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Agile Project Management Agile Project Management

Agile Project Management - PowerPoint Presentation

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Agile Project Management - PPT Presentation

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

agile project jwd management project agile management jwd process information traditional scrum projects approach product software initiation intranet technology

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Slide1

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

4Slide5

Project Management Process GroupsProject management process groups includeinitiating processes

planning processes

executing processes

monitoring and controlling processesclosing processes

5Slide6

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

7Slide8

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

9Slide10

Case Study: JWD Consulting’s Project Management Intranet SiteCase Background

PM, Sponsor, Stakeholders

Project Description

10Slide11

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

11Slide12

JWD Pre-initiationWhat did JWD do for Pre-Initiation?Slide13

Project InitiationInitiating a project includes recognizing and starting a new project or project phase

13Slide14

JWD Project Charters and Kick-off MeetingsCharters are normally short and include key project information and stakeholder signaturesKick-Off Meeting

14Slide15

JWD Stakeholder Mgmt Output: Register and Strategy

15

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

20

JWD Milestone ReportSlide21

Project Monitoring and ControllingInvolves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions

21Slide22

Project ClosingInvolves gaining stakeholder and customer acceptance of the final products and services

22

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:

26Slide27

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

28

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)

29Slide30

Scrum RolesPrimary Roles

Other potential Roles

Slide31

Scrum ArtifactsAn artifact is a useful object created by peopleScrum artifacts include:

31Slide32

Scrum Ceremonies

32Slide33

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.

39Slide40

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

41Slide42

PlanningSimilar to Traditional Process GroupsScope Statement and can use a Gantt chart for the entire project schedule; other planning similar (risk, etc.)Differences:

42Slide43

JWD Intranet Site Project Baseline Gantt Chart Using Scrum Approach

43

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

45Slide46

Monitoring and ControllingSimilarities to Traditional Process GroupsStill check actual work vs. planned workDifferences:

Information Technology Project Management, Seventh Edition

46Slide47

Sprint Board47Slide48

Figure 3-7. Burndown ChartInformation Technology Project Management, Seventh Edition

48Slide49

ClosingSimilarities to Traditional Process GroupsFocus on acceptance of deliverables and reflectionDifferences

:

49Slide50

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

50