Project management in Agile Way
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The document discusses the implementation of agile project management, highlighting key methodologies like Scrum and Kanban, and comparing them with traditional waterfall methods. It outlines the importance of iterative development, cross-functional teams, and continuous communication for successful project delivery. Additionally, it emphasizes the need for flexibility in project planning and the effective management of project status through regular updates and monitoring.
Project management in Agile Way
- 1. Project Management in Agile Way February 21, 2013 Andrey Elkin, PMP, C.T.Co
- 2. Who is who C.T.Co IT Service provider from 1999 (Re)insurance business Agile Practices from 2000 Andrey Elkin Program/Project Manager (8 in 2012, 12 in 2013) ~14 years in IT, ~7 years as PM PMP and ITIL certified page 2
- 3. Project Management in Agile way What is Agile page 3
- 4. Agile? What it is? When we mean Agile We think … page 4
- 5. Agile? What it is? page 5
- 6. Agile Way Waterfall Agile page 6
- 7. Agile Way vs Waterfall Way page 7
- 8. Agile Software Development Agile methods break tasks into small increments with minimal planning Iterations last from one to four weeks Iteration involves a team working through a full software development cycle This helps minimize overall risk Stakeholders produce documentation as required Iteration goal = Shippable software at the end of each iteration Iteration = release page 8
- 9. How agile are you? Do you use business value to prioritize requirements? Do you have cross functional development teams? Do they deliver working software regularly? Do you review the process at the end of each iteration? Are features small enough to be completed in a short iteration? page 9
- 10. Agile Methods SCRUM KANBAN page 10
- 11. Scrum Scrum is an iterative, incremental framework for managing complex work (such as new product development) commonly used with agile software development. Scrum is a principle-based framework for continuous learning that focuses on maximizing value delivery instead of effort. page 11
- 12. Scrum. Who is who? ROI – Product Owner Quality – Dev Team Process – Scrum Master page 12
- 13. Scrum. How it works? page 13
- 14. Scrum. Real Life page 14
- 15. Agile Methods SCRUM KANBAN page 15
- 16. KANBAN Framework made for just-in-time (JIT) production The process in KANBAN is going as a flow No specific time for work package is set, Only WIP amount has been defined page 16
- 17. Six principles of KANBAN Do not send defective products to the subsequent process The subsequent process comes to withdraw only what is needed Produce only the exact quantity withdrawn by the subsequent process Equalize production KANBAN is a means to fine tuning Stabilize and rationalize the process page 17
- 18. KANBAN. How it works? page 18
- 19. KANBAN. Real Life page 19
- 20. Project Management in Agile way Project/Release Planning page 20
- 21. Software Development Lifecycle Model Software development lifecycle model is based on the effective blend of agile iterative and incremental delivery methods with industry standard frameworks like Rational Unified Process (RUP) and Capability Maturity Model Integration (CMMI) page 21
- 22. Release Planning Jan Mar May Jul Sep Nov Dec Release 1.0 Release 2.0 page 22
- 23. Release Breakdown High-level Architecture Iterations Ready Production Production planning baselined delivered for rollout patch completed Detailed UAT (if needed) planning completed Enough specs to initiate page 23 development
- 24. Real Life for Project page 24
- 25. Real Life for Product page 25
- 26. One more example of Real Life page 26
- 27. Iterations Flow page 27
- 28. Agile Model vs Waterfall Model The emphasis is on producing regular visible working application enhancements to demonstrate business value early, and continuously improve the application through incremental and iterative development page 28
- 29. Project Management in Agile way Processes and Activities page 29
- 30. Process Map page 30
- 31. Project Management Activities page 31
- 32. High Level Planning – Project Plan Project Plan is compiled with the following content: Planning Policies Objectives Communications Scope Change Management Receivables Configuration Management Deliverables Security Policy Estimations Quality Assurance Staffing Quality Control Lifecycle Schedule page 32
- 33. High Level Planning – Project Plan Checkpoint reviews Defined throughout the project, usually at milestone dates. Review are done by both project managers and (preferably) some of the project stakeholders. Face-to-face checkpoint review meetings in addition to written status reports: this will ensure that everyone does get the necessary information. Routing paths and contact persons List of contact persons from both sides, including deputies, is defined for all major areas. Escalation paths are clearly defined. page 33
- 34. Project Plan – Think on format??? page 34
- 35. Project Plan – Be flexible with format!!! page 35
- 36. Estimation and Iteration Planning In collaboration with project team functionality is estimated and allocated into Iterations Team tasks are defined and plan is compiled with the following content: Feature / task name ID of the feature / task Status of the feature / task Priority of the feature / task Iteration the feature / task is assigned to Estimates Assumptions Dependencies page 36
- 37. Estimation and Monitoring Plan page 37
- 38. Release Development Plan page 38
- 39. Estimation and Iteration Planning Fullness and Transparency are the corn stones for a good project steering and Trust page 39
- 40. Too much, Too less It costs you 100 USD OR All numbers are calculated by the formulas: page 40
- 41. Estimation Cone of Uncertainty page 41
- 42. Project Monitoring and Control page 42
- 43. Project Monitoring and Control Daily stand-up meetings should take place (15-30 minutes) in order to discuss the current project status and possible events that could influence the outcome of the project Project risks should be considered and analysed in order to react timely and reduce the impact of the risks occurred to the project outcome page 43
- 44. Project Monitoring and Control Status Report Allow both project managers and the project review board to track project progress Submitted on a per-iteration basis (i.e. bi-weekly) in a written form The following information is always included: Progress compared to baseline (schedule, efforts). Forecasts for remaining part of the project, in numeric terms, for efforts, deliveries, and milestones. page 44
- 45. Project Status Report page 45
- 46. Day to Day Communication Customer Project Status Calls – Daily/Weekly Status Reports and Meeting Notes Chats and E-mails Face-to-face meetings / workshops Team Stand-up meetings (work organization) Review meetings (specs, problems, etc.) Project news Ad-hoc meetings (critical issues review) page 46
- 47. Calendar for Very good week page 47
- 48. Day to Day Communication Status calls: Are held more often than written status reports, and as follow- up after status report review Short checklist of open issues is a good practice as it enhances effectiveness of the status calls Face-to-face meetings: Are held when the project team feels necessary rather than on pre-scheduled basis Help to avoid “e-mail ping-pong” Purely remote communication creates more issues than mixed face-to-face/remote approach page 48
- 49. Project Management in Agile way Do we really need PM in projects? page 49
- 50. Nobody want to do this except us page 50
- 51. Our reality We ... Sale our heads Don’t forget about yourself in cost calculation. You also would like to be paid Plan our work Minimize redundant paperwork to minimal. Nobody read them after creation Are Responsible about our results Shout about risks as much as you have voice. You are person who deliver project/product page 51
- 52. We speak to Everyone You will not know each and every detail, but you must be good comapnion in every talk You will speak with Client Executives – about Money? Client Representatives– again about Money? Company Executives – one more time about Money? Your Boss – still about Money? You Team – finally about Money? Be open and you will know about all risks and issues and ...... of course about money page 52
- 53. Do you see yourself? On left or right?
- 54. This is definitely not our project!!! Sure???
- 55. Q&A? Thank you!
Editor's Notes
- #13: SCRUM framework relies on three peer-level management roles. Combining responsibilities eventually leads to contradictory drivers or conflicts of interest. The three distinct roles allow people to focus on defined responsibilities with different objectives driving behavior. The Product Owner (PO) – maximizes the return on-investment (ROI) of the product, measured from idea conception to delivery to the paying customer; The SCRUM Master continually improves the development process, coaching the SCRUM team to become more productive, improve quality and self-organize; The Development Team manage the technical quality of the product by nurturing practices that reinforce shared code ownership.