agile from non Agile environments. This session will throw light on the unique set of challenges and trade-offs that involve cultural, technical and process issues while transitioning to Agile Development.
Speaker profile: Vivek Prahlad is a Delivery Manager at ThoughtWorks Studios, where he helps build Twist, a next generation Functional Testing tool. During his career, Vivek has worked as a Technical Lead, Agile Coach and Project Manager. Vivek is also the author of Frankenstein an open source testing tool for Swing applications.
Deliver on time and improve communication with the business to minimize project failure.
Your Challenge
The Agile evangelists are having trouble converting others to the Agile philosophy.
Your team is facing pressure to deliver projects in a smaller time frame. The Waterfall approach is causing projects to go over budget, misunderstanding of project owners’ expectations, and late delivery to the end-customer.
Projects that get implemented successfully may be susceptible to problems as the software gets older and crucial changes are too expensive.
A consolidation roadmap that is based on an easy-to-implement method will ease the burden on resource and infrastructure maintenance.
Our Advice
Critical Insight
Agile is not suitable for all organizations, or all projects. Carefully select pilot projects that have the greatest chance of success and determine the right requirements or risk significant cost overruns to fix problems or roll back development.
An Agile rollout may require peripheral projects to be accelerated.
Agile will modify internal roles and processes. Get ready for change management.
Impact and Result
Agile will improve communication and transparency between teams and stakeholders, which will lead to higher quality products and fluid team dynamics.
The success of the Agile pilot should be used to build the case for an organizational-wide deployment.
In order for your organization to stay competitive, it must place focus on delivering projects at a quicker pace with the right features.
On October 14, 2015, Michael Gill gave a presentation entitled "The Process of Communication, A Practical Guide for Project Managers." Communication is not about knowing the process. Communication is about managing the process. A successful project manager communicates effectively by setting and managing expectations throughout the lifecycle of a project and, by doing so, creates redundancy in a fluid industry. The importance of a simple and redundant communication framework cannot be overstated. Referencing my book, The Process of Communication, I will focus on the role of pre-production and the importance of Requirements Gathering, establishing a teams Level of Effort, communicating Assumptions and through the development of these tools establishing a realistic Timeline. I will speak about how all of these deliverables are used to manage clients expectations as obstacles arise and requirements change.
The document discusses key aspects of Agile software development including the Agile Manifesto, values, principles, practices, and approaches. It describes that the Agile Manifesto was created in 2001 and emphasizes individuals, working software, customer collaboration, and responding to change. Common Agile practices mentioned include daily stand-ups, early feedback, user story creation, retrospectives, and continuous integration. Specific Agile approaches like Scrum, Kanban, and Extreme Programming are also summarized.
This document discusses planning for DevOps transformations. It defines DevOps roles and practices, and outlines strategies for selecting projects and structuring teams for DevOps implementations. Key points include defining measurable goals for transformations, choosing greenfield or brownfield projects, selecting systems of record vs engagement, minimizing initial resistance, and establishing metrics. It also covers agile development practices, creating vertical teams, mentoring on agile, enabling collaboration, and selecting tools to support agile processes.
Agile Development MethodologiesThree CommunitiesProjec.docxADDY50
Agile Development Methodologies
Three Communities
Project stakeholders (Customers)
Development organization management
Developers
The Agile Manifesto
Indivduals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
The Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agilel processes harness change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of monthsm with a preference for the shorter time scale.
From the Agile Alliance: www.agilealliance.com
More Agile Principles
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to, and within a development team is face-to-face conversation.
Still more Agile Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
10. Continuous attention to technical excellence and good design enhances agility.
Even more Agile Principles
11. Simplicity – the art of maximizing the amount of work not done – is essential.
12. The best architectures, requirements, and designs emerge from self-organizing teams.
13. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Major Agile Methodologies
Scrum
Extreme Programming
Version of the Unified Process
Evo
Crystal family of methodologies
Scrum
Single team of three to nine
Multiple teams each with three to nine members each.
Representatives from teams meet daily.
Common project room
Daily stand-up meeting
Iteration Is thirty calendar days
Emphasis on empirical rather than defined process.
May be easily combined with other methodologies to provide greater specification of specific activities.
The Scrum Lifecycle
Lifecycle has four phases:
Pre-game
Planning
Staging
The Game
Development
Release
Development may iterate, typically 3 to 8 times.
Called sprints lasting one month each
Scrum Planning
Purpose:
Establish vision
Set expectations
Secure funding and other needed resources
Activities
Write vision
Develop budget
Form initial Product Backlog
Estimate items
Exploratory design and prototypes
Scrum Staging
Purpose:
Identify more requirements
Prioritize for first iteration
Activities
Planning
Exploratory design and prototypes
Scrum Development
Purpose:.
The document discusses the Scaled Agile Framework (SAFe). It provides an overview of the key aspects of SAFe including:
- The Team, Program, Value Stream, and Portfolio levels which describe the structure for agile teams, programs, large solutions, and organization-wide alignment.
- The Foundation which establishes principles, mindsets, and roles to support SAFe implementation.
- The Spanning Palette which contains roles, artifacts, and practices that can be used across levels.
- An overview of roles, activities, and practices at the Team and Program levels such as iterations, program increments, and continuous delivery.
A Pattern-Language-for-software-DevelopmentShiraz316
The document discusses the Scrum framework for agile software development. It notes that traditional defined process approaches make incorrect assumptions that requirements, solutions, developers, and environments can be fully defined and repeated. Scrum addresses this by dividing projects into short "Sprints" of fixed time periods, usually 1 month or less. Each Sprint pulls tasks from a prioritized backlog and aims to deliver working software. Daily Scrum meetings help teams self-organize and resolve issues. At the end of each Sprint, teams demonstrate progress to customers and prioritize new tasks for the next Sprint. By continually adapting requirements and quickly delivering working software, Scrum allows for the uncertainties of software development.
Similar to Best Practices When Moving To Agile Project Management (20)
Best Practices When Moving To Agile Project Management
1. Best Practices When Moving to Agile Project Management Presented By: Robert McGeachy, PMP Kintyre Consulting Incorporated February 26, 2010 York Technology Association February 26, 2010 - Markham, Ontario
2. Learning Objectives Understand the major issues teams face when adopting Agile processes Walk through the process to train and inspire a team new to Agile Learn how to transition roles from a Project Manager to an Agile Coach Moving your team to Agile is akin to moving to a new country with a new language and culture. No amount of training can prepare you for every challenge.
3. Agile Principles The 5 “Gotchas” Setting up your Team Organizational Success Factors Agenda
4. Who is the presentation for? The people or organizations that are looking to improve on the efficiency of their development processes and the quality and alignment to business requirements Generally, these methodologies are applied to the software or IT project. But Agile approaches can be adopted for other types of projects. Some basic or general understanding of Agile Methodologies is assumed We wont solve all the problems, but will point out the areas project managers and teams should focus on when making a change to Agile
5. Agile Principles The 5 “Gotchas” Setting up your Team Organizational Success Factors Agenda
6. Waterfall vs. Agile A project is broken into releases (a release should occur no less frequently than every 4 months) Releases are broken into short (1-4 week) iterations Discovery Design Implementation Manage Waterfall Define Release 1 Release 2 Agile It 1 It 2 It 3 It 4 It 5 It 6 Release 3 It 7 It 8 It 9 Release 4 It 10 It 11 It 12 Iteration N Mon Local team: acts as interface to client, does some dev work team: develops and tests Fri Mon: Iteration kick-off with client Fri: End-of-iteration checkpoint with client Go Live Go Live
7. Agile Delivery Model Short Iterations (1-4 weeks) 24 hours (1) Validate/Reprioritize scope At the start of each iteration, the team works with the client to validate planned iteration scope and if needed reprioritise or swap scope (2) Build iteration plan The team works with the client to gain a deeper understanding of the iteration requirements and be able to break the work down allocated to their track. Each track uses this to create an iteration plan (3) Daily team Meeting The team meets daily to report status and address roadblocks Iteration Scope (4) Deliver potentially deployable functionality The team performs Analysis & Design, Requirements detailing, Development and testing of the selected scope items to deliver something of value to the client at the end of each iteration Potentially Depoyable Functionality Iteration Plan Checkpoint with client
8. Agile principles Highest priority is to satisfy the customer through early and continuous delivery of valuable software Welcome changing requirements, even late in development and focus on the customer's competitive advantage Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale Business people and developers 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 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
9. Agile principles (continued) Working software is the primary measure of progress Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely Continuous attention to technical excellence and good design enhances agility Simplicity – the art of maximizing 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 behaviour accordingly
10. The Four Main Benefits of Agile (if done right!) Increases Flexibility It minimizes up front investment and maximizes return on investment (ROI) by creating an efficient IT development process Delivers the Right Solution It aligns users and stakeholders with the right people to deliver the solution that the business actually needs Accelerates Delivery Iterations get to the right solution faster Reduces Risk and Increases Quality Greater stakeholder visibility and control
11. Agile Principles The 5 “Gotchas” Setting up your Team Organizational Success Factors Agenda
12. The 5 “Gotchas” for the Agile Team Lack of discipline The iterative death spiral Changes in working styles The new role of testing Changes in responsibilities and expectations
13. Lack of discipline Although it may seem counter intuitive, Agile is an extremely disciplined approach to working Agile does not equal sloppiness. Most people will have a difficult time adjusting to this Tracking stories to closure, accounting for the velocity of an iteration, tracking one’s estimate to complete -- these are all things where every team will slip up the first few iterations Without discipline Agile will not work. Setting good examples and continually following up are essential
14. The iterative death spiral People misinterpret the term ‘iterative’ to mean that there is unlimited ability to revisit scope In fact, Agile success hinges on incremental completion of scope throughout the project Teams that do not effectively define their “exit criteria” for each work unit (known as “story”), will never get real closure on work in progress This leads to endless cycles of revisions that are really scope changes but which are not labeled so because of the misperception, causing delays, overruns, and a demoralized team
15. Changes in working style Developers used to working in a solo mode will have a bit of a hump to get over when working in small teams to complete stories. This can manifest itself in stalled work, as communication reverts to inefficient mechanisms such as email (instead of sitting together, or picking up the phone) In a typical project the pressures of learning the business, addressing technology, business, and team personality issues, will very quickly overwhelm even the most prepared person Add to this a major change in delivery methodology and it will lead one to revert to known approaches A major mitigation here is training and more importantly, effective support from someone with actual experience in the field
16. The new role of testing Automated testing is fundamental to quality, short delivery cycles, and hence the agile model Yet, there are many barriers: taking on a legacy application with no existing test suites; lack of tools for many aspects of an application; lack of team knowledge on how to do this People will want to revert to more comfortable manual testing approaches TDD (Test-Driven Development) will be a struggle to adopt. It is counter-intuitive unless tried
17. The change in responsibilities and expectations Given focus on transparency and on pushing responsibility to the team, the Project Lead will be less of a task manager, and more of a problem solver, and will have to “let go” of a lot of previously-held control Developers will work hand in hand with testers and cannot declare a piece of code “done” until the tester gives the green light Testers who are used to having a more clearly specified set of tasks will struggle, as the Agile tester role involves more thought, planning, and business knowledge For Business Analysts, working just in time on requirements will feel very unnatural. Working hand in hand with developers to define requirements and then to help test them as a developer works will feel very foreign This problem will be exacerbated by the multiple reporting structures that exist between team members
18. Agile Principles The 5 “Gotchas” Setting up your Team Organizational Success Factors Agenda
19. Project Manager Scrum Master, manages issues and removes roadblocks Architect Responsible for overall system architecture and development quality and processes Developer Participates in design, creates unit tests, builds and delivers code Tester Dedicated testers assigned to each track (ratio typically ranges from 2:1 to 4:1) Test Lead Responsible for organizing and planning testing efforts Mentors testers Client Proxy Helps remote teams clarify requirements and run issues to ground Product Owner Client owner who participates in Kick-offs and Iteration closures, as well as provides feedback
20. Physical Space and Co-Location The most effective layout for the physical team location is co-located desks There should be shared access to plans, status, next steps, and other project planning and management tools. In teams that must be geographically separated, then tools for conducting virtual meetings such as conference call phones, instant messaging, shared electronic documents and tools are leveraged to minimize the distance and separation
21. The War Room Team Structure - the basic "who's on the team", including contact information High level plan, Mid Level Plan - The overall project milestones, and the key iterations and release dates, with the anticipated objectives or deliverables for each Roles and Responsibilities - A RACI style chart with the internal and external roles and the person on the team who is responsible Story Board - The stories for this iteration, what is complete, in-progress, and not started Client Deliverables - This may seem straight forward, but a reminder as too what we as a team are trying to deliver Client Phase Exit Criteria - What are we marching toward to complete the current phase and achieve signoff Story Stack - The scope of the project Meeting Agenda - The standard daily team stand-up meeting has a strict, short agenda so we can complete it within 30 minutes Issues and Next Step s - The whiteboard list of next steps, dates, owners, to be checked during each team meeting Risks - The whiteboard list of risks, impact, and mitigation that needs to be taken (with owner) Recognition Awards - Some place to call out great work by the team or individuals. Ground Rules - The team derived rules for respecting each other
22. Agile Principles The 5 “Gotchas” Setting up your Team Organizational Success Factors Agenda
23. Is Your Organization Ready For Agile? Trust pervades the culture of the organization, the interactions between its people, and its clients Individuals demonstrate a high level of enthusiasm for or openness toward change Management empowers individuals to take risks without fear of repercussions Disciplined execution is representative of the organization’s delivery practices or broadly viewed as a goal worth of striving for Teams and management alike evidence the commitment and patience necessary to seeing through changes despite challenges and disappointments along the way A willingness exists to make reasonable investments in tools, training, coaching and mentoring to facilitate successful adoption and sustained change.
24. Learning Objectives Learned the major issues teams face when adopting Agile processes Walk through the process to train and inspire a team new to Agile Learned how to transition roles from a Project Manager to an Agile Coach We reviewed the major “gotchas” that can derail a project with team members new to Agile.