Announcements 2 Credit Suisse Information Session amp Networking Event Tuesday September 12 at 600pm CIS Building1 st floor auditorium CIS 1008 Information Session Please join us Eligible students those graduating between December 2018 and MayJune 2019 are encouraged to at ID: 639702
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Agile Project ManagementSlide2
Announcements
2Slide3
Credit 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.Slide4
AnnouncementsOutline:Process Groups – Traditional
Intranet Site Project
Agile Methodology
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Project Management Process GroupsProject management process groups includeinitiating processes
planning processes
executing processes
monitoring and controlling processesclosing processes
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Traditional Approach: Linear/Waterfall Strategy6Slide7
Traditional 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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Traditional 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 engaged8Slide9
Traditional Approach:Monitor and ControllingChange ControlValidate/Control Scope
Scheduling (forecasts)
Progress Reports
ClosingFinal report and presentationClient sign-offLessons-learned
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Case Study: JWD Consulting’s Project Management Intranet SiteCase Background
PM, Sponsor, Stakeholders
Project Description
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Project 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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JWD Pre-initiationWhat did JWD do for Pre-Initiation?Slide13
Project InitiationInitiating a project includes recognizing and starting a new project or project phase
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JWD Project Charters and Kick-off MeetingsCharters are normally short and include key project information and stakeholder signaturesKick-Off Meeting
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JWD Stakeholder Mgmt Output: Register and Strategy
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Register
Management StrategySlide16
Project PlanningPrimary Purpose: Guide Execution
Every knowledge area includes planning information
Key outputs included in the
JWD project.Document Location
PM SoftwareWiki16Slide17
Scope 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…Slide18
Figure 3-4. JWD Consulting Intranet Site Project Baseline Gantt Chart18Slide19
List of Prioritized Risks19Slide20
Project ExecutingUsually takes the most time and resources
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JWD Milestone ReportSlide21
Project Monitoring and ControllingInvolves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions
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Project ClosingInvolves gaining stakeholder and customer acceptance of the final products and services
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Closing
Normal
OperationsProjectSlide23
Agile 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 Master23Slide24
Agile 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).Slide25
Agile 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)Slide26
PM Network: At Odds?Myths surrounding Agile PM:
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Manifesto 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.Slide28
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From:
https
://platinumedge.com/blog/agile-roadmap-to-valueSlide29
ScrumAccording 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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Scrum RolesPrimary Roles
Other potential Roles
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Scrum ArtifactsAn artifact is a useful object created by peopleScrum artifacts include:
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Scrum Ceremonies
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Scrum Framework33
Information Technology Project Management, Seventh EditionSlide34
Product BacklogFrom jazz.netSlide35
Sprint Planning and Backlog From www.scrumalliance.comSlide36
Product vs. Sprint BacklogFrom msdn.microsoft.com
Item
Product Backlog
Sprint Backlog
Level of detailEstimation units
Document ownershipRevised
Duration
WorkbookSlide37
Burndown ChartSlide38
Agile, 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
).38Slide39
Agile 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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Unique Scrum Activities by Process GroupSlide41
Pre-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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PlanningSimilar 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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JWD Intranet Site Project Baseline Gantt Chart Using Scrum Approach
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3 releases vs.
1 releaseSlide44
JWD Product and Sprint Backlogs44Slide45
ExecutingSimilarities to Traditional Process GroupsStill produce products, lead people, etc.Differences:
Information Technology Project Management, Seventh Edition
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Monitoring and ControllingSimilarities to Traditional Process GroupsStill check actual work vs. planned workDifferences:
Information Technology Project Management, Seventh Edition
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Sprint Board47Slide48
Figure 3-7. Burndown ChartInformation Technology Project Management, Seventh Edition
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ClosingSimilarities to Traditional Process GroupsFocus on acceptance of deliverables and reflectionDifferences
:
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Chapter 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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