WELCOME TO INTRO TO AGILE PROJECT MANAGEMENT AUBREY KAIGLER, PMP, ITIL. Please configure your audio: Meeting Audio Setup Wizard

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1 WELCOME TO INTRO TO AGILE PROJECT MANAGEMENT AUBREY KAIGLER, PMP, ITIL Please configure your audio: Meeting Audio Setup Wizard

2 Audio Configuration Configure your audio settings. The Audio Setup Wizard allows you to configure your volume level, default microphone and recording level. Please walk through this wizard and give me thumbs-up when completed

3 Feedback and Interaction Raise your hand Give a thumbs up Give a thumbs down Give a laugh Give applause

4 Reconnecting to Class Reconnecting to Class: Should the class connection be lost due to Internet issues, return to the LMS and re-launch the class with the Launch Class button. Alerts on system issues may also be published within the LMS describing the issue and potential resolution

5 Class Recordings Class Recordings: Recordings of this class may be available. If so, they are accessible from within the LMS after the end of our session.

6 Evaluations & Certificates Evaluations are filled out online Areas of focus Instructor Course Material Environment A digital certificate is available at the course completion

7 For what is this class intended? For those new to Agile and Scrum; To: provide an entry level understanding; show differences; Terminology; A opportunity to discuss and ask questions; establish a foundation.

8 8 What this class is not? an in depth or an intensive look; To make you an expert at the end by the end of class; just about Agile and Scrum going to follow the class manual page by page.

9 9 A temporary endeavor to create a unique product, service or result.

10 1 0 What is AGILE? A relentless, never-ending quest for improving development

11 1 1

12 1 2 Iterations and Incremental

13 We re losing the relay race The relay race approach to product development may conflict with the goals of maximum speed and flexibility. Instead a holistic or rugby approach where a team tries to go the distance as a unit, passing the ball back and forth may better serve today s competitive requirements. Hirotaka Takeuchi and Ikujiro Nonaka, The New New Product Development Game, Harvard Business Review, January 1986.

14 1 4 What is Agile?, pg. 2 Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between selforganizing, cross-functional teams. It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change. It is a conceptual framework that promotes foreseen interactions throughout the development cycle.

15 1 5 Iterative and Incremental development

16 1 6 Evolutionary development

17 1 7 Time box a time box is the maximum duration within which the Scrum team hopes to achieve the defined purpose. If the purpose is achieved earlier, then the time boxed ceremony ends early. Time boxes provide control by allowing the Scrum team to be self-managing, self-organizing, collaborative, and aligned to accomplish the purpose of the time boxed ceremony.

18 1 8 Benefits of Time boxing for the team

19 1 9 Benefits of short term scrums

20 2 0 Agile Manifesto

21 The Agile Manifesto a statement of values Individuals and interactions Working software Customer collaboration over over over Process and tools Comprehensive documentation Contract negotiation Responding to change over Following a plan

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23 Agile Values - Communication

24 2 4 Agile Values Simplicity

25 2 5 Agile Values Simplicity KISS Principle. Do today only what you absolutely need to do today. No scope creep or gold-plating. Achieve Just Barely Good Enough (JBGE). JBGE is actually the most effective possible

26 Scope Creep Scope creep is also known as requirement creep, which refers to the uncontrolled changes in the project s or product s scope. Scope creep happens in the project for following reasons: Due to interference from the client. Due to an incomplete scope statement. Due to a poor change control system. Due to miss-communication among the team members. Due to reasons external to organizations; e.g. market conditions, regulatory requirements, or technological advancements.

27 Gold Plating Gold plating means intentionally adding extra features or functions to the products which were not included in the scope statement. Following are a few causes of gold plating: Team member may add extra functions to prove his abilities to the project manager. Project manager may add extra functions to earn credit from the client or the top management. Sometimes it is performed to divert the attention of the client from the defects in the product.

28 2 8 Agile Values Simplicity It s easy to continue developing a product beyond some point. A Standish Group survey in 2009 stated that over 70% of functionality is never or rarely used. Not doing that work is a great opportunity to do more valuable work.

29 2 9 Agile Values Feedback

30 3 0 Agile Values - Courage

31 3 1 Agile Values - Humility

32 3 2 What is Scrum?

33 Scrum in 100 words Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month). The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features. Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.

34 Characteristics Self-organizing teams Product progresses in a series of short sprints Requirements are captured as items in a list of product backlog Business sets the priority No specific engineering practices prescribed Uses generative rules to create an agile environment for delivering projects

35 3 5 Self Organizing Teams

36 3 6 The Scrum environment

37 37 The difference

38 3 8 The Product Owner, pg. 22

39 Product owner Define the features of the product Decide on release date and content Be responsible for the profitability of the product (ROI) Prioritize features according to market value Adjust features and priority every iteration, as needed Accept or reject work results

40 4 0 Purpose of a Product Owner The product owner does not get to say, "We have four sprints left, therefore you must do one-fourth of the product backlog this sprint." The Scrum product owner's job is to motivate the team with a clear, elevating goal. Team members know best what they are capable of, and so they select which user stories from the top of the product backlog they can commit to delivering during any sprint.

41 4 1 Scrum Master, pg. 23

42 The Scrum Master Represents management to the project Responsible for enacting Scrum values and practices Removes impediments Ensure that the team is fully functional and productive Enable close cooperation across all roles and functions Shield the team from external interferences

43 4 3 Purpose of a Scrum Master The Scrum Master is there to help the team in its use of Scrum. Think of the help from a Scrum Master as similar to a personal trainer who helps you stick with an exercise regimen and perform all exercises with the correct form. A good trainer will provide motivation while at the same time making sure you don t cheat by skipping a hard exercise. They have authority, but that authority is granted to them by the team.

44 The Scrum team, pg. 23 Typically 5-9 people Cross-functional: Programmers, testers, user experience designers, etc. Members should be full-time May be exceptions (e.g., database administrator)

45 The Scrum Process

46 4 6 Daily Scrum

47 4 7 Roadblocks My broke and I need a new one today. I still haven't got the software I ordered a month ago. I need help debugging a problem with. I'm struggling to learn and would like to pair with someone on it. I can't get the vendor's tech support group to call me back. Our new contractor can't start because no one is here to sign her contract. I can't get the group to give me any time and I need to meet with them. The department VP has asked me to work on something else "for a day or two."

48 4 8 Product Backlog

49 4 9 User Story, pg. 26

50 5 0 User Story and Card

51 5 1 Sample user stories

52 5 2 Non Functional Stories

53 5 3 Product backlog

54 5 4

55 5 5

56 5 6 Lifecycle of a User Story

57 5 7 Grooming

58 5 8 Scrum Task Board

59 5 9 Sprint Cycle Product Owner prioritizes backlog Do Sprint planning meeting

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61 6 1

62 6 2 Managing the sprint backlog Individuals sign up for work on their own choosing Work is never assigned Estimated work remaining is updated daily Any team member can add, delete or change the sprint backlog Work for the sprint emerges If work is unclear; define a sprint backlog item with a larger amount of time and break it down later Update work remaining as more becomes known

63 Sprint Backlog

64 6 4 Scalability Typical individual team is 7 plus or minus 2 people. Scalability comes from teams of teams Factors in scaling Type of application Team size Team dispersion Project duration

65 6 5 Scalability

66 66 Business Owner

67 67 Project Manager

68 6 8 Sprint Review, pg. 30

69 6 9 Sprint Review, pg. 30 Limit prep to 30 minutes; State product goal at start of meeting; Product Back Log visible; Check each item is presented; Anyone present can ask questions; 10 minutes to 2 hours; and Sufficient time for review and feedback

70 7 0