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Applied scrum for project management

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Aditi Sharma

This document provides an agenda and slides for a course on Applied Scrum for Project Management. The first week covers agile basics like the agile manifesto and sprint process. It then provides evidence that agile works through case studies of NASA's Skunkworks program, a Navy energy program, and how agile helped scale Netflix. The document also discusses the evolution of agile from total quality management, lean production systems, and the theory of constraints in response to high failure rates of waterfall projects. Week 1 concludes with a case study of how the government organization 18F used agile to modernize California's child welfare system.

Business
Related topics:
agile-software-development • Insights on Software Development • Software Testing Insights • Project Manager
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Course 1. Applied Scrum for Project Management John Johnson, PMP CSM SPC A. James Clark School of Engineering, University of Maryland, College Park Copyright 2018, All rights reserved AGILE PROJECT MANAGEMENT
Week 1. Agenda 1. Agile Basics 2. Proof Agile Works 3. Evolution of Agile 4. Case Study 1 – Netflix 5. Case Study 2 – 18 F Slide 2
Slide 3 Agile Basics Valuable Sprints & Dispelled Myths
Intro to Agile: the Manifesto Agile was codified in 2001 at the Snowbird Resort by 17 practitioners of Iterative Development. The Agile Manifesto was written by XP, DSDM, and Scrum practitioners stating Slide 4 http://logicboost.com/agilemanifesto.html
Intro to Agile: the Manifesto “...while there is value in items on the right, we value items on the left more…” • Individuals and Interactions over processes and tools • Working Software over comprehensive documentation • Customer Collaboration over contract negotiation • Responding to Change over following a plan Slide 5
Sprint Basics Slide 6 2 1 3 Sprint Planning • Team & Product Owner select work • Team commits to complete work inside the Sprint • All work is stated as a “User Story” with a clear “who, what, why” and acceptance criteria • Scrum Master facilitates and guides Sprint Development • Team meets daily to decompose & assign work • Team self-organizes based on skills • No client can interrupt or change their work • Product Owner liaisons with end users • Product Owner builds and prioritizes backlog • Scrum Master facilitates and tracks Sprint Review & Retro • Team presents completed work to customer • Team reviews work performed • Team performs retrospective to improve itself • Scrum Master facilitates and guides https://en.wikipedia.org/wiki/Scrum_(software_de velopment)#/media/File:Scrum_Framework.png
Comparing Agile, Traditional, and Lean Slide 7 Total Cost (Not Quality) Scope Schedule Budget Agile Traditional Lean Adjust Scope Budget Schedule Requires Trust Efficiency Expertise Goal Speed Predictability Innovation
False Comparisons The following is true for not only Traditional, but also Lean, and Agile projects. Each methodology has: • A Charter • A Plan • Documentation • Design • Testing Slide 8
The Story Slide 9
Wait, so What Is Agile Again? Agile is a Project Management Methodology we can defined as having: - Shared Vision Robust to Change (can vary tech scope) - Whole Teams (customer + a cross-functional team) - Incremental Delivery (learn by doing using small “Sprints”) - Continuous Integration & Testing (teams test increments early often) Scrum, SAFe, Disciplined, Kanban - these are Frameworks which offer a structure for conducting Agile projects. Slide 10
Slide 11 Proof That Agile Works From Spacecraft to Supercomputers
Proof Agile Works: Skunkworks • Clarence Leonard “Kelly” Johnson, Lockheed Martin Engineer in WWII. • In 1943, tasked with extending range of fighter jets • He and his team colocated in a tent because they needed the space… • Program was called “Skunk Works” Slide 12 Designed and built the first jet-fighter, “P-80 Shooting Star,” in just 143 days
Keys to Skunkworks Success Kelly Johnson’s Skunkworks Program had 14 Rules of Management, which roughly translate to: • Small, Strong, Self-Directed Cross-functional Teams • Owners and Vendors must Collaborate and Trust • Manage and Respond to Change • Minimize Reports, But Record Important Work • Incremental Development with Self-Testing Teams Remember! Agile is a Project Management Methodology we can defined as: • Shared Vision Robust to Change (can vary tech scope) • Whole Teams (customer + a cross-functional team) • Incremental Delivery (learn by doing using small “Sprints”) • Continuous Integration & Testing (teams test increments early often) Slide 13
Proof Agile Works: Navy Energy Program Slide 14 Source: https://image1.slideserve.com/1599299/slide3-n.jpg
Proof Agile Works: Navy Energy Program Navy Shore Energy Program, Energy Return on Investment (eROI) Support Booz Allen Hamilton (BAH) Scope: Build decision support systems to identify, evaluate, and select $500M/yr. in shore energy projects Total Cost: $5M over 4 years (T&M) • 2 Fully Cross-Functional Teams • BAH Personnel: 8 (1 PM, 3 Devs, 4 BA/Testers) • Navy Personnel: 5 (1 PgM, 3 Officers, 1 Analyst) Output: Project ROI: 50 • QA/QC avoided $20M/yr. in net-loss projects • Improved selection by $30M/yr. annualized returns • Modeled investments with 95% accuracy by year 3 • BAH sole sourced the $10M/yr Renewables Program Slide 15
Proof Agile Works: Spacecraft to Supercomputers Slide 16 Image Source: http://www.zdnet.com/article/what-the-dods- playstation-powered-condor-cluster-means-for-the-future- of-supercomputing/ Can be loaded on a plane On the Fly Spy Imagery Extremely easy to maintain in a test lab Over 2 Million Miles of Cables, able to work faster than any other DOD HPC Stardust Shoemaker NASA led the Faster, Better, Cheaper (FBC) initiative in the 1990s We went from days to seconds! Condor Cluster Supercomputer, Air Force 2010
Slide 17 Evolution of Agile Spiraling Away from Waterfall: a Total Quality Revolution
Total Quality Management (TQM) • Improving quality decreases costs • Must continuously improve (systems and people) • Key is pride of workmanship, cross-functional teams, and trust • Plan – Do – Check – Act (PDCA) Proof it works: turned around Ford Motors in 1986 from $B losses to first profits in years Slide 18 https://i.pinimg.com/736x/98/bc/1f/98bc1f7c7ce266dd7e2fe79 6be001285--teacher-w-edwards-deming.jpg
Toyota Production System (TPS) Toyota Production System (TPS) – Taichii Ohno and Lean (1980s - Present) • Eliminate 7 Wastes - Movement, Inventory, Motion, Waiting, Overproduction, Over-processing, Defects • Small Batches – addresses most of the waste – Kanban! • Continuous Improvement w/ Fixed Reporting Schedules & Metrics (KPIs) Proof it works: Toyota’s a Top 3 Car Manufacturer with 70% employee satisfaction ….Note that employee satisfaction is only 30% avg. Nationally Slide 19 https://c1.staticflickr.com/9/8110/8 472007819_485415e875_b.jpg https://lifehacker.com/productivity-101-how-to- use-personal-kanban-to-visuali-1687948640
Theory of Constraints (TOC) Theory of Constraints (TOC) – Eli Goldratt (1980s to Present) • Optimize “System Throughput” not “Cost Centers” towards a Goal • Five Focusing Steps to Exploit System Constraints (Physical, Paradigm, Policy, Market) Proof it works: BP used TOC to save $200M and rapidly clean 10,000 boats after Gulf Oil Spill Slide 20 https://www.tocinstitute.org/five-focusing-steps.html https://en.wikipedia.org/wiki/Eliyahu_M._Goldratt https://en.wikipedia.org/wiki/Bottleneck_(production)
The Waterfall Mistake By the 1980s “Waterfall” was the predominant methodology, but it was a poor fit for the immaturity of the software development world (although embraced by DoD until 1996) …...Tom Cargill of Bell Labs said it all with his “Ninety-Ninety” Rule said it all: The first 90 percent of the code accounts for the first 90 percent of the development time. The remaining 10 percent of the code accounts for the other 90 percent of the development time. Slide 21 http://valueatwork.se/waterfall-model-probably-the-most-costly- mistake-in-the-world/?lang=en Waterfall model probably the most costly mistake in the world The average Software Project had a 10% success rate in the 1970s
Spiral to Scrum Slide 22 In response to failure rates as high as 90%, “iterative development” was born: • Rapid Application Development (RAD) 1970s - 1980s • Dynamic System Development Methodology (DSDM) 1980s - 1990s • Extreme Programming (XP) 1990s - 2000s DSDMRAD XP
Spiral to Scrum Key Tenants of Iterative Development: • Consolidated Up-Front Planning - single “Systems Design” phase with Stakeholders • Iterative Development – Users Propose and Test Product Throughout Development • Timeboxes - Emphasizes On-Time Delivery • User Stories - Emphasizes Business Needs, Not Tech Specs • Test-Driven Development - Incorporation of “best practices” Slide 23 Agile Traditional 64% Successful 49% Successful 28% Challenged 33% Challenged 8% Failed 18% Failed 2013 Cross-Industry Study 173 Industry Respondents http://www.ambysoft.com/surveys/success2013.html https://clearcode.cc/blog/agile-vs-waterfall-method/
Slide 24 Commercial Case Study How Netflix Wins!
Netflix Case Study SPEED WINS! Keynote: Velocity and Volume (or Speed Wins) by Adrian Cockcroft Adrian Cockroft names four (4) things required to turn Netflix from a manufacturing company into an web-centric large-scale business: 1. Culture of Innovation - respond to opportunities 2. Data and Analytics - compare alternatives 3. Decentralized Decisions - assign resources quickly 4. Agile and Self-Service Deploy - freedom & responsibility culture Slide 25 Watch the speech here: https://www.youtube.com/watch?v=wyWI3gLpB8o
Slide 26 Government Case Study 18F to the Rescue!
18F Case Study General Services Administration (GSA) supports CA Social Services... In 2015, the State of California began a process to modernize their child welfare services case management system. • Used by more than 20,000 social workers • Track and manage the more than 500,000 cases of child abuse and neglect annually 18F worked with California’s Department of Social Services and Office of Systems Integration to add: • modular contracting, • agile development, • user-centered design, and • open source practices This project is still in the early stages, but this change in strategy has started to produce greater vendor competition, cost savings, a vastly improved end product, and a better contracting experience. Slide 27 https://www.youtube.com/watch?v=lNSmF7-xisU
Thank You! You've just competed Module 1 of Applied Scrum for Project Management CLICK here to go to the EdX Course Page
Week 2. Agenda 1. Simple PM Methods 2. Approaching the Triple Cost Constraints 3. Comparing Methods – Industries 4. Comparing Methods – Customers 5. Comparing Methods – Engineering Slide 29
Slide 30 Simple PM Methods Why There Are Three Costs and What to Do about It!
Traditional Project Management in Brief Slide 31 CCR PRR RRR DRR IRR ORR OMR Idea Business Case Bid & Proposal Waterfall Development Operations Disposal IRR
Agile Project Management in Brief Slide 32 Idea Business Case Bid & Proposal Early Agile Development (Sprints) Development-Operations (DevOps) Disposal
Lean Project Management in Brief Slide 33 m n p x x x or PrioritizeDefine Analyze Solve WBS Issue Backlog Bid & Proposal Challenge Definition Solution Delivery Disposal Operations
Slide 34 Approaching the Triple Cost Constraint Why There Are Three Costs and What to Do about It!
Exploring the Triple Cost Constraint Slide 35 Total Cost (Not Quality) Scope Schedule Budget Agile Traditional Lean Adjust Scope Budget Schedule Requires Trust Efficiency Expertise Goal Speed Predictability Innovation
Controlling Scope Slide 36 Traditional • Work Breakdown Structure (WBS) • Change Control Board (CCB) Lean • Tickets • Requests Agile • Product Backlogs • Sprint Backlogs OR
Controlling Schedule Slide 37 Traditional • Duration estimates and Schedules • Program Evaluation & Review • Technique (PERT) • Critical Path Method (CPM) Lean • Kanban & Queues • Service Agreements Agile • Timeboxes • Releases and Roadmaps Task Duration Requires A 3 B 4 A C 5 A D 3 B E 4 C F 0 D and E A B C E D F 3 3 4 5 4 3 Priority Business Impact Response Critical Shutdown Hours Major Costly Delays Days Minor Frustration Weeks Performance Objective Performance Objective
Controlling Budget Slide 38 Traditional • Earned Value Management (EVM) • Cost Centers Lean • Service and Severity Levels • Key Performance Indicators (KPIs) Agile • Return on Investment (ROI) • Burndown Charts
Slide 39 Comparing Methods: Industries Matching Methods with Size (for Some)
Industry Insights: What Works…. Slide 40 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Consulting Operations Sales Customer Support Legal Research & Development Planning* Master Schedules Releases Backlogs (Prioritized Lists) Sourcing Efficiency Trust Expertise Goals Predictable (Low Cost) Speed (Maximize ROI) Innovation (Problem Solve)
Traditional Projects Slide 41 Traditional Project Size Large Industries Construction Military Government / Policy Relocation Planning* Master Schedules Sourcing Efficiency Goals Predictable (Low Cost)
Agile Projects Slide 42 Agile Project Size Medium Industries Information Technology Product Development Consulting Operations Planning* Releases Sourcing Trust Goals Speed (Maximize ROI)
Lean Projects Slide 43 Lean Project Size Small Industries Sales Customer Support Legal Research & Development Planning* Backlogs (Prioritized Lists) Sourcing Expertise Goals Innovation (Problem Solve) To Do Doing Done
Industry Insights: What Works…. Slide 44 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Consulting Operations Sales Customer Support Legal Research & Development Planning* Master Schedules Releases Backlogs (Prioritized Lists) Sourcing Efficiency Trust Expertise Goals Predictable (Low Cost) Speed (Maximize ROI) Innovation (Problem Solve) Why? Why? Why?
Slide 45 Comparing Methods: Customers Say What? It is NOT about Product?
Industry Customer Characteristics Slide 46 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Management Consulting Operations Sales Customer Support Legal R&D Customer Size >250 participants Up to 250 participants Up to 10 Customer Communication Representatives Large, Facilitated Meetings Part of the Team Small Meetings On-Call Ticketing / Request Payment Method Firm Fixed Price / Custom Pricing (Quote) Time & Materials / Retail Purchase (Paid) Cost-Plus / Subscription (SLA)
Traditional Customer Management Slide 47 Traditional Project Size Large Industries Construction Military Government / Policy Relocation Customer Size >250 participants Customer Communication Representatives Large, Facilitated Meetings Payment Method Firm Fixed Price / Custom Pricing (Quote) Why is it so loud?!? Well.. It’s a Jet Fighter..
Agile Customer Management Slide 48 Agile Project Size Medium Industries Information Technology Product Development Management Consulting Operations Customer Size Up to 250 participants Customer Communication Part of the Team Small Meetings Payment Method Time & Materials / Retail Purchase (Paid) Oh, wow! What an ambitious Release!
Lean Customer Management Slide 49 Lean Project Size Small Industries Sales Customer Support Legal R&D Customer Size Up to 10 Customer Communication On-Call Ticketing / Request Payment Method Cost-Plus / Subscription (SLA) Sure I can help you… Now...how did it happen?
Industry Customer Characteristics Slide 50 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Management Consulting Operations Sales Customer Support Legal R&D Customer Size >250 participants Up to 250 participants Up to 10 Customer Communication Representatives Large, Facilitated Meetings Part of the Team Small Meetings On-Call Ticketing / Request Payment Method Firm Fixed Price / Custom Pricing (Quote) Time & Materials / Retail Purchase (Paid) Cost-Plus / Subscription (SLA)
Slide 51 Comparing Methods: Engineering Matching Method with Size
Industry Engineering Characteristics Slide 52 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Management Consulting Operations Sales Customer Support Legal R&D Design Dependent / Coupled Independent / Decoupled Constrained / Evolutionary Teams Departmental Matrixed / Projectized Emergent (Ad Hoc) Development Linear Iterative Incremental Integration / Testing End Phase Continuous When Possible Closing 3rd Party Acceptance Team Acceptance Customer Acceptance
Traditional Engineering Slide 53 Traditional Project Size Large Industries Construction Military Government / Policy Relocation Design Dependent / Coupled Teams Departmental Development Linear Integration / Testing End Phase Closing 3rd Party Acceptance App F1 F2 F3 S2 S3 S4S1 High reuse of components means a “Tightly Coupled” design. • Small changes have big costs • Lower costs if no changes Features Application Services Owner Ktr A Ktr B Ktr C
Agile Engineering Slide 54 Agile Project Size Medium Industries Information Technology Product Development Management Consulting Operations Design Independent / Decoupled Teams Matrixed / Projectized Development Iterative Integration / Testing Continuous Closing Team Acceptance App F1 F2 F3 S2b S3b S4S1 Low or no reuse of components means a “Decoupled” design. • Small changes have small costs • Can release single Features quickly • Higher cost if no expected changes Features Application Services S2a S3a Owner Ktr A Ktr B Ktr C
Lean Engineering Slide 55 Lean Project Size Small Industries Sales Customer Support Legal R&D Design Constrained / Evolutionary Teams Emergent (Ad Hoc) Development Incremental Integration / Testing When Possible Closing Customer Acceptance App F1 F2 F3 S2a S3b S4S1 Lean designs “Evolve” as each feature is developed • Uses “just enough” feature by feature • Reuses as possible to lower costs • Often results in complex final product Features Application Services S2b S3a Owner Ktr A Ktr B Ktr C PrioritizeDefine Analyze Solve
How Industries are Changing Now… IT is turning traditional and lean industries into Agile ones… • Building Information Modeling (BIM) • Modular Acquisitions • Online Legal Products • “Everything as a Service” Slide 56 Watch and Learn More: http://www.onuma.com/services/BimStorm.php Missions drive demand for Buildings… We can simulate buildings down to the nuts and bolts… Buildings can be dynamic, too! Onuma Planning System introduced “BIMStorm” Back in 2008!
Industry Engineering Characteristics Slide 57 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Management Consulting Operations Sales Customer Support Legal R&D Design Dependent / Coupled Independent / Decoupled Constrained / Evolutionary Teams Departmental Matrixed / Projectized Emergent (Ad Hoc) Development Linear Iterative Incremental Integration / Testing End Phase Continuous When Possible Closing 3rd Party Acceptance Team Acceptance Customer Acceptance
Thank You! You've just competed Module 2 of Applied Scrum for Project Management CLICK here to go to the EdX Course Page
Week 3. Agenda 1. Scrum Team Formation 2. Three-Part User Story 3. Sprint Planning 4. Sprint Development 5. Sprint Retro & Review Slide 59
Slide 60 Scrum Team Formation Chartering the Right Course from the Beginning!
Project Charter • Project Objectives - what the sponsors and/or customers expect from this project • Stakeholders - who “has a stake” from sponsors to customers and why • Constraints - what must the project also do or not do to achieve the objective • Risks - what are major risks: internal vs. external, business vs, technical • Definition of Done - the agreement on how work is closed Slide 61 https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcTG6a- TR4eYNjDQm3f91JgEXuDZoklCGei3CMiTJv3Buis29Vx6IA https://upload.wikimedia.org/wikipedia/commons/9/99/Charter_ Activation_Scheme.png
Scrum Team Members • Product Owner - person responsible for managing the Product Backlog • Scrum Master - person responsible for facilitating • Development Team Member - person on the team building the product Slide 62 https://pxhere.com/en/photo/868229 https://c1.staticflickr.com/8/7193/7008611307_8da73afaff_b.jpg https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQ- KcFqr_DgOYfbx3X_au6Z3iqOHyM-KV9FAkqoVy8rUQ3AneQ5iw
Product Owner Variations Slide 63 https://www.maxpixel.net/Business-Man- Architect-Work-Businessman-Architektin-1816217 https://pixabay.com/en/avatar-icon- document-entrepreneur-1789663/ Architect OwnerBusiness Rep https://cdn.pixabay.com/photo/2016/04/15/1 8/05/computer-1331579_960_720.png
Scrum Master Variations Slide 64 Junior PM Business AnalystProject Manager https://pixabay.com/en/agenda-comic- characters-gantt-2025762/ https://pxhere.com/en/photo/1444293 https://pixabay.com/en/cartoon-character- idea-business-2948029/
Development Team Member Variations Slide 65 https://www.maxpixel.net/Business-Man- Architect-Work-Businessman-Architektin- 1816217 Architect Business Analyst https://pixabay.com/en/cartoon-character-idea- business-2948029/ https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQ- KcFqr_DgOYfbx3X_au6Z3iqOHyM-KV9FAkqoVy8rUQ3AneQ5iw Tech Writer https://pxhere.com/en/photo/1199795 DeveloperSupport https://www.flickr.com/photos/rosenfeld media/11496789864
Benefits of a Dedicated Team Slide 66 I’m here when you need me I’ll take care of that for you! We have needs! Product Owner Scrum Master Stakeholders
Slide 67 Three-Part User Story Defining Work Meaningfully
Part of a User Story • There are three parts to a User Story: 1) Value Statement 2) Assumptions 3) Acceptance Criteria • The proper means of creating a Value Statement: As a... [Who]... I want to…. [What Functionality]... in order to... [Why It's Important]... Slide 68
Part of a User Story Wrong Wants and Right Wants: • I want to Login Using My User Name and Password -- WRONG! • I want to access my account -- RIGHT! What’s in a Why? • To check notifications • To assign work • To check the rankings of my fantasy football team Slide 69 Image Source: https://lifehacker.com/5965703/the-science-of- storytelling-why-telling-a-story-is-the-most-powerful-way-to- activate-our-brain
Understanding Assumptions • Captures less important value created by the User Story • Captures detailing of Why the user story is important • Identifies constraints from preceding or proceeding tasks, work, components, etc. • Identifies all the standards, influences, reference architectures, etc. • Captures other reasons “Why” this story might be important • Can limit the Acceptance Criteria and the Value Statement - not just the Value Statement Slide 70 A B C E D F 3 3 4 5 4 3 https://commons.wikimedia.org/wiki /File:Google_2015_logo.svg Procedural information that is in the Definition of Done does not have to be captured in Assumptions – it’s always repeated!
Addressing the Acceptance Criteria • Acceptance Criteria are NOT restatements of the Value Statement • Should clearly define the primary use cases for testing • Must specify any performance or loading that the product increment should meet • Must be comprehensive in detailing all tests that will be run to close the story Slide 71 https://pixabay.com/en/photos/checkbox/ http://www.publicdomainfiles.com/show _file.php?id=13962379226067
Definition of Done - One for All! • Standard approvals • Reviews by stakeholders • Prototyping (if required) • Documentation • Design constraints Slide 72 https://commons.wikimedia.org/wiki/File:C orporate_Woman_Researching_GIF_Anim ation_Loop.gifhttps://www.maxpixel.net/Office- Map-Document-Empty-Folder-Full- Icon-2813518 https://www.flickr.com/photos/limelightl eads/36422453096 https://en.wikipedia.org/wiki/Open-source_software
Slide 73 Sprint Planning Getting the Right Start on Time!
Sprint Planning • Product Owner presents the updated Product Backlog • Development Team selects and refines User Stories • Development Team is able to commit to the Spring Backlog Slide 74
Sprint Planning Guidelines Dos: • All voices are heard • Review and elaborate all User Stories in the Sprint • Size and select those stores before end of Sprint Planning Don’ts: • Discuss stories to death • Argue or create conflicts, it should be objective • Forget to prepare important story details (if possible) Slide 75
Sprint Planning Techniques Keys to Planning Success: 1.Great Users Stories 2.Use Planning Poker No Open Discussions • Loudest voice wins • No timebox • Can’t prove consensus • No way to improve Slide 76 https://commons.wikimedia.org/wiki/Fil e:The_Layers_of_Login.png https://pixabay.com/en/p hotos/clipboard/ As a field rep I want to login in order to… It’s a 5!!!! 5 3 8 5 5 2
Planning Poker Planning Poker Procedure: 1. Agree on a point scale 2. Team briefly discusses the User Story 3. Everyone picks a card in silence 4. Team members reveal the card 5. If an outlier exists (more than one step from the mode), then discuss 6. (Optional) After two rounds take an average, or “yes/no” team vote Important notes about Point Scales • Relative measure of size • More than effort (size, risk, complexity) • Remains same size over time, but teams may speed up! Slide 77 https://commons.wikimedia.org/wiki/File:CrispPlanningPokerDeck.jpg 5 3 8 5 5 2
Sprint Planning to Close How to develop a great plan on-time: • Work Iteratively through stories • Plan for an Increment • Work one-by-one • Get a vote of confidence • Write new stories on the spot • Simple tooling • Prioritize the stories together Slide 78 https://www.flickr.com/photos/kanban_tool/158 17131058 Get a Flow Going! Plan to Release! Confidence Vote! OK! OK! OK! OK! OK! OK!
Slide 79 Sprint Development Joyful Flow that Gets Work Done
Sprint Development • Daily Stand Ups - daily face to face communication • Whole Teams - both executes and plans work together • Team Ownership - Multiple team members work on a User Story • Limit WIP - limit the Work-In-Progress (WIP) to achieve flow https://en.wikipedia.org/wiki/Kanban_board Slide 80
Sprint Development Daily Standup Two types of daily standups: 1. “Scrum Standup” – each person self-reports 2. “Forward-Looking Standup” - facilitator guides team to volunteer to help https://commons.wikimedia.org/wiki/ File:Pictofigo-Scrum.png https://pixabay.com/en/photos/feedback/ Yesterday I was stuck, I’m trying again today.. So, we seem to be stuck... can anyone help out? Slide 81
Sprint Development Whole Teams User Story Execution • Product Owner is available to provide input and is available to close • Scrum Master facilitates meetings, workshops, and ensures quality through good User Stories, Story Closing, etc. • Development Team completes work Continuous Planning • Product Owner consults with stakeholders as product takes shape • Scrum Master facilitates meetings, workshops, and trains teams as needed • Development Team helps writing new stories or in meetings as needed We need this I see…but why? https://media.defense.gov/2016/Aug/11/20016021 38/-1/-1/0/160721-F-RI777-001.JPG Looks Good! Closed? https://pixabay.com/en/meeting- conference-sales-business-1184892/ Slide 82
Sprint Development Team Ownership The Team works together to complete the Sprint Backlog: • Team members work together to close a single User Story • Work or Tasks are Split Up based on availability and skill • If needed, the team will “swarm” or go into a “war room” to complete one story • No “pride of authorship,” stories are clear in terms of tasks needed to get done Team Ownership ensures highest priority work is accomplished first! https://commons.wikimedia.org/wiki/ File:The_Layers_of_Login.png https://www.goodfreephotos.com/vector-images/three- developers-character-set-vector-clipart.png.php Slide 83
Sprint Development Limit WIP Limiting Work-In-Progress (WIP) • Ensures the Whole Teams mentality • Reduces coordination meetings • More quickly delivers working product Kanban and Scrumban board facilitate • Kanban manages stories • Scrumban manages tasks • Use “Fast Lanes” when in continuous development- operations model Limiting WIP is a Lean idea, but in Agile the team (not process) controls the WIP https://commons.wikimedia.org/wiki/File:Scrumb an_task_board_example.jpg WIP Limit is 2 + 1 Stories Slide 84
Slide 85 Sprint Retro & Review Learn Fast, Change Fast, Win Fast
Sprint Retro & Review Closing a Sprint • Sprint Review: the Product Owner presents the completed, potentially shippable increment to the stakeholders. • Sprint Retro: the Sprint Team collaboratively inspects the sprint and looks for ways to build on or change for the better.
Sprint Review Goals of Sprint Review • Validate product is something users want • Discuss what the next features should be • Build stakeholder buy-in • Force a shippable product to be ready* How to Run a Great Sprint Review • Focus on demoing the product • Keep the presentations simple and small • Avoid PowerPoint • Show planned work in the planning tool • Prepare for the event, but not too much • Get the stakeholders involved! https://www.seymourjohnson.af.mil/News/Article-Display/Article/307585/strike- eagle-demo-team-showcases-capabilities-says-thanks/ https://www.army.mil/article/200578/sfl_tap_direc tor_meets_with_stakeholders_in_hawaii Features? https://www.psypost.org/2017 /02/emoticons-help-gauge- school-happiness-level- young-children-47328
Sprint Retro Goals of Sprint Retro • Capture what went right during the sprint • Capture what went wrong during the sprint • Capture what the team can do to improve How to Run a Great Sprint Retro • Identify and plan work to improve team • Stop doing the bad stuff early • Use “lessons learned” on YOUR project (imagine it!) • Dedicate time to hear from everyone, and gain team buy-in Now let’s play the Retro Game! Well Not Well Can Do https://pixabay.com/en/meeting- conference-people-table-152506/
Sprint Retro Game Two rounds to the Retro Game • Evaluate what went right and wrong • Evaluate what the team can do In Both Rounds you do the Following • Each person writes down their thoughts • Everyone puts their thoughts on the board • The whole team together labels the notes • Scrum master facilitates discussion • At the end the Can Do items are captured Scrum Master or Team Member records! Well Not Well Can Do https://pixabay.com/en/meeting- conference-people-table-152506/ What do we think?
Sprint Celebration • Go be social with your team! • Remember: Individuals and Interactions OVER Processes and Tools • You just had a big win, now Celebrate! Slide 90 Now the REAL Retro Begins! ☺ http://www.adventurejay.com/blog/index.php?m=03&y=15&d=14& entry=entry150314-151622&category=4
Thank You! You've just competed Module 3 of Applied Scrum for Project Management CLICK here to go to the EdX Course Page
Week 4. Agenda 1. Scrum in the World of Agile 2. Exploring the Scaled Agile Framework (SAFe) 3. Exploring Disciplined Agile Delivery (DAD) 4. Exploring Large-Scale Scrum (LeSS) 5. Pitfalls and Benefits of Agile at Scale Slide 92
Slide 93 Scrum in the World of Agile The World of Agile is Here!
Pulse of the Profession by PMI: Agile is Taking Over Slide 94 • Only 47% of projects use Predictive / Traditional approaches • About half of all projects are now Agile Predictive 47% Hybrid Agile 23% Agile 23% Other 7% DISTRIBUTION OF PM METHODS https://www.youtube.com/watch?v=ICeVs6dKf74
Pulse of the Profession by PMI: Why Projects Fail Slide 95 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Inadequate vision or goal Inadequate, poor communication Opportunities and risks were not defined Inaccurate requirements gathering Change in project objectives Change in the organization's priorities Why Projects Fail Doesn’t this look like a problem Agile could solve?
12th Annual State of Agile by VerizonOne Scrum Dominates Teams Slide 96 Scrum 56% Hybrid 14% Scrumban 8% Scrum/XP Hybrid 6% Other 6% Kanban 5% Iterative 3% Spotify 1% Lean Startup 1% Extreme (XP) 1% DISTRIBUTION OF AGILE METHODS Scrum, Scrumban, and Scrum/XP Hybrid account for 70%
12th Annual State of Agile by VerizonOne SAFe Dominates Scale Slide 97 www.scaledagileframework.com Scaled Agile Framework 29% https://www.youtube.com/watch?v=xH-o9iTcWNQ Scrum of Scrums 19% Agile Framework Share Internally Created (Hybrid) 10% Disciplined Agile Delivery (DAD) 5% Large-Scale Scrum (LeSS) 5%
Scaling Frame Breakdown Each Scaling Framework has: • Scrum • Scrum Roles Agile Scaling Frameworks Differs on: • How to manage “Support Teams” • How to make an organization Agile. Simplest Scaling Frameworks: • Scrum of Scrums • Hybrid Methodology Slide 98 https://pixabay.com/en/avatar-icon- document-entrepreneur-1789663/ Owner https://pxhere.com/en/photo/1444293 Scrum Master https://pixabay.com/en/cartoon- character-idea-business-2948029/ Development Team Member
Scrum of Scrums How does it work? • Teams send representatives or leaders to meet and “Scrum” • Like a Daily Stand Up, can be longer and less frequent • Coordination among teams Why do it? • Address team dependencies • Address shared resources • Coordinate product launches • Share insights on shared goals Slide 99 https://www.youtube.com/watch?v=xH-o9iTcWNQ Originally this was proposed by Jeff Sutherland, "Agile Can Scale: Inventing and reinventing SCRUM in Five Companies" - Jeff Sutherland, Cutter IT Journal, 2001 Teams on the Gripen report out over 500 people in an organization in less than 90 minutes! https://en.wikipedia.org/wiki/Saab_JAS_39_Gripen Saab Gripen Fighter
Hybrid Model How does it work? • Traditional controls • Stage-gates are kept in place • Rapidly iterate between gates • Requirements are Use Stories Why do it? • Traditional Management • Development gets “Agile” • Can still be Iterative • 3rd Party Verification Slide 100 PRR RRR DRR IRR ORR Requirements Design Implementation Test Reason Agile Fails Share Organizational culture at odds with agile values 53% General organizational resistance to change 46% Inadequate management support 42% Lack of skills/experience with agile methods 41%
12th Annual State of Agile by VerizonOne: Why Go Agile? Reasons for Adopting Agile • Accelerate Software Delivery - 75% • Manage changing priorities - 64% • Increase productivity - 55% • Better alignment of business and IT - 49% • Increased software quality - 46% Benefits of adopting Agile • Better management of priorities - 71% • Project visibility - 66% • Alignment of business and IT - 65% • Delivery speed / time to market - 62% • Team productivity - 61% Slide 101 Which Framework will you choose? How will you Benefit? How will you Manage?
Slide 102 Exploring the Scaled Agile Framework (SAFe) The Most Popular Scaling Method!
The Scaled Agile Framework (SAFe): Expands on the Roles • System Teams - those that manage delivery and integration of products produced by individual Scrum teams • Architecture Teams - manages and promotes the shared architecture framework across teams • Product Manager - leads the Product Owners as the primary person in charge of targeting features and EPICs • Release Train Engineer - leads the Scrum Masters on each of the Scrum teams, and conducts the large team or team ceremonies Slide 103 https://pixabay.com/en/photos/%E0%B8%A0 %E0%B8%B2%E0%B8%9E%E0%B8%95% E0%B8%B1%E0%B8%94%E0%B8%9B%E 0%B8%B0%E0%B8%A0%E0%B8%B2%E0 %B8%9E/?cat=industry https://pixabay.com/en/photos/user%20avatar / http://icongal.com/gallery/icon/59447/256/ male_man_boy_guy_user_person_custome r_face https://pixabay.com/en/avatar- messenger-person-user-beard- 153139/
Value Streams and Agile Release Trains (ARTs) Value Streams: • Model the business using Lean principles • Manages work in small batches & PDCA Agile Release Train (ARTs) • Align to one or more similar parts of the Business Value Stream • Limited to up to 120 people (Dunbar's number) • Shared ceremonies at the Release boundaries (Planning, I&A) Slide 104
Big Room Planning All Agile Teams get in a room • Release Train Engineer organizes and coordinates Planning Day • Product Manager provides a shared vision and features Teams then conduct faster Scrum-like Planning • Points are considered absolute one per person for one day • Teams commit to complete PI Objectives • PI Objectives given business value points by Business Owners Teams identify their dependencies • Program Board work and dependencies across teams • “ROAM” risks: Resolve, Owned, Accepted, or Mitigated Everyone gives a “vote of confidence” • Determines whether they can meet the objectives • Keeps going until the whole team puts up “5 out of 5.” Slide 105 Oh, wow! What an ambitious Release! https://commons.wikimedia.org/wiki/File:Amsterda mHackathon-20130524-2629.JPG https://vi.wikipedia.org/wiki/Scrum_(m%C3%B4_h %C3%ACnh_ph%C3%A1t_tri%E1%BB%83n_ph %E1%BA%A7n_m%E1%BB%81m https://pixabay.com/en/hands-raised-raised-hands- arms-up-1768845/ Oh, wait! I’ve though this before!
Program Inspect and Adapt (IA) • System demo is performed across all teams - Often includes the Project Sponsors - Humanizes management • Business Owners give feedback on achievement of business value points • Retrospectives are run briefly to identify the most important problem to solve • Problems are then addressed using workshops that include Business Owners, with clear outcomes and support by leadership Slide 106 https://www.army.mil/article/200578/sfl_tap_director_m eets_with_stakeholders_in_hawaii As a customer, why does this help me? Well Not Well Can Do https://pixabay.com/en/meeting- conference-people-table-152506/ https://commons.wikimedia.org/ wiki/File:Fishbone_BadCoffee Example.jpg
SAFe Principles and Configs SAFe Principles that are unique • Take an economic view • Plan on cadence, release on demand • Base milestones on working systems • Visualize and limit WIP - Reduce batch sizes - Manage queue lengths SAFe Configurations • Essential SAFe • Portfolio SAFe • Large-Solution SAFe • Full SAFe Slide 107 Learn about SAFe 4.5: https://www.youtube.com/watch?time_continue=1&v=qTG4I6jUbj4 Learn about Cost of Delay (CoD) and Weight Shortest Job First (WSJF): https://www.youtube.com/watch?v=FuHcVpPgGNg www.sacledagileframework.com
Slide 108 Exploring the Disciplined Agile Delivery (DAD) An Original Framework to Scaling Agile!
Characteristics of Disciplined Agile Principles of Disciplined Agile • People first • Learning oriented • Agile • Hybrid • Goal-driven • Delivery focused • Enterprise aware • Risk and value driven • Scalable Slide 109 Next Release Disciplined Agile Delivery (DAD)
Disciplined Agile Delivery (DAD): Primary Roles Primary Roles: • Stakeholder - these are the same as in Scrum - anyone who is impacted by the solution • Team Member - focuses on producing solutions for stakeholders • Team Lead - servant leader that coaches, often considered an “Agile Project Manager” • Product Owner - provides the “voice of the customer” • Architecture Owner - can be simple as the “senior developer” or an architect; with the goal of reducing technical debt risk at scale Slide 110 Stakeholders https://cdn.pixabay.com/photo/20 16/04/15/18/05/computer- 1331579_960_720.png Team Member https://pxhere.com/e n/photo/1199795 Team Lead https://pixabay.com/en/ag enda-comic-characters- gantt-2025762/ https://pixabay.com/en/av atar-icon-document- entrepreneur-1789663/ Product Owner Architecture Owner https://www.maxpixel.net/Business- Man-Architect-Work-Businessman- Architektin-1816217
Disciplined Agile Delivery (DAD): Secondary Roles Secondary Roles: • Specialist - may be the specialist in a certain technology or tool that's used in the solution • Domain Expert - provides detailed domain expertise on critical topics for complex solutions • Technical Expert - can be experts in key non- functional areas (UX, Security, etc.) • Independent Tester - can be required for complex solution or regulatory requirements (e.g. government) • Integrator - can be a separate role for integration and delivery mechanisms in complex solutions (DevOps) Slide 111 https://www.flickr.com/p hotos/rosenfeldmedia/11 496789864 Specialist https://pxhere.com/en/photo/868229 Domain expert Technical expert https://pixabay.com/en/cartoon- character-idea-business-2948029/ Independent Tester https://pixabay.com/en/photos/%E0%B8% A0%E0%B8%B2%E0%B8%9E%E0%B8% 95%E0%B8%B1%E0%B8%94%E0%B8% 9B%E0%B8%B0%E0%B8%A0%E0%B8% B2%E0%B8%9E/?cat=industry Integrator
Disciplined Agile Delivery (DAD): Hybrid Scaling How DAD Scales Hybrid-Like: • Agile teams meet in Daily Standups • Team Leads meet separately to coordinate delivery, as the Product Delivery Team • Architecture Leads meet to coordinate architecture and remove dependencies, as the Architecture Team • Product Owners meet separately to coordinate planning, as the Product Management Team • The Program Manager coordinates work across all three teams to reduce the accumulation of debt. Slide 112 Scrum Scrum AT PD PM PgM Scrum Scrum 4 Teams 40 People 3 Teams 12 People 1 Team 4 People Total of 45 minutes to report on 40 people
Disciplined Agile Enterprise Scaling in Disciplined starts with DevOps: • IT Operations • Customer Support • Security • Data Management • Release Management Scaling continues to Product Management, considered “IT” • Enterprise Architecture • Human resources • Portfolio Management Expands to Sales, Marketing, Finance, etc. as a Disciplined Agile Enterprise Slide 113 https://www.youtube.com/watch?v=OCDCKDScmHg&t=847s
The Adaptive Learning Organization Adaptive Learning Organization: • Tribal - impulsive, and driven by urgency; management “preys” on its employees • Traditional - Authoritarian, driven by protocols and formal roles and hierarchies • Scientific - Profit or growth-oriented, driven by innovation and meritocracies of ideas • Post-Modern - Consensus driven, with values- based decision making • Living - Cellular models of management with an evolutionary purpose Slide 114 Tribal Impulsive Traditional Authoritarian Scientific Meritocracy Post-Modern Values-Driven Living Evolutionary LevelofConsciousness DisciplinedAgile Agile Based on diagram from: http://www.disciplinedagiledelivery.com/dae/
Slide 115 Exploring Large-Scale Scrum (LeSS) Large Solutions that De-Scale the Enterprise!
The Basis of LeSS De-Scaling Small Solutions as “Agile Parts” of an organization are a trap: • We create “independent” teams with internal and external markets • For larger products, “independent Teams” need a portfolio manager • Portfolio Management leads to integration and dependencies • Integration and dependencies drive the need for rules (our pills) • These rules re-introduce the Program Management Office (PMO) • Rules remove ownership and power from the Scrum teams, leads to complex teams Slide 116 https://pixabay.com/en/photos/torn/ http://www.publicdomainfiles.com/show_file.ph p?id=13540051816086
Large-Scale Scrum (LeSS) Frameworks Less has two frameworks: • LeSS - used for up to eight (8) teams of eight • LeSS Huge - used for up to thousands of teams delivering a product together Slide 117 Still Scrum: • Product Owner • Scrum Master • Development Team https://less.works/resources/training-resources/index.html
LeSS Huge Adds a Single Role Area Product Owner (APO) - provides a buffer of work definition • Can manage up to 8 teams • Cannot override the prioritization backlog items (this still belongs to the PO!) Product Owner (PO) can have up to ten (10) APOs working with them to manage requirements, forming the Product Owner Team Slide 118 https://less.works/resources/training-resources/index.html
LeSS: Company Model Slide 119 Sites PO Team Support Undone Departments Competency & Coaching Head of Product https://pixabay.com/en/photos/%E0%B9%81 %E0%B8%9A%E0%B8%9A%E0%B8%9C% E0%B8%A1/?image_type=vector Customer Delivery Teams Managers Execs
Goal is to Live by LeSS Principles Slide 120 https://less.works/resources/LeSS-complete-picture.pdf
Slide 121 Pitfalls & Benefits of Agile Know before You Go!
Buyer Be Cautious and Know the Solutions • Lack of overall product design – most common failure point • Adding stories to an iteration in progress – very easy to do with poor plans or collaboration • Lack of sponsor support – teams need access to end users, autonomy, and freedom • Insufficient training –results in rework, or simply bad planning. Expect technical debt. • Product owner role is not properly filled – organization is not “Agile.” Slows down decisions • Teams are not focused – this happens when you have a wishy-washy product owner • Excessive preparation/planning – often happens when there’s a lack of trust or experience. • Problem-solving in the daily standup – what a drain! Team leads beware. • Assigning tasks –Scrum Master isn’t facilitating. Need for a good story planning. • Scrum master as a contributor – hard to avoid, but needed. Scrum Masters is a full-time job. • Lack of test automation – needed on most projects. Testing automation is essential speed. • Allowing technical debt to build up – address using Agile Engineering and “Hardening” • Attempting to take on too much in an iteration – prioritization adds speed and innovation. • Fixed scope and quality –Organizations must “embrace agile.” Slide 122
Benefits Realization in Agile: Speed Key Benefits: • First Mover Advantages • Higher ROI • Lower Cost of Delays • Faster Learning Cycles Slide 123 Techniques • Scope Management • Advanced Kanban board practices to limit work-in-progress (WIP) • Time boxing activities to eliminate delays and gain schedule advances • Pareto Principle • Rolling Wave Planning #1 Reason for Adopting Agile
Benefits Realization in Agile: Innovation Key Benefits: • Target Solutioning • Learning Cycles • Constraints for Innovation • Problem Solving Methods Slide 124 Techniques • Business Value Mapping • Agile Requirements Gathering • Constraint-driven solutions • Test-Driven Development (TDD) • Competing Objectives Solving #1 Benefit Realized by Adopting Agile
Benefits Realization in Agile: Leadership Key Benefits: • Motivation • Greater Team Creativity • Better Decisions • Reduced Conflicts • More time Slide 125 Techniques • Building self-organizing teams • Facilitating leadership (power of play) • Decision science • Negotiation styles and techniques • Managing bias through mindfulness and emotional intelligence (EQ) #1 Reason that Teams Love Agile
Benefits Realization in Agile: Control Key Benefits: • Transparency • Stakeholder Agreement • Meaningful Milestones • Authentic Insights • Continuous Improvement Slide 126 Techniques • Agile Systems Engineering • Controlling through measurement • 3Ps - People, Process, Product • Scaled Decision Science that Works • Enterprise alignment of Agile Teams #1 Reason that Agile Works
Thank You! Questions?
Congratulations….you have now completed Applied Scrum for Project Management! You are now ready to complete the next course, Driving Speed through Agile Planning, of our five-part Mastering Agile Project Management Professional Certificate. Register today! Course #3 in five-part series Course #4 in five-part series Course #5 in five-part seriesCourse #2 in five-part series
Applied scrum for project management

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Applied scrum for project management

  • 1. Course 1. Applied Scrum for Project Management John Johnson, PMP CSM SPC A. James Clark School of Engineering, University of Maryland, College Park Copyright 2018, All rights reserved AGILE PROJECT MANAGEMENT
  • 2. Week 1. Agenda 1. Agile Basics 2. Proof Agile Works 3. Evolution of Agile 4. Case Study 1 – Netflix 5. Case Study 2 – 18 F Slide 2
  • 3. Slide 3 Agile Basics Valuable Sprints & Dispelled Myths
  • 4. Intro to Agile: the Manifesto Agile was codified in 2001 at the Snowbird Resort by 17 practitioners of Iterative Development. The Agile Manifesto was written by XP, DSDM, and Scrum practitioners stating Slide 4 http://logicboost.com/agilemanifesto.html
  • 5. Intro to Agile: the Manifesto “...while there is value in items on the right, we value items on the left more…” • Individuals and Interactions over processes and tools • Working Software over comprehensive documentation • Customer Collaboration over contract negotiation • Responding to Change over following a plan Slide 5
  • 6. Sprint Basics Slide 6 2 1 3 Sprint Planning • Team & Product Owner select work • Team commits to complete work inside the Sprint • All work is stated as a “User Story” with a clear “who, what, why” and acceptance criteria • Scrum Master facilitates and guides Sprint Development • Team meets daily to decompose & assign work • Team self-organizes based on skills • No client can interrupt or change their work • Product Owner liaisons with end users • Product Owner builds and prioritizes backlog • Scrum Master facilitates and tracks Sprint Review & Retro • Team presents completed work to customer • Team reviews work performed • Team performs retrospective to improve itself • Scrum Master facilitates and guides https://en.wikipedia.org/wiki/Scrum_(software_de velopment)#/media/File:Scrum_Framework.png
  • 7. Comparing Agile, Traditional, and Lean Slide 7 Total Cost (Not Quality) Scope Schedule Budget Agile Traditional Lean Adjust Scope Budget Schedule Requires Trust Efficiency Expertise Goal Speed Predictability Innovation
  • 8. False Comparisons The following is true for not only Traditional, but also Lean, and Agile projects. Each methodology has: • A Charter • A Plan • Documentation • Design • Testing Slide 8
  • 10. Wait, so What Is Agile Again? Agile is a Project Management Methodology we can defined as having: - Shared Vision Robust to Change (can vary tech scope) - Whole Teams (customer + a cross-functional team) - Incremental Delivery (learn by doing using small “Sprints”) - Continuous Integration & Testing (teams test increments early often) Scrum, SAFe, Disciplined, Kanban - these are Frameworks which offer a structure for conducting Agile projects. Slide 10
  • 11. Slide 11 Proof That Agile Works From Spacecraft to Supercomputers
  • 12. Proof Agile Works: Skunkworks • Clarence Leonard “Kelly” Johnson, Lockheed Martin Engineer in WWII. • In 1943, tasked with extending range of fighter jets • He and his team colocated in a tent because they needed the space… • Program was called “Skunk Works” Slide 12 Designed and built the first jet-fighter, “P-80 Shooting Star,” in just 143 days
  • 13. Keys to Skunkworks Success Kelly Johnson’s Skunkworks Program had 14 Rules of Management, which roughly translate to: • Small, Strong, Self-Directed Cross-functional Teams • Owners and Vendors must Collaborate and Trust • Manage and Respond to Change • Minimize Reports, But Record Important Work • Incremental Development with Self-Testing Teams Remember! Agile is a Project Management Methodology we can defined as: • Shared Vision Robust to Change (can vary tech scope) • Whole Teams (customer + a cross-functional team) • Incremental Delivery (learn by doing using small “Sprints”) • Continuous Integration & Testing (teams test increments early often) Slide 13
  • 14. Proof Agile Works: Navy Energy Program Slide 14 Source: https://image1.slideserve.com/1599299/slide3-n.jpg
  • 15. Proof Agile Works: Navy Energy Program Navy Shore Energy Program, Energy Return on Investment (eROI) Support Booz Allen Hamilton (BAH) Scope: Build decision support systems to identify, evaluate, and select $500M/yr. in shore energy projects Total Cost: $5M over 4 years (T&M) • 2 Fully Cross-Functional Teams • BAH Personnel: 8 (1 PM, 3 Devs, 4 BA/Testers) • Navy Personnel: 5 (1 PgM, 3 Officers, 1 Analyst) Output: Project ROI: 50 • QA/QC avoided $20M/yr. in net-loss projects • Improved selection by $30M/yr. annualized returns • Modeled investments with 95% accuracy by year 3 • BAH sole sourced the $10M/yr Renewables Program Slide 15
  • 16. Proof Agile Works: Spacecraft to Supercomputers Slide 16 Image Source: http://www.zdnet.com/article/what-the-dods- playstation-powered-condor-cluster-means-for-the-future- of-supercomputing/ Can be loaded on a plane On the Fly Spy Imagery Extremely easy to maintain in a test lab Over 2 Million Miles of Cables, able to work faster than any other DOD HPC Stardust Shoemaker NASA led the Faster, Better, Cheaper (FBC) initiative in the 1990s We went from days to seconds! Condor Cluster Supercomputer, Air Force 2010
  • 17. Slide 17 Evolution of Agile Spiraling Away from Waterfall: a Total Quality Revolution
  • 18. Total Quality Management (TQM) • Improving quality decreases costs • Must continuously improve (systems and people) • Key is pride of workmanship, cross-functional teams, and trust • Plan – Do – Check – Act (PDCA) Proof it works: turned around Ford Motors in 1986 from $B losses to first profits in years Slide 18 https://i.pinimg.com/736x/98/bc/1f/98bc1f7c7ce266dd7e2fe79 6be001285--teacher-w-edwards-deming.jpg
  • 19. Toyota Production System (TPS) Toyota Production System (TPS) – Taichii Ohno and Lean (1980s - Present) • Eliminate 7 Wastes - Movement, Inventory, Motion, Waiting, Overproduction, Over-processing, Defects • Small Batches – addresses most of the waste – Kanban! • Continuous Improvement w/ Fixed Reporting Schedules & Metrics (KPIs) Proof it works: Toyota’s a Top 3 Car Manufacturer with 70% employee satisfaction ….Note that employee satisfaction is only 30% avg. Nationally Slide 19 https://c1.staticflickr.com/9/8110/8 472007819_485415e875_b.jpg https://lifehacker.com/productivity-101-how-to- use-personal-kanban-to-visuali-1687948640
  • 20. Theory of Constraints (TOC) Theory of Constraints (TOC) – Eli Goldratt (1980s to Present) • Optimize “System Throughput” not “Cost Centers” towards a Goal • Five Focusing Steps to Exploit System Constraints (Physical, Paradigm, Policy, Market) Proof it works: BP used TOC to save $200M and rapidly clean 10,000 boats after Gulf Oil Spill Slide 20 https://www.tocinstitute.org/five-focusing-steps.html https://en.wikipedia.org/wiki/Eliyahu_M._Goldratt https://en.wikipedia.org/wiki/Bottleneck_(production)
  • 21. The Waterfall Mistake By the 1980s “Waterfall” was the predominant methodology, but it was a poor fit for the immaturity of the software development world (although embraced by DoD until 1996) …...Tom Cargill of Bell Labs said it all with his “Ninety-Ninety” Rule said it all: The first 90 percent of the code accounts for the first 90 percent of the development time. The remaining 10 percent of the code accounts for the other 90 percent of the development time. Slide 21 http://valueatwork.se/waterfall-model-probably-the-most-costly- mistake-in-the-world/?lang=en Waterfall model probably the most costly mistake in the world The average Software Project had a 10% success rate in the 1970s
  • 22. Spiral to Scrum Slide 22 In response to failure rates as high as 90%, “iterative development” was born: • Rapid Application Development (RAD) 1970s - 1980s • Dynamic System Development Methodology (DSDM) 1980s - 1990s • Extreme Programming (XP) 1990s - 2000s DSDMRAD XP
  • 23. Spiral to Scrum Key Tenants of Iterative Development: • Consolidated Up-Front Planning - single “Systems Design” phase with Stakeholders • Iterative Development – Users Propose and Test Product Throughout Development • Timeboxes - Emphasizes On-Time Delivery • User Stories - Emphasizes Business Needs, Not Tech Specs • Test-Driven Development - Incorporation of “best practices” Slide 23 Agile Traditional 64% Successful 49% Successful 28% Challenged 33% Challenged 8% Failed 18% Failed 2013 Cross-Industry Study 173 Industry Respondents http://www.ambysoft.com/surveys/success2013.html https://clearcode.cc/blog/agile-vs-waterfall-method/
  • 24. Slide 24 Commercial Case Study How Netflix Wins!
  • 25. Netflix Case Study SPEED WINS! Keynote: Velocity and Volume (or Speed Wins) by Adrian Cockcroft Adrian Cockroft names four (4) things required to turn Netflix from a manufacturing company into an web-centric large-scale business: 1. Culture of Innovation - respond to opportunities 2. Data and Analytics - compare alternatives 3. Decentralized Decisions - assign resources quickly 4. Agile and Self-Service Deploy - freedom & responsibility culture Slide 25 Watch the speech here: https://www.youtube.com/watch?v=wyWI3gLpB8o
  • 26. Slide 26 Government Case Study 18F to the Rescue!
  • 27. 18F Case Study General Services Administration (GSA) supports CA Social Services... In 2015, the State of California began a process to modernize their child welfare services case management system. • Used by more than 20,000 social workers • Track and manage the more than 500,000 cases of child abuse and neglect annually 18F worked with California’s Department of Social Services and Office of Systems Integration to add: • modular contracting, • agile development, • user-centered design, and • open source practices This project is still in the early stages, but this change in strategy has started to produce greater vendor competition, cost savings, a vastly improved end product, and a better contracting experience. Slide 27 https://www.youtube.com/watch?v=lNSmF7-xisU
  • 28. Thank You! You've just competed Module 1 of Applied Scrum for Project Management CLICK here to go to the EdX Course Page
  • 29. Week 2. Agenda 1. Simple PM Methods 2. Approaching the Triple Cost Constraints 3. Comparing Methods – Industries 4. Comparing Methods – Customers 5. Comparing Methods – Engineering Slide 29
  • 30. Slide 30 Simple PM Methods Why There Are Three Costs and What to Do about It!
  • 31. Traditional Project Management in Brief Slide 31 CCR PRR RRR DRR IRR ORR OMR Idea Business Case Bid & Proposal Waterfall Development Operations Disposal IRR
  • 32. Agile Project Management in Brief Slide 32 Idea Business Case Bid & Proposal Early Agile Development (Sprints) Development-Operations (DevOps) Disposal
  • 33. Lean Project Management in Brief Slide 33 m n p x x x or PrioritizeDefine Analyze Solve WBS Issue Backlog Bid & Proposal Challenge Definition Solution Delivery Disposal Operations
  • 34. Slide 34 Approaching the Triple Cost Constraint Why There Are Three Costs and What to Do about It!
  • 35. Exploring the Triple Cost Constraint Slide 35 Total Cost (Not Quality) Scope Schedule Budget Agile Traditional Lean Adjust Scope Budget Schedule Requires Trust Efficiency Expertise Goal Speed Predictability Innovation
  • 36. Controlling Scope Slide 36 Traditional • Work Breakdown Structure (WBS) • Change Control Board (CCB) Lean • Tickets • Requests Agile • Product Backlogs • Sprint Backlogs OR
  • 37. Controlling Schedule Slide 37 Traditional • Duration estimates and Schedules • Program Evaluation & Review • Technique (PERT) • Critical Path Method (CPM) Lean • Kanban & Queues • Service Agreements Agile • Timeboxes • Releases and Roadmaps Task Duration Requires A 3 B 4 A C 5 A D 3 B E 4 C F 0 D and E A B C E D F 3 3 4 5 4 3 Priority Business Impact Response Critical Shutdown Hours Major Costly Delays Days Minor Frustration Weeks Performance Objective Performance Objective
  • 38. Controlling Budget Slide 38 Traditional • Earned Value Management (EVM) • Cost Centers Lean • Service and Severity Levels • Key Performance Indicators (KPIs) Agile • Return on Investment (ROI) • Burndown Charts
  • 39. Slide 39 Comparing Methods: Industries Matching Methods with Size (for Some)
  • 40. Industry Insights: What Works…. Slide 40 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Consulting Operations Sales Customer Support Legal Research & Development Planning* Master Schedules Releases Backlogs (Prioritized Lists) Sourcing Efficiency Trust Expertise Goals Predictable (Low Cost) Speed (Maximize ROI) Innovation (Problem Solve)
  • 41. Traditional Projects Slide 41 Traditional Project Size Large Industries Construction Military Government / Policy Relocation Planning* Master Schedules Sourcing Efficiency Goals Predictable (Low Cost)
  • 42. Agile Projects Slide 42 Agile Project Size Medium Industries Information Technology Product Development Consulting Operations Planning* Releases Sourcing Trust Goals Speed (Maximize ROI)
  • 43. Lean Projects Slide 43 Lean Project Size Small Industries Sales Customer Support Legal Research & Development Planning* Backlogs (Prioritized Lists) Sourcing Expertise Goals Innovation (Problem Solve) To Do Doing Done
  • 44. Industry Insights: What Works…. Slide 44 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Consulting Operations Sales Customer Support Legal Research & Development Planning* Master Schedules Releases Backlogs (Prioritized Lists) Sourcing Efficiency Trust Expertise Goals Predictable (Low Cost) Speed (Maximize ROI) Innovation (Problem Solve) Why? Why? Why?
  • 45. Slide 45 Comparing Methods: Customers Say What? It is NOT about Product?
  • 46. Industry Customer Characteristics Slide 46 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Management Consulting Operations Sales Customer Support Legal R&D Customer Size >250 participants Up to 250 participants Up to 10 Customer Communication Representatives Large, Facilitated Meetings Part of the Team Small Meetings On-Call Ticketing / Request Payment Method Firm Fixed Price / Custom Pricing (Quote) Time & Materials / Retail Purchase (Paid) Cost-Plus / Subscription (SLA)
  • 47. Traditional Customer Management Slide 47 Traditional Project Size Large Industries Construction Military Government / Policy Relocation Customer Size >250 participants Customer Communication Representatives Large, Facilitated Meetings Payment Method Firm Fixed Price / Custom Pricing (Quote) Why is it so loud?!? Well.. It’s a Jet Fighter..
  • 48. Agile Customer Management Slide 48 Agile Project Size Medium Industries Information Technology Product Development Management Consulting Operations Customer Size Up to 250 participants Customer Communication Part of the Team Small Meetings Payment Method Time & Materials / Retail Purchase (Paid) Oh, wow! What an ambitious Release!
  • 49. Lean Customer Management Slide 49 Lean Project Size Small Industries Sales Customer Support Legal R&D Customer Size Up to 10 Customer Communication On-Call Ticketing / Request Payment Method Cost-Plus / Subscription (SLA) Sure I can help you… Now...how did it happen?
  • 50. Industry Customer Characteristics Slide 50 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Management Consulting Operations Sales Customer Support Legal R&D Customer Size >250 participants Up to 250 participants Up to 10 Customer Communication Representatives Large, Facilitated Meetings Part of the Team Small Meetings On-Call Ticketing / Request Payment Method Firm Fixed Price / Custom Pricing (Quote) Time & Materials / Retail Purchase (Paid) Cost-Plus / Subscription (SLA)
  • 51. Slide 51 Comparing Methods: Engineering Matching Method with Size
  • 52. Industry Engineering Characteristics Slide 52 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Management Consulting Operations Sales Customer Support Legal R&D Design Dependent / Coupled Independent / Decoupled Constrained / Evolutionary Teams Departmental Matrixed / Projectized Emergent (Ad Hoc) Development Linear Iterative Incremental Integration / Testing End Phase Continuous When Possible Closing 3rd Party Acceptance Team Acceptance Customer Acceptance
  • 53. Traditional Engineering Slide 53 Traditional Project Size Large Industries Construction Military Government / Policy Relocation Design Dependent / Coupled Teams Departmental Development Linear Integration / Testing End Phase Closing 3rd Party Acceptance App F1 F2 F3 S2 S3 S4S1 High reuse of components means a “Tightly Coupled” design. • Small changes have big costs • Lower costs if no changes Features Application Services Owner Ktr A Ktr B Ktr C
  • 54. Agile Engineering Slide 54 Agile Project Size Medium Industries Information Technology Product Development Management Consulting Operations Design Independent / Decoupled Teams Matrixed / Projectized Development Iterative Integration / Testing Continuous Closing Team Acceptance App F1 F2 F3 S2b S3b S4S1 Low or no reuse of components means a “Decoupled” design. • Small changes have small costs • Can release single Features quickly • Higher cost if no expected changes Features Application Services S2a S3a Owner Ktr A Ktr B Ktr C
  • 55. Lean Engineering Slide 55 Lean Project Size Small Industries Sales Customer Support Legal R&D Design Constrained / Evolutionary Teams Emergent (Ad Hoc) Development Incremental Integration / Testing When Possible Closing Customer Acceptance App F1 F2 F3 S2a S3b S4S1 Lean designs “Evolve” as each feature is developed • Uses “just enough” feature by feature • Reuses as possible to lower costs • Often results in complex final product Features Application Services S2b S3a Owner Ktr A Ktr B Ktr C PrioritizeDefine Analyze Solve
  • 56. How Industries are Changing Now… IT is turning traditional and lean industries into Agile ones… • Building Information Modeling (BIM) • Modular Acquisitions • Online Legal Products • “Everything as a Service” Slide 56 Watch and Learn More: http://www.onuma.com/services/BimStorm.php Missions drive demand for Buildings… We can simulate buildings down to the nuts and bolts… Buildings can be dynamic, too! Onuma Planning System introduced “BIMStorm” Back in 2008!
  • 57. Industry Engineering Characteristics Slide 57 Traditional Agile Lean Project Size Large Medium Small Industries Construction Military Government / Policy Relocation Information Technology Product Development Management Consulting Operations Sales Customer Support Legal R&D Design Dependent / Coupled Independent / Decoupled Constrained / Evolutionary Teams Departmental Matrixed / Projectized Emergent (Ad Hoc) Development Linear Iterative Incremental Integration / Testing End Phase Continuous When Possible Closing 3rd Party Acceptance Team Acceptance Customer Acceptance
  • 58. Thank You! You've just competed Module 2 of Applied Scrum for Project Management CLICK here to go to the EdX Course Page
  • 59. Week 3. Agenda 1. Scrum Team Formation 2. Three-Part User Story 3. Sprint Planning 4. Sprint Development 5. Sprint Retro & Review Slide 59
  • 60. Slide 60 Scrum Team Formation Chartering the Right Course from the Beginning!
  • 61. Project Charter • Project Objectives - what the sponsors and/or customers expect from this project • Stakeholders - who “has a stake” from sponsors to customers and why • Constraints - what must the project also do or not do to achieve the objective • Risks - what are major risks: internal vs. external, business vs, technical • Definition of Done - the agreement on how work is closed Slide 61 https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcTG6a- TR4eYNjDQm3f91JgEXuDZoklCGei3CMiTJv3Buis29Vx6IA https://upload.wikimedia.org/wikipedia/commons/9/99/Charter_ Activation_Scheme.png
  • 62. Scrum Team Members • Product Owner - person responsible for managing the Product Backlog • Scrum Master - person responsible for facilitating • Development Team Member - person on the team building the product Slide 62 https://pxhere.com/en/photo/868229 https://c1.staticflickr.com/8/7193/7008611307_8da73afaff_b.jpg https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQ- KcFqr_DgOYfbx3X_au6Z3iqOHyM-KV9FAkqoVy8rUQ3AneQ5iw
  • 63. Product Owner Variations Slide 63 https://www.maxpixel.net/Business-Man- Architect-Work-Businessman-Architektin-1816217 https://pixabay.com/en/avatar-icon- document-entrepreneur-1789663/ Architect OwnerBusiness Rep https://cdn.pixabay.com/photo/2016/04/15/1 8/05/computer-1331579_960_720.png
  • 64. Scrum Master Variations Slide 64 Junior PM Business AnalystProject Manager https://pixabay.com/en/agenda-comic- characters-gantt-2025762/ https://pxhere.com/en/photo/1444293 https://pixabay.com/en/cartoon-character- idea-business-2948029/
  • 65. Development Team Member Variations Slide 65 https://www.maxpixel.net/Business-Man- Architect-Work-Businessman-Architektin- 1816217 Architect Business Analyst https://pixabay.com/en/cartoon-character-idea- business-2948029/ https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQ- KcFqr_DgOYfbx3X_au6Z3iqOHyM-KV9FAkqoVy8rUQ3AneQ5iw Tech Writer https://pxhere.com/en/photo/1199795 DeveloperSupport https://www.flickr.com/photos/rosenfeld media/11496789864
  • 66. Benefits of a Dedicated Team Slide 66 I’m here when you need me I’ll take care of that for you! We have needs! Product Owner Scrum Master Stakeholders
  • 67. Slide 67 Three-Part User Story Defining Work Meaningfully
  • 68. Part of a User Story • There are three parts to a User Story: 1) Value Statement 2) Assumptions 3) Acceptance Criteria • The proper means of creating a Value Statement: As a... [Who]... I want to…. [What Functionality]... in order to... [Why It's Important]... Slide 68
  • 69. Part of a User Story Wrong Wants and Right Wants: • I want to Login Using My User Name and Password -- WRONG! • I want to access my account -- RIGHT! What’s in a Why? • To check notifications • To assign work • To check the rankings of my fantasy football team Slide 69 Image Source: https://lifehacker.com/5965703/the-science-of- storytelling-why-telling-a-story-is-the-most-powerful-way-to- activate-our-brain
  • 70. Understanding Assumptions • Captures less important value created by the User Story • Captures detailing of Why the user story is important • Identifies constraints from preceding or proceeding tasks, work, components, etc. • Identifies all the standards, influences, reference architectures, etc. • Captures other reasons “Why” this story might be important • Can limit the Acceptance Criteria and the Value Statement - not just the Value Statement Slide 70 A B C E D F 3 3 4 5 4 3 https://commons.wikimedia.org/wiki /File:Google_2015_logo.svg Procedural information that is in the Definition of Done does not have to be captured in Assumptions – it’s always repeated!
  • 71. Addressing the Acceptance Criteria • Acceptance Criteria are NOT restatements of the Value Statement • Should clearly define the primary use cases for testing • Must specify any performance or loading that the product increment should meet • Must be comprehensive in detailing all tests that will be run to close the story Slide 71 https://pixabay.com/en/photos/checkbox/ http://www.publicdomainfiles.com/show _file.php?id=13962379226067
  • 72. Definition of Done - One for All! • Standard approvals • Reviews by stakeholders • Prototyping (if required) • Documentation • Design constraints Slide 72 https://commons.wikimedia.org/wiki/File:C orporate_Woman_Researching_GIF_Anim ation_Loop.gifhttps://www.maxpixel.net/Office- Map-Document-Empty-Folder-Full- Icon-2813518 https://www.flickr.com/photos/limelightl eads/36422453096 https://en.wikipedia.org/wiki/Open-source_software
  • 73. Slide 73 Sprint Planning Getting the Right Start on Time!
  • 74. Sprint Planning • Product Owner presents the updated Product Backlog • Development Team selects and refines User Stories • Development Team is able to commit to the Spring Backlog Slide 74
  • 75. Sprint Planning Guidelines Dos: • All voices are heard • Review and elaborate all User Stories in the Sprint • Size and select those stores before end of Sprint Planning Don’ts: • Discuss stories to death • Argue or create conflicts, it should be objective • Forget to prepare important story details (if possible) Slide 75
  • 76. Sprint Planning Techniques Keys to Planning Success: 1.Great Users Stories 2.Use Planning Poker No Open Discussions • Loudest voice wins • No timebox • Can’t prove consensus • No way to improve Slide 76 https://commons.wikimedia.org/wiki/Fil e:The_Layers_of_Login.png https://pixabay.com/en/p hotos/clipboard/ As a field rep I want to login in order to… It’s a 5!!!! 5 3 8 5 5 2
  • 77. Planning Poker Planning Poker Procedure: 1. Agree on a point scale 2. Team briefly discusses the User Story 3. Everyone picks a card in silence 4. Team members reveal the card 5. If an outlier exists (more than one step from the mode), then discuss 6. (Optional) After two rounds take an average, or “yes/no” team vote Important notes about Point Scales • Relative measure of size • More than effort (size, risk, complexity) • Remains same size over time, but teams may speed up! Slide 77 https://commons.wikimedia.org/wiki/File:CrispPlanningPokerDeck.jpg 5 3 8 5 5 2
  • 78. Sprint Planning to Close How to develop a great plan on-time: • Work Iteratively through stories • Plan for an Increment • Work one-by-one • Get a vote of confidence • Write new stories on the spot • Simple tooling • Prioritize the stories together Slide 78 https://www.flickr.com/photos/kanban_tool/158 17131058 Get a Flow Going! Plan to Release! Confidence Vote! OK! OK! OK! OK! OK! OK!
  • 79. Slide 79 Sprint Development Joyful Flow that Gets Work Done
  • 80. Sprint Development • Daily Stand Ups - daily face to face communication • Whole Teams - both executes and plans work together • Team Ownership - Multiple team members work on a User Story • Limit WIP - limit the Work-In-Progress (WIP) to achieve flow https://en.wikipedia.org/wiki/Kanban_board Slide 80
  • 81. Sprint Development Daily Standup Two types of daily standups: 1. “Scrum Standup” – each person self-reports 2. “Forward-Looking Standup” - facilitator guides team to volunteer to help https://commons.wikimedia.org/wiki/ File:Pictofigo-Scrum.png https://pixabay.com/en/photos/feedback/ Yesterday I was stuck, I’m trying again today.. So, we seem to be stuck... can anyone help out? Slide 81
  • 82. Sprint Development Whole Teams User Story Execution • Product Owner is available to provide input and is available to close • Scrum Master facilitates meetings, workshops, and ensures quality through good User Stories, Story Closing, etc. • Development Team completes work Continuous Planning • Product Owner consults with stakeholders as product takes shape • Scrum Master facilitates meetings, workshops, and trains teams as needed • Development Team helps writing new stories or in meetings as needed We need this I see…but why? https://media.defense.gov/2016/Aug/11/20016021 38/-1/-1/0/160721-F-RI777-001.JPG Looks Good! Closed? https://pixabay.com/en/meeting- conference-sales-business-1184892/ Slide 82
  • 83. Sprint Development Team Ownership The Team works together to complete the Sprint Backlog: • Team members work together to close a single User Story • Work or Tasks are Split Up based on availability and skill • If needed, the team will “swarm” or go into a “war room” to complete one story • No “pride of authorship,” stories are clear in terms of tasks needed to get done Team Ownership ensures highest priority work is accomplished first! https://commons.wikimedia.org/wiki/ File:The_Layers_of_Login.png https://www.goodfreephotos.com/vector-images/three- developers-character-set-vector-clipart.png.php Slide 83
  • 84. Sprint Development Limit WIP Limiting Work-In-Progress (WIP) • Ensures the Whole Teams mentality • Reduces coordination meetings • More quickly delivers working product Kanban and Scrumban board facilitate • Kanban manages stories • Scrumban manages tasks • Use “Fast Lanes” when in continuous development- operations model Limiting WIP is a Lean idea, but in Agile the team (not process) controls the WIP https://commons.wikimedia.org/wiki/File:Scrumb an_task_board_example.jpg WIP Limit is 2 + 1 Stories Slide 84
  • 85. Slide 85 Sprint Retro & Review Learn Fast, Change Fast, Win Fast
  • 86. Sprint Retro & Review Closing a Sprint • Sprint Review: the Product Owner presents the completed, potentially shippable increment to the stakeholders. • Sprint Retro: the Sprint Team collaboratively inspects the sprint and looks for ways to build on or change for the better.
  • 87. Sprint Review Goals of Sprint Review • Validate product is something users want • Discuss what the next features should be • Build stakeholder buy-in • Force a shippable product to be ready* How to Run a Great Sprint Review • Focus on demoing the product • Keep the presentations simple and small • Avoid PowerPoint • Show planned work in the planning tool • Prepare for the event, but not too much • Get the stakeholders involved! https://www.seymourjohnson.af.mil/News/Article-Display/Article/307585/strike- eagle-demo-team-showcases-capabilities-says-thanks/ https://www.army.mil/article/200578/sfl_tap_direc tor_meets_with_stakeholders_in_hawaii Features? https://www.psypost.org/2017 /02/emoticons-help-gauge- school-happiness-level- young-children-47328
  • 88. Sprint Retro Goals of Sprint Retro • Capture what went right during the sprint • Capture what went wrong during the sprint • Capture what the team can do to improve How to Run a Great Sprint Retro • Identify and plan work to improve team • Stop doing the bad stuff early • Use “lessons learned” on YOUR project (imagine it!) • Dedicate time to hear from everyone, and gain team buy-in Now let’s play the Retro Game! Well Not Well Can Do https://pixabay.com/en/meeting- conference-people-table-152506/
  • 89. Sprint Retro Game Two rounds to the Retro Game • Evaluate what went right and wrong • Evaluate what the team can do In Both Rounds you do the Following • Each person writes down their thoughts • Everyone puts their thoughts on the board • The whole team together labels the notes • Scrum master facilitates discussion • At the end the Can Do items are captured Scrum Master or Team Member records! Well Not Well Can Do https://pixabay.com/en/meeting- conference-people-table-152506/ What do we think?
  • 90. Sprint Celebration • Go be social with your team! • Remember: Individuals and Interactions OVER Processes and Tools • You just had a big win, now Celebrate! Slide 90 Now the REAL Retro Begins! ☺ http://www.adventurejay.com/blog/index.php?m=03&y=15&d=14& entry=entry150314-151622&category=4
  • 91. Thank You! You've just competed Module 3 of Applied Scrum for Project Management CLICK here to go to the EdX Course Page
  • 92. Week 4. Agenda 1. Scrum in the World of Agile 2. Exploring the Scaled Agile Framework (SAFe) 3. Exploring Disciplined Agile Delivery (DAD) 4. Exploring Large-Scale Scrum (LeSS) 5. Pitfalls and Benefits of Agile at Scale Slide 92
  • 93. Slide 93 Scrum in the World of Agile The World of Agile is Here!
  • 94. Pulse of the Profession by PMI: Agile is Taking Over Slide 94 • Only 47% of projects use Predictive / Traditional approaches • About half of all projects are now Agile Predictive 47% Hybrid Agile 23% Agile 23% Other 7% DISTRIBUTION OF PM METHODS https://www.youtube.com/watch?v=ICeVs6dKf74
  • 95. Pulse of the Profession by PMI: Why Projects Fail Slide 95 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Inadequate vision or goal Inadequate, poor communication Opportunities and risks were not defined Inaccurate requirements gathering Change in project objectives Change in the organization's priorities Why Projects Fail Doesn’t this look like a problem Agile could solve?
  • 96. 12th Annual State of Agile by VerizonOne Scrum Dominates Teams Slide 96 Scrum 56% Hybrid 14% Scrumban 8% Scrum/XP Hybrid 6% Other 6% Kanban 5% Iterative 3% Spotify 1% Lean Startup 1% Extreme (XP) 1% DISTRIBUTION OF AGILE METHODS Scrum, Scrumban, and Scrum/XP Hybrid account for 70%
  • 97. 12th Annual State of Agile by VerizonOne SAFe Dominates Scale Slide 97 www.scaledagileframework.com Scaled Agile Framework 29% https://www.youtube.com/watch?v=xH-o9iTcWNQ Scrum of Scrums 19% Agile Framework Share Internally Created (Hybrid) 10% Disciplined Agile Delivery (DAD) 5% Large-Scale Scrum (LeSS) 5%
  • 98. Scaling Frame Breakdown Each Scaling Framework has: • Scrum • Scrum Roles Agile Scaling Frameworks Differs on: • How to manage “Support Teams” • How to make an organization Agile. Simplest Scaling Frameworks: • Scrum of Scrums • Hybrid Methodology Slide 98 https://pixabay.com/en/avatar-icon- document-entrepreneur-1789663/ Owner https://pxhere.com/en/photo/1444293 Scrum Master https://pixabay.com/en/cartoon- character-idea-business-2948029/ Development Team Member
  • 99. Scrum of Scrums How does it work? • Teams send representatives or leaders to meet and “Scrum” • Like a Daily Stand Up, can be longer and less frequent • Coordination among teams Why do it? • Address team dependencies • Address shared resources • Coordinate product launches • Share insights on shared goals Slide 99 https://www.youtube.com/watch?v=xH-o9iTcWNQ Originally this was proposed by Jeff Sutherland, "Agile Can Scale: Inventing and reinventing SCRUM in Five Companies" - Jeff Sutherland, Cutter IT Journal, 2001 Teams on the Gripen report out over 500 people in an organization in less than 90 minutes! https://en.wikipedia.org/wiki/Saab_JAS_39_Gripen Saab Gripen Fighter
  • 100. Hybrid Model How does it work? • Traditional controls • Stage-gates are kept in place • Rapidly iterate between gates • Requirements are Use Stories Why do it? • Traditional Management • Development gets “Agile” • Can still be Iterative • 3rd Party Verification Slide 100 PRR RRR DRR IRR ORR Requirements Design Implementation Test Reason Agile Fails Share Organizational culture at odds with agile values 53% General organizational resistance to change 46% Inadequate management support 42% Lack of skills/experience with agile methods 41%
  • 101. 12th Annual State of Agile by VerizonOne: Why Go Agile? Reasons for Adopting Agile • Accelerate Software Delivery - 75% • Manage changing priorities - 64% • Increase productivity - 55% • Better alignment of business and IT - 49% • Increased software quality - 46% Benefits of adopting Agile • Better management of priorities - 71% • Project visibility - 66% • Alignment of business and IT - 65% • Delivery speed / time to market - 62% • Team productivity - 61% Slide 101 Which Framework will you choose? How will you Benefit? How will you Manage?
  • 102. Slide 102 Exploring the Scaled Agile Framework (SAFe) The Most Popular Scaling Method!
  • 103. The Scaled Agile Framework (SAFe): Expands on the Roles • System Teams - those that manage delivery and integration of products produced by individual Scrum teams • Architecture Teams - manages and promotes the shared architecture framework across teams • Product Manager - leads the Product Owners as the primary person in charge of targeting features and EPICs • Release Train Engineer - leads the Scrum Masters on each of the Scrum teams, and conducts the large team or team ceremonies Slide 103 https://pixabay.com/en/photos/%E0%B8%A0 %E0%B8%B2%E0%B8%9E%E0%B8%95% E0%B8%B1%E0%B8%94%E0%B8%9B%E 0%B8%B0%E0%B8%A0%E0%B8%B2%E0 %B8%9E/?cat=industry https://pixabay.com/en/photos/user%20avatar / http://icongal.com/gallery/icon/59447/256/ male_man_boy_guy_user_person_custome r_face https://pixabay.com/en/avatar- messenger-person-user-beard- 153139/
  • 104. Value Streams and Agile Release Trains (ARTs) Value Streams: • Model the business using Lean principles • Manages work in small batches & PDCA Agile Release Train (ARTs) • Align to one or more similar parts of the Business Value Stream • Limited to up to 120 people (Dunbar's number) • Shared ceremonies at the Release boundaries (Planning, I&A) Slide 104
  • 105. Big Room Planning All Agile Teams get in a room • Release Train Engineer organizes and coordinates Planning Day • Product Manager provides a shared vision and features Teams then conduct faster Scrum-like Planning • Points are considered absolute one per person for one day • Teams commit to complete PI Objectives • PI Objectives given business value points by Business Owners Teams identify their dependencies • Program Board work and dependencies across teams • “ROAM” risks: Resolve, Owned, Accepted, or Mitigated Everyone gives a “vote of confidence” • Determines whether they can meet the objectives • Keeps going until the whole team puts up “5 out of 5.” Slide 105 Oh, wow! What an ambitious Release! https://commons.wikimedia.org/wiki/File:Amsterda mHackathon-20130524-2629.JPG https://vi.wikipedia.org/wiki/Scrum_(m%C3%B4_h %C3%ACnh_ph%C3%A1t_tri%E1%BB%83n_ph %E1%BA%A7n_m%E1%BB%81m https://pixabay.com/en/hands-raised-raised-hands- arms-up-1768845/ Oh, wait! I’ve though this before!
  • 106. Program Inspect and Adapt (IA) • System demo is performed across all teams - Often includes the Project Sponsors - Humanizes management • Business Owners give feedback on achievement of business value points • Retrospectives are run briefly to identify the most important problem to solve • Problems are then addressed using workshops that include Business Owners, with clear outcomes and support by leadership Slide 106 https://www.army.mil/article/200578/sfl_tap_director_m eets_with_stakeholders_in_hawaii As a customer, why does this help me? Well Not Well Can Do https://pixabay.com/en/meeting- conference-people-table-152506/ https://commons.wikimedia.org/ wiki/File:Fishbone_BadCoffee Example.jpg
  • 107. SAFe Principles and Configs SAFe Principles that are unique • Take an economic view • Plan on cadence, release on demand • Base milestones on working systems • Visualize and limit WIP - Reduce batch sizes - Manage queue lengths SAFe Configurations • Essential SAFe • Portfolio SAFe • Large-Solution SAFe • Full SAFe Slide 107 Learn about SAFe 4.5: https://www.youtube.com/watch?time_continue=1&v=qTG4I6jUbj4 Learn about Cost of Delay (CoD) and Weight Shortest Job First (WSJF): https://www.youtube.com/watch?v=FuHcVpPgGNg www.sacledagileframework.com
  • 108. Slide 108 Exploring the Disciplined Agile Delivery (DAD) An Original Framework to Scaling Agile!
  • 109. Characteristics of Disciplined Agile Principles of Disciplined Agile • People first • Learning oriented • Agile • Hybrid • Goal-driven • Delivery focused • Enterprise aware • Risk and value driven • Scalable Slide 109 Next Release Disciplined Agile Delivery (DAD)
  • 110. Disciplined Agile Delivery (DAD): Primary Roles Primary Roles: • Stakeholder - these are the same as in Scrum - anyone who is impacted by the solution • Team Member - focuses on producing solutions for stakeholders • Team Lead - servant leader that coaches, often considered an “Agile Project Manager” • Product Owner - provides the “voice of the customer” • Architecture Owner - can be simple as the “senior developer” or an architect; with the goal of reducing technical debt risk at scale Slide 110 Stakeholders https://cdn.pixabay.com/photo/20 16/04/15/18/05/computer- 1331579_960_720.png Team Member https://pxhere.com/e n/photo/1199795 Team Lead https://pixabay.com/en/ag enda-comic-characters- gantt-2025762/ https://pixabay.com/en/av atar-icon-document- entrepreneur-1789663/ Product Owner Architecture Owner https://www.maxpixel.net/Business- Man-Architect-Work-Businessman- Architektin-1816217
  • 111. Disciplined Agile Delivery (DAD): Secondary Roles Secondary Roles: • Specialist - may be the specialist in a certain technology or tool that's used in the solution • Domain Expert - provides detailed domain expertise on critical topics for complex solutions • Technical Expert - can be experts in key non- functional areas (UX, Security, etc.) • Independent Tester - can be required for complex solution or regulatory requirements (e.g. government) • Integrator - can be a separate role for integration and delivery mechanisms in complex solutions (DevOps) Slide 111 https://www.flickr.com/p hotos/rosenfeldmedia/11 496789864 Specialist https://pxhere.com/en/photo/868229 Domain expert Technical expert https://pixabay.com/en/cartoon- character-idea-business-2948029/ Independent Tester https://pixabay.com/en/photos/%E0%B8% A0%E0%B8%B2%E0%B8%9E%E0%B8% 95%E0%B8%B1%E0%B8%94%E0%B8% 9B%E0%B8%B0%E0%B8%A0%E0%B8% B2%E0%B8%9E/?cat=industry Integrator
  • 112. Disciplined Agile Delivery (DAD): Hybrid Scaling How DAD Scales Hybrid-Like: • Agile teams meet in Daily Standups • Team Leads meet separately to coordinate delivery, as the Product Delivery Team • Architecture Leads meet to coordinate architecture and remove dependencies, as the Architecture Team • Product Owners meet separately to coordinate planning, as the Product Management Team • The Program Manager coordinates work across all three teams to reduce the accumulation of debt. Slide 112 Scrum Scrum AT PD PM PgM Scrum Scrum 4 Teams 40 People 3 Teams 12 People 1 Team 4 People Total of 45 minutes to report on 40 people
  • 113. Disciplined Agile Enterprise Scaling in Disciplined starts with DevOps: • IT Operations • Customer Support • Security • Data Management • Release Management Scaling continues to Product Management, considered “IT” • Enterprise Architecture • Human resources • Portfolio Management Expands to Sales, Marketing, Finance, etc. as a Disciplined Agile Enterprise Slide 113 https://www.youtube.com/watch?v=OCDCKDScmHg&t=847s
  • 114. The Adaptive Learning Organization Adaptive Learning Organization: • Tribal - impulsive, and driven by urgency; management “preys” on its employees • Traditional - Authoritarian, driven by protocols and formal roles and hierarchies • Scientific - Profit or growth-oriented, driven by innovation and meritocracies of ideas • Post-Modern - Consensus driven, with values- based decision making • Living - Cellular models of management with an evolutionary purpose Slide 114 Tribal Impulsive Traditional Authoritarian Scientific Meritocracy Post-Modern Values-Driven Living Evolutionary LevelofConsciousness DisciplinedAgile Agile Based on diagram from: http://www.disciplinedagiledelivery.com/dae/
  • 115. Slide 115 Exploring Large-Scale Scrum (LeSS) Large Solutions that De-Scale the Enterprise!
  • 116. The Basis of LeSS De-Scaling Small Solutions as “Agile Parts” of an organization are a trap: • We create “independent” teams with internal and external markets • For larger products, “independent Teams” need a portfolio manager • Portfolio Management leads to integration and dependencies • Integration and dependencies drive the need for rules (our pills) • These rules re-introduce the Program Management Office (PMO) • Rules remove ownership and power from the Scrum teams, leads to complex teams Slide 116 https://pixabay.com/en/photos/torn/ http://www.publicdomainfiles.com/show_file.ph p?id=13540051816086
  • 117. Large-Scale Scrum (LeSS) Frameworks Less has two frameworks: • LeSS - used for up to eight (8) teams of eight • LeSS Huge - used for up to thousands of teams delivering a product together Slide 117 Still Scrum: • Product Owner • Scrum Master • Development Team https://less.works/resources/training-resources/index.html
  • 118. LeSS Huge Adds a Single Role Area Product Owner (APO) - provides a buffer of work definition • Can manage up to 8 teams • Cannot override the prioritization backlog items (this still belongs to the PO!) Product Owner (PO) can have up to ten (10) APOs working with them to manage requirements, forming the Product Owner Team Slide 118 https://less.works/resources/training-resources/index.html
  • 119. LeSS: Company Model Slide 119 Sites PO Team Support Undone Departments Competency & Coaching Head of Product https://pixabay.com/en/photos/%E0%B9%81 %E0%B8%9A%E0%B8%9A%E0%B8%9C% E0%B8%A1/?image_type=vector Customer Delivery Teams Managers Execs
  • 120. Goal is to Live by LeSS Principles Slide 120 https://less.works/resources/LeSS-complete-picture.pdf
  • 121. Slide 121 Pitfalls & Benefits of Agile Know before You Go!
  • 122. Buyer Be Cautious and Know the Solutions • Lack of overall product design – most common failure point • Adding stories to an iteration in progress – very easy to do with poor plans or collaboration • Lack of sponsor support – teams need access to end users, autonomy, and freedom • Insufficient training –results in rework, or simply bad planning. Expect technical debt. • Product owner role is not properly filled – organization is not “Agile.” Slows down decisions • Teams are not focused – this happens when you have a wishy-washy product owner • Excessive preparation/planning – often happens when there’s a lack of trust or experience. • Problem-solving in the daily standup – what a drain! Team leads beware. • Assigning tasks –Scrum Master isn’t facilitating. Need for a good story planning. • Scrum master as a contributor – hard to avoid, but needed. Scrum Masters is a full-time job. • Lack of test automation – needed on most projects. Testing automation is essential speed. • Allowing technical debt to build up – address using Agile Engineering and “Hardening” • Attempting to take on too much in an iteration – prioritization adds speed and innovation. • Fixed scope and quality –Organizations must “embrace agile.” Slide 122
  • 123. Benefits Realization in Agile: Speed Key Benefits: • First Mover Advantages • Higher ROI • Lower Cost of Delays • Faster Learning Cycles Slide 123 Techniques • Scope Management • Advanced Kanban board practices to limit work-in-progress (WIP) • Time boxing activities to eliminate delays and gain schedule advances • Pareto Principle • Rolling Wave Planning #1 Reason for Adopting Agile
  • 124. Benefits Realization in Agile: Innovation Key Benefits: • Target Solutioning • Learning Cycles • Constraints for Innovation • Problem Solving Methods Slide 124 Techniques • Business Value Mapping • Agile Requirements Gathering • Constraint-driven solutions • Test-Driven Development (TDD) • Competing Objectives Solving #1 Benefit Realized by Adopting Agile
  • 125. Benefits Realization in Agile: Leadership Key Benefits: • Motivation • Greater Team Creativity • Better Decisions • Reduced Conflicts • More time Slide 125 Techniques • Building self-organizing teams • Facilitating leadership (power of play) • Decision science • Negotiation styles and techniques • Managing bias through mindfulness and emotional intelligence (EQ) #1 Reason that Teams Love Agile
  • 126. Benefits Realization in Agile: Control Key Benefits: • Transparency • Stakeholder Agreement • Meaningful Milestones • Authentic Insights • Continuous Improvement Slide 126 Techniques • Agile Systems Engineering • Controlling through measurement • 3Ps - People, Process, Product • Scaled Decision Science that Works • Enterprise alignment of Agile Teams #1 Reason that Agile Works
  • 128. Congratulations….you have now completed Applied Scrum for Project Management! You are now ready to complete the next course, Driving Speed through Agile Planning, of our five-part Mastering Agile Project Management Professional Certificate. Register today! Course #3 in five-part series Course #4 in five-part series Course #5 in five-part seriesCourse #2 in five-part series