An Agile Projects Introduction Course #PMCurrent-1 Aaron MacDaniel, PMP, CSM, MBA Lead Instructor - BetterPM.com An Innate Images, LLC Company 1
Course Agenda About BetterPM.com A typical Waterfall Project Lifecycle Manifesto for Agile Software Development Agile How is it Different? Overview of an Agile project lifecycle Benefits and limitations of an Agile process Scrum Other Types of Agile Current Trends and the Lean Startup PMI and Agile Project Management Questions 2
Course Objectives By the end of the course, you should be able to: Confidently explain the differences between the Agile Approach and a typical Waterfall project Know the basic pros and cons of each method Understand the basics of the Scrum approach for software development Know the differences between PMP, PMI-ACP, and Scrum Master certifications Upon completion of this course, you are entitled to earn 1 PDU. You must register for this course to print out your certificate Simply go to www.betterpm.com/courses/agile and signup On your member homepage, click on Course Completion Certificate to print out your certificate, and that s it! You must print out the certificate and complete the brief quiz in order to get your certificate. Register this course as Category A (R.E.P Courses) with your PMI profile, course #PMCurrent-1 3
About BetterPM.com BetterPM.com BetterPM.com was founded to provide a platform for project management training and consulting services Is dedicated to providing leading edge project management training and consulting services Is a PMI Registered Education Provider, #3330 Aaron MacDaniel, Course instructor, is a Certified Scrum Master as well as PMP Uses best practice online learning methods: Online adaptive quizzes Downloadable and streaming media ipod and ipad PMP Quiz preparation applications More training under development, with full PMP preparation and PDU training solutions coming directly to your mobile device soon 4
Agile and Waterfall Are not totally incompatible Are not mutually exclusive And have the same basic goals Producing a piece of working software Using resources efficiently and with predictable frequency Satisfying stakeholder requirements Lets look at each briefly 5
A typical Waterfall Project Lifecycle Feasibility Requirement Design Build Feasibility Requirements Design Build (repeat) Test (repeat) Deploy Test Deploy 6
Manifesto for Agile Software Development http://agilemanifesto.org/ We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan 7
Agile How is it Different? Waterfall Projects PM s focus on resources and managing the project Requirements set in stone in the beginning Requirements organized by dependency Measure project by % of milestones complete or by earned value Agile Projects Teams attempt to self-organize and manage as possible Requirements constantly changing Requirements organized by stakeholder value Measure project status by user stories and functions that could go into production (#1 metric) Manage risk on a daily basis Team members have overlapping responsibilities, which may not be clearly defined in the official organization structure Think more like entrepreneurs 8
Overview of an Agile project lifecycle Feasibility Plan Develop Adapt Deploy Does this project make sense? High level, what are the iterations? Plan (or re-plan) in greater detail, Develop, Test Review and demonstrate features Deliver and train Feasibility take concept, is it a feasible project? Similar to waterfall Planning not whole project, but just very high level release planning. For a 6 month project, just spend a week. Development Iteration planning, similar to a waterfall project, but each one is much smaller buckets Adapt Expose the work completed here, usability testing. Do we need to modify iteration 2? Deployment deploy every sprint, or aggregate iterations and deploy when cost effective, depending on size of the project 9
Benefits and limitations of an Agile process Benefits Critical Features available sooner Ability to abort after delivering critical features Customer may be happy after first iteration Can adjust more quickly based on changing customer goals Simple reporting metrics The burndown chart is an easy and simple tool to create and read Limitations Doesn t cover complete SDLC Doesn t provide infrastructure components, installing of servers, development and QA servers Project plans encompass a lot more than many typical agile plans Maintenance issues often come up that must be addressed in current releases 10
Many projects are a balancing act Waterfall WBS created by project leaders Functional and Design Specifications Detailed estimates Weekly status meetings Final delivery Microsoft Project Agile Team Customer Interview High level planning, agile estimating Task level estimates in current iteration Daily standup meetings Multiple deliveries Frequent (daily) customer interaction 11
What is Scrum? Can t live here yet It is a framework, not a complete solution: Helps guide the team during sprints Team is the focus Is best played as a game However, it is not something you would want to live in without a lot more work to adapt to your organization and culture Introduced in a Harvard Business Review 1986 Paper Formalized in 1993 as a method Doesn t recognize traditional titles Scrum is an Agile system development method, but NOT the only Agile method 12
The 3-4-5 foundation of Scrum Three Core Scrum Roles: Product Owner Scrum Master Team Member Four Main Documents (Artifacts): Product Backlog Sprint Backlog Burndown chart User Stories (not an official Scrum artifact, but very important) BetterPM Tip: Remember a 3-4-5 triangle from grade school? Well now you should remember 3-4-5, for 3 Roles, 4 Documents, and 5 Meetings. Five Main Meetings (Ceremonies): Sprint Planning Daily Scrum Sprint Review Sprint Retrospective Scrum of Scrums (not an official Scrum meeting, but an addition for larger teams) 13
The Famous Scrum Process Slide No Scrum course is complete without this original slide from Ken Schwaber, so here you go! Don t quite understand this yet? That s OK, it takes a few iterations of Agile learning before things really start to click. 14
Famous Scrum Cycle Explained Take a look at the next slides, where I show the BetterPM versions of the previous slide Explains the relations of the 3-4-5 Roles-Docs-Meetings, to the Scrum Process Slide Pay attention to the 5 Meetings and 4 Documents on the first slide Then, go to the next slide to see who is in charge of each part of the process hence the 3 roles from a very high level Remember, in Scrum, the core team works together DAILY to achieve the end result. 15
BetterPM s Version of the Scrum Chart User Stories Sprint Planning Daily Scrum 24 Hours Scrum of Scrums Updated Burndown Chart Sprint Review Sprint Retrospective Prioritized and Estimated Product Backlog Sprint Backlog 2-4 Week Iteration Potentially Shippable Product Increment Prioritized by Business Value Legend The 4 Documents The 5 Meetings 16
Responsibility by Segment Product Owner User Stories Scrum Master Sprint Planning Daily Scrum 24 Hours Team Scrum of Scrums Updated Burndown Chart Scrum Master & Product Owner Sprint Review Prioritized and Estimated Sprint Backlog Sprint Retrospective Product Backlog 2-4 Week Iteration Potentially Shippable Product Increment 17
Roles Explained Product Owner Own and groom the product backlog Organize team and get estimates by elaborating User Stories Run the product demonstration meeting Not a part time job! Scrum Master Team Serves the team by removing obstacles Calls and facilitates the Sprint Planning and Sprint Retrospective meetings Sets up the daily scrum meetings, but should refrain from actively participating in those meetings except to enforce the rules of Scrum and remove roadblocks Creates and owns the estimates in the product backlog Pulls tasks from the backlog into the sprint Defines the sprint by making the sprint backlog into detailed tasks Daily: Holds meetings and updates the burndown chart Self organizes and manages 18
Documents Explained Product Backlog Is owned and update by the Product Owner List of features, or user stories List must be groomed and constantly managed by product owner Estimates of features can only be done by the team Sprint Backlog This is the team s work commitment for the sprint Decided during the Sprint Planning meeting List of features pulled from the product backlog Each must have an estimate before it can be pulled in Burndown chart Is updated daily by the team Provides a snapshot of the work completed and remaining User Stories Explain a simple action, often written on an index card Example: As a [user type], I want to be able to [do something] such that [something happens] 19
Burndown Chart Example 20
Meetings Explained Sprint Planning Meeting Called and facilitated by Scrum Master Product owner reminds team of customer needs and desires, reviews prioritized list Team pulls from the list based on what they believe they can finish Team should not be helped in any way to decide what is on the final sprint backlog Daily Scrum Meeting Each team member must answer 3 questions and 3 questions only: What I did yesterday What I m doing today What is in my way (if anything) Nobody else can speak Must be a standing, not sitting meeting, to move things along quickly Any resolutions to problems raised should occur outside the meeting, and is facilitated by the Scrum Master 21
Meetings Explained (cont) Sprint Review Review the work completed (and any work not completed) Includes entire team including stakeholders Product Demo led by the product owner Define goal for next Sprint Sprint Retrospective Includes the Scrum team only Lessons learned led by the Scrum Master Reflect on what went well, and what didn t work 22
Meetings Explained (cont) Scrum of Scrums For larger projects, held after all teams complete the daily scrums A designated member from each team attends to discuss team updates 4 Questions only What has your team done since we last met? What will your team do next? Is anything slowing your team down or getting in your way? Are you about to put something in another team s way? 23
Scrum in Review Scrum and Agile do not work for everything, but have clear advantages in projects where there is a lot of change and adaptation is essential Primarily used to great effect in software development Scrum and Agile work best when played as a game A good game requires three things: 1. Opt-in 2. Clear Goals 3. Clear Rules If you can provide these three ingredients, then you can have a good Agile process, a harmonious team, and a (hopefully) successful delivery. 24
Different Types of Agile besides Scrum In addition to Scrum (Ken Schwaber), the following methods are also Agile : Extreme Programming (XP) - (Kent Beck) Lean (Ron Mascitelli/Mary Poppendieck) and Eric Reis There is lean manufacturing aka Toyota And there is Lean Startups by Eric Reis Adaptive Software Development (Jim Highsmith) Rational Unified Process (IBM & Rational) DSDM (DSDM Consortium) Feature Driven Development (Jeff De Luca, Stephen Palmer) Source: Greg Smith, Becoming Agile 25
Current Trends and the Lean Startup SCRUM is hot, and leading in the Agile name recognition space PMI has also recently released a new Agile certification, PMI-ACP Re-labeling your daily meeting as a SCRUM does not make you agile! The Lean Startup An Agile way to launch a business http://theleanstartup.com/ This is one of our favorite new trends of 2010 / 2011 Combining Agile methodology into the entire concept of starting a company Popular example is Dropbox.com No time for a case today, but a fascinating example of Pivots and adapting strategies of starting a company 26
PMI and Agile Project Management PMI recently launched and Agile certification PMI-Agile Certified Practitioner (PMI-ACP) The PMI-ACP examination will be not be available until Q3 2011. 20% test rebate available for the first users who take the test What does it take to get certified as a PMI-ACP? 1500 hours of Agile experience in addition to 2000 hours working on project teams are required to test for the certification 21 Credit hours of Agile Course content is also required 120 Question Test Compared to a Certified SCRUM-Master (CSM) Two-day in person course 25 Question test No experience requirements 27
Questions? In a live course, we would pause here for questions. Go to www.betterpm.com/agile to checkout all community FAQ, Agile tips and tricks, plus study guides and more for the PMI-ACP exam! If you have any additional questions, send an email over to info@betterpm.com 28
Thank you for spending time studying with us! 29