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Slide1
Agile Project Management
Slide2Announcements
2
Slide3Credit Suisse Information Session & Networking EventTuesday, September 12 at 6:00pm
CIS Building—1
st
floor auditorium (CIS 1008)
Information Session Please join us! Eligible students (those graduating between December 2018 and May/June 2019) are encouraged to attend our Credit Suisse Information Session. Credit Suisse representatives will host an information session to discuss our Raleigh-based 2018 Technology Summer Analyst program and answer questions about the application process. Please click here to RVSP.
Slide4AnnouncementsOutline:Process Groups – Traditional
Intranet Site Project
Agile Methodology
4
Slide5Project Management Process GroupsProject management process groups includeinitiating processes
planning processes
executing processes
monitoring and controlling processesclosing processes
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Slide6Traditional Approach: Linear/Waterfall Strategy6
Slide7Traditional Approach: Linear/Waterfall StrategyPre-InitiationGenerate Business Case (includes high level estimates on scope, cost, time, etc.)
Identify Sponsor and PM
Initiation
Project CharterStakeholder Identification
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Slide8Traditional Approach:PlanningTeam Contract
Scope Statement
WBS
Gantt chartRisksExecutionPM acquires team then directs and manages work
Milestone reportingUpdate progress (handle human resource issues)Manage CommunicationsEnsure stakeholders remain engaged8
Slide9Traditional Approach:Monitor and ControllingChange ControlValidate/Control Scope
Scheduling (forecasts)
Progress Reports
ClosingFinal report and presentationClient sign-offLessons-learned
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Slide10Case Study: JWD Consulting’s Project Management Intranet SiteCase Background
PM, Sponsor, Stakeholders
Project Description
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Slide11Project Pre-initiationSenior managers often perform several pre-initiation tasks, including the following:Determine the scope, time, and cost constraints for the project
Identify the project sponsor
Select the project manager
Develop a business case for a projectMeet with the project manager to review the process and expectations for managing the projectDetermine if the project should be divided into two or more smaller projects
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Slide12JWD Pre-initiationWhat did JWD do for Pre-Initiation?
Slide13Project InitiationInitiating a project includes recognizing and starting a new project or project phase
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Slide14JWD Project Charters and Kick-off MeetingsCharters are normally short and include key project information and stakeholder signaturesKick-Off Meeting
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Slide15JWD Stakeholder Mgmt Output: Register and Strategy
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Register
Management Strategy
Slide16Project PlanningPrimary Purpose: Guide Execution
Every knowledge area includes planning information
Key outputs included in the
JWD project.Document Location
PM SoftwareWiki16
Slide17Scope Statement17
TABLE 3-9 Scope statement (draft version)
Project Title: Project Management Intranet Site Project
Date
: May 18Prepared by: Erica Bell, Project Manager, erica_bell@jwdconsulting.comProject Summary and JustificationProduct Characteristics and Requirements:1. Templates and tools2. User submissions3. Articles4. Requests for articles5. Links6. The “Ask the Expert” feature must be user-friendly and capable of soliciting questions and immediately acknowledging that the question has been received in the proper format….Summary of Project Deliverables Project management-related deliverables … Product-related deliverables…
Slide18Figure 3-4. JWD Consulting Intranet Site Project Baseline Gantt Chart18
Slide19List of Prioritized Risks19
Slide20Project ExecutingUsually takes the most time and resources
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JWD Milestone Report
Slide21Project Monitoring and ControllingInvolves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions
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Slide22Project ClosingInvolves gaining stakeholder and customer acceptance of the final products and services
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Closing
Normal
OperationsProject
Slide23Agile Project Management“Gartner predicts agile development will be used on 80% of all software development projects.”
What does this mean?
Why is it gaining popularity?
Gaining ground in PM community with certificationsAPMG-International
PMI – Agile Certified PractitionerCertified Scrum Master23
Slide24Agile Makes Sense for Some Projects, But Not All“Agile will be seen for what it is … and isn’t …. Project
management organizations embracing Agile software and product
development approaches
will continue to grow while being faced with the challenge of demonstrating ROI through Agile adoption.”*When not to use Agile PM
24*J. Leroy Ward, “The Top Ten Project Management Trends for 2011,” projecttimes.com(January 24, 2011).
Slide25Agile Makes Sense for Some Projects, But Not All25
*Fernandez & Fernandez (2009), “Agile Project Management –
Agilism
versus Traditional Approach,”
Journal of Computer Information Systems.Goal(ends)Not Clear43
Clear12ClearNot Clear
Solution
(means)
Slide26PM Network: At Odds?Myths surrounding Agile PM:
26
Slide27Manifesto for Agile Software Development“We are uncovering better ways of developing software by doing it and helping others do
it. Through this work we have come to value
:
27*Agile Manifesto, www.agilemanifesto.org.
Slide2828
From:
https
://platinumedge.com/blog/agile-roadmap-to-value
Slide29ScrumAccording to the Scrum Alliance, Scrum is the leading agile development method for completing projects
with a complex, innovative scope of work
.
(State of Scrum Report)
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Slide30Scrum RolesPrimary Roles
Other potential Roles
Scrum ArtifactsAn artifact is a useful object created by peopleScrum artifacts include:
31
Slide32Scrum Ceremonies
32
Slide33Scrum Framework33
Information Technology Project Management, Seventh Edition
Slide34Product BacklogFrom jazz.net
Slide35Sprint Planning and Backlog From www.scrumalliance.com
Slide36Product vs. Sprint BacklogFrom msdn.microsoft.com
Item
Product Backlog
Sprint Backlog
Level of detailEstimation units
Document ownershipRevised
Duration
Workbook
Slide37Burndown Chart
Slide38Agile, the PMBOK® Guide, and a New CertificationThe PMBOK® Guide describes best practices for what should be done to manage projects.
Agile
is a methodology that describes
how to manage projects.The Project Management Institute (PMI) recognized the increased interest in Agile, and introduced a new certification in 2011 called Agile Certified Practitioner (ACP
).38
Slide39Agile Approach: JWD Consulting’s Project Management Intranet SiteAn agile project team typically uses several iterations or deliveries of
software instead
of waiting until the end of the project to provide one product.
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Slide40Unique Scrum Activities by Process Group
Slide41Pre-Initiation and InitiationPre-Initiation and Initiation major tasks# of releases and functionality by releaseSprints in releaseCharter
Stakeholder Register
Kick-off Meetings
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Slide42PlanningSimilar to Traditional Process GroupsScope Statement and can use a Gantt chart for the entire project schedule; other planning similar (risk, etc.)Differences:
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Slide43JWD Intranet Site Project Baseline Gantt Chart Using Scrum Approach
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3 releases vs.
1 release
Slide44JWD Product and Sprint Backlogs44
Slide45ExecutingSimilarities to Traditional Process GroupsStill produce products, lead people, etc.Differences:
Information Technology Project Management, Seventh Edition
45
Slide46Monitoring and ControllingSimilarities to Traditional Process GroupsStill check actual work vs. planned workDifferences:
Information Technology Project Management, Seventh Edition
46
Slide47Sprint Board47
Slide48Figure 3-7. Burndown ChartInformation Technology Project Management, Seventh Edition
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Slide49ClosingSimilarities to Traditional Process GroupsFocus on acceptance of deliverables and reflectionDifferences
:
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Slide50Chapter SummaryProject Management Process Groups Main activities of each process group mapped to knowledge areas
Information technology project management methodologies
JWD Consulting – Predictive vs. Agile
Biggest Difference: providing three releases of useable software versus just one
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