Agile Project Management

History, Background, and the Manifesto

Modern projects are constrained by several uncertainties

Limitations of Traditional Project Management

1

History, Background, and the Manifesto

handle difficult situations,…….. people

Limitations of Traditional Project Management

2

History, Background, and the Manifesto

It is difficult to change the plan once it is baselined

Limitations of Traditional Project Management

3

History, Background, and the Manifesto

End users see the end product only at the end of the project.

Limitations of Traditional Project Management

4

Traditional Life Cycle

Predictable outcomes arising from up-front plans and specifications, enforced by change management

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PDLC (project Development Life Cycle)

Plan-Driven Lifecycle

Simple and intuitive High ceremony

process, metrics and

documentation

Role of the customer in PD- PDLC ( at arms

length)

however, need to do a lot of

work)

PD-PDLC advantages and disadvantages

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build and deliver the specified outcomes according to a master project plan

 Plan-Driven Lifecycle

 Business opportunity

 Simple and intuitive

 High ceremony ( process, metrics and documentation)

 Role of the customer in PD-PDLC ( at arms length, however, need to do a lot of work)

 PD-PDLC advantages and disadvantages

7

Advantage

Fits large and very large projects,

Does not depend on an exceptionally

talented workforce

Lots of tool support

Large, trained base of

practitioners

Intuitively simple to

understand

Rich with reporting, as

usually implemented

 Plan-Driven Lifecycle

 Business opportunity

 Simple and intuitive

 High ceremony ( process, metrics and documentation)

 Role of the customer in PD-PDLC ( at arms length, however, need to do a lot of work)

 PD-PDLC advantages and disadvantages

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Disadvantage

Inappropriate where

requirements cannot be fixed,

or where customer changes are

frequent

Inappropriate for small teams, with

fewer than 25 developers

Delivery of business value is

late in the lifecycle

Changes coming late are very expensive to

insert

Heavy, expensive, process and

documentation,

requires governance formality

Agile means getting effective project results

even in complex and uncertain

project requirements,

primarily by

applying small teams—

working collaboratively—

to deliver frequently

increments of business value,

with priority according to

effectiveness, importance, and urgency

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 Agile Manifesto

 Agile Principles

 Commentary on the 12 Principles

 Other Agile principles

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 Agile Manifesto

 Agile Principles

 Commentary on the 12 Principles

 Other Agile principles

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Agile Lifecycle

Strategically stable, but tactically emergent, iterative, and incremental

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Agile Lifecycle

Strategically stable, but tactically emergent, iterative, and incremental

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Agile Methodologies

Management simplicity, process discipline, personal safety, and measurable progress

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Agile Methodologies

Management simplicity, process discipline, personal safety, and measurable progress

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Scrum

Team members

Scrum master

Product owner

Product backlog

Scrum

Sprint review

Daily scrum

Sprint backlog

User Story

Product backlog

 Agile Lifecycle

 An Agile manager’s agenda

 Guiding principles for Agile managers

 Addressing the major risks

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 Agile Lifecycle

 An Agile manager’s agenda

 Guiding principles for Agile managers

 Addressing the major risks

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• Customers: Coach customers’ and end-users’

• Encourage communications that are open, honest, and real time

• Results: Maintain a focus on results, not specifically on process and activity

• People: Internalize the idea things are managed; people are led

• Champion innovation and technical excellence

An Agile manager’s agenda

 Agile Lifecycle

 An Agile manager’s agenda

 Guiding principles for Agile managers

 Addressing the major risks

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• Plans are adaptive.

• Value is the privilege of customers

• Schedule and cost are derived

• Change is embraced and encouraged: • • Documentation comes after personal interaction

• Individuals are trusted

Guiding principles for Agile managers

 Agile Lifecycle

 An Agile manager’s agenda

 Guiding principles for Agile managers

 Addressing the major risks

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Addressing the Major Risks Agile methods address the major risks of the traditional methodology that are blamed for poor product quality and poor project performance.

• BDUF: Agile makes no attempt to do a big design up front

• Unknown or unknowable requirements: Customers are allowed to add, delete, revise, and reprioritize requirements at the beginning of each iteration, but not during an iteration.

• Customers at arm’s length: Customers are included s and coached

• Testing and delivery is all at the end of the project cycle

• Documentation is not cost effective: Documentation is minimized …documentation is replaced by daily collaboration and informal means to communicate: e-mail, instant messages, comments em-bedded in the product design, story cards, scorecards, and dashboards.

Module 5 Outline

 Representative Agile Methods

 Methodologies compared

 A process of cycles

 Advantages and Disadvantages of Agile

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 Representative Agile Methods

 Methodologies compared

 A process of cycles

 Advantages and Disadvantages of Agile

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• Introduction to Agile Project Charters

• Definition and importance of Agile project charters.

### Definition of Agile Methodologies:

• – Agile methodologies involve

iterative and incremental approaches.

• They are characterized by principles like

• flexibility,

• collaboration,

• customer feedback, and

• rapid response to change.

• increasing adoption of Agile methodologies in various industries

### Industries Embracing Agile:

1. **Technology and Software Development:**

• to address the rapidly changing requirements

2. **Marketing and Creative Industries:**

• – to respond quickly to

market trends,

3. **Financial Services and Banking:**

• -for product development

• and to comply with rapidly changing regulations.

4. **Manufacturing:**

• – for product development

5. **Healthcare:**

• – managing complex projects,

Agile Project Charter

• is: “a brief document that

defines the scope,

objectives, and

participants of a project."

• unlike traditional project charters, Agile charters are less about detailed project plans and more about a clear vision and direction.

3. **Importance of Agile Project Charters:**

• "serve as a guiding light for Agile teams

• facilitate flexibility within the defined scope

• help in managing stakeholders'

expectations.

Steps:

1. **Setting Clear but Flexible Goals:**

• – outline the project's goals in a

broad sense.

• – By setting clear objectives without

being overly prescriptive about how to achieve them

**Project Example:** Mobile Health Application Development

• **Clear Goal:** Launch a user-friendly mobile app for fitness and diet tracking on multiple platforms within 6 months.

• **Flexibility:**

• – Development methods and technologies can vary.

• – Features will be delivered incrementally,

• – The team remains open to incorporating new user needs and mew technology

2. **Defining Roles and Responsibilities:**

• – This clarity helps team members

understand their scope of work

• decision-making authority, which is essential for fast-paced Agile environments.

– It allows teams to self- organize and make decisions

quickly

3. **Outlining Scope with Room for Adaptation:**

4. **Establishing Stakeholder Engagement and Expectations:**

5. **Emphasizing Continuous Feedback and Improvement:**

In summary,

• They balance the need for direction and understanding that

change is an inherent part of the project lifecycle,

"What to Include in an Agile Project Charter,"

1. **Project Vision and Mission**: • the purpose, objectives, and expected outcomes

Vision

• The vision is not just a statement; it's the project's heartbeat.

• It encapsulates the purpose—why this project matters, not only to us but to our stakeholders and the community it serves.

• Imagine we’re developing a mobile application

aimed at reducing food waste by connecting local retailers with consumers to sell surplus food at discounted rates.

• The purpose of our project is to combat food waste and promote sustainability.

Objectives

• Objectives are our milestones.

• In the agile world, these are not just static targets; they're dynamic, adaptable, and iterative.

• The objectives might include creating • a user-friendly interface,

• developing a robust notification system, and

• implementing a secure payment gateway by the end of the third quarter.

• These are specific targets that can be broken down into user stories and tasks in our backlog.

• They are the stepping stones that we will reassess and refine in each iteration, always with the end goal in sight.

Expected outcomes

• Expected outcomes are the

tangible changes or benefits we foresee.

• These are the real-world manifestations of our work

• Example

• we are looking to enroll 100 local retailers and achieve 10,000 downloads in the first six months post-launch, thereby reducing food waste by 5%.

**Scope of the Project**:

• the boundaries and limitations of the project are defined.

• It includes what is included and, importantly, what is not included in the project, helping to prevent scope creep.

In Scope • Redesign Of User Interface (Ui)

• Content Update

• Mobile Responsiveness

• User Feedback Implementation

Out Of Scope • 1. Back-End Development

• 2. Rebranding

• 3. E-commerce Integration

• 4. Internationalization

3. **Risks and Issues**:

• identifies potential risks and issues that might arise during the project.

• It includes strategies for mitigating these risks and plans for addressing any issues that occur.

**Example of Risks and Issues:**

• 1. **Risk Identification:**

• – **Technical:** Challenges with new software integration.

• – **Resource:** Availability and skill gaps in the team.

• – **Schedule:** Potential delays due to external dependencies.

• – **Market:** Shifts in market conditions affecting project relevance.

• 2. **Risk Mitigation:**

• – **Technical:** Pilot testing new tools, keeping backup options.

• – **Resource:** Cross-training, maintaining a resource pool.

• – **Schedule:** Adding buffer time, regular vendor communication.

• – **Market:** Regular market trend reviews, stakeholder engagement.

4. **Roles and Responsibilities**:

• This section outlines the roles and responsibilities of each team member.

• It helps in establishing clear

accountability and

ensures that everyone understands their role in the project.

### Example:

• 1. **Product Owner (PO):**

• – **Name:** Alex Johnson

• – **Responsibilities:**

• – Defines project goals and priorities.

• – Manages the product backlog.

• – Acts as the primary liaison between stakeholders and the development team.

• – Ensures the team always works on the most valuable features.

• – Accepts or rejects deliverables.

5. **Stakeholders**:

• Identifying the key stakeholders involved in the project is crucial.

• This includes anyone who has an interest in or is affected by the project’s outcomes.

6. **Success Criteria**:

• Defines how the success of

the project will be measured.

• This could include specific project goals, quality standards, or performance metrics.

7. **Communication

Plan**:

• This part covers how communication will be managed throughout the project.

• It includes methods, frequency, and channels of communication among team members and stakeholders.

8. **Budget and Resources**:

• Details the financial and physical resources available for the project.

• It includes the budget allocation and any constraints or limitations regarding resources.

9. **Timeline and Milestones**:

• Outlines the project timeline, including key milestones and deadlines.

• This helps in tracking progress and ensuring the project stays on schedule

Agile Scope and Requirements

1

Agile scope

2

Evolving, emerging, and adapting Scope as a best value

Agile Scope

u The most important point is that the evolving and emerging scope is managed

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Agile Scope The planning is organized this way

4

The business case holds the product vision in a top-level framework,

Scope is planned incrementally with evolution allowed and encouraged

Planning occurs in shorter frameworks called rolling waves

Development cycles—called iterations or sprints

Agile Scope (A-B-C)

A- Evolving, Emerging, and Adaptive

5

Scope

Schedule

Budget

Quality

Four Levers

Agile Scope

A-1 Best Value

6

customer satisfaction Vs Plan variance

scope is the most flexible

Agile Scope A-1 Best Value

uThe most scope possible— for the available resources—

Agile Scope A-2 Defined

u Scope is

u all the things we must do,

u all the things we want to do,

u all the things we actually do

8

Agile Scope A-3 Backlog

9

• is the scope parsed into • work units, • stories, • use cases, • Tasks

Agile Scope A-4 Architecture

10

• is the scope mapped into • form • function

Agile Scope A-5 Must-dos

11

• must-dos as a matter of governance

• must-dos as a matter of custom and expectation

B- Envisioning

u Transforming visionary ideas into goals—real end-states that are achievable

u is a work of art,

u a bit of process, and

u a dose of applied leadership.

Envisioning

u To envision beyond the business case,

u

1-Assemble the agile team and interview the visionary. 2- Explore ideas 3- Do a Kano analysis of features and functions.

The Kano Model

u The Kano Model, developed by Dr. Noriaki Kano in the 1980s, I

u s a theory of product development and customer satisfaction

u helps prioritize features based on their potential impact on customer satisfaction.

u it has been widely adopted by Agile practitioners for prioritizing and managing product backlogs.

1. Basic Needs: These are the must-have features that customers expect from a product. Failing to meet these needs will result in dissatisfaction, but fulfilling them doesn't necessarily lead to increased satisfaction. For example, in a mobile phone, the ability to make and receive calls is a basic need.

2. Performance Needs: These features have a direct impact on customer satisfaction. The better the performance, the higher the satisfaction. Examples include battery life and processing speed for a smartphone.

3. Excitement Needs: Also known as "delighters," these are unexpected features that can significantly boost customer satisfaction. However, if they are absent, they don't lead to dissatisfaction. For example, a unique camera feature that allows capturing 3D images in a smartphone.

4. Indifferent Needs: These are features that customers don't care about or don't impact their satisfaction. For example, an extra pre-installed app that doesn't provide any value.

The Kano Model

The Kano Model

The Kano Model

The Kano Model

u How it works:

1. Identify and list potential features or enhancements for the product.

2. Survey customers or stakeholders to gather their opinions on each feature, using a Kano questionnaire that helps categorize their preferences.

3. Analyze the survey results and plot the features on the Kano Model grid.

4. Prioritize the features based on their potential impact on customer satisfaction, starting with basic needs, performance needs, and excitement needs.

Step 1: Identify and list potential features or enhancements for the product

1. Basic security system (door/window sensors, motion detectors)

2. Mobile app control

3. Integration with other smart home devices (lights, thermostat, etc.)

4. 24/7 professional monitoring

5. Backup power supply

6. Remote camera access

7. Two-way audio communication

8. Facial recognition

9. Customizable arming/disarming schedules

10. Geofencing

11. Panic button

12. Voice control

13. Video doorbell integration

14. DIY installation

Step 2: Survey customers or stakeholders to gather their opinions on each feature using a Kano questionnaire.

Let's assume we have surveyed a representative sample of our target customers and collected their feedback.

Step 3: Analyze the survey results and plot the features on the Kano Model grid.

u Based on the survey results, we categorize the features as follows:

u Basic Needs:

1. Call and text functionality

2. Internet browsing

3. Battery life

Step 3: Analyze the survey results and plot the features on the Kano Model grid.

u Based on the survey results, we categorize the features as follows:

1. Performance Needs:

1. Camera quality (front and rear)

2. Processing speed

3. Display quality

4. Storage capacity

5. 5G connectivity

Step 3: Analyze the survey results and plot the features on the Kano Model grid.

u Based on the survey results, we categorize the features as follows:

u Performance Needs:

1. Camera quality (front and rear)

2. Processing speed

3. Display quality

4. Storage capacity

5. 5G connectivity

Step 3: Analyze the survey results and plot the features on the Kano Model grid.

u Based on the survey results, we categorize the features as follows:

u Excitement Needs:

1. Fingerprint sensor

2. Face unlock

3. Wireless charging

4. Water and dust resistance

5. Dual SIM support

6. Foldable display

7. Virtual assistant

Requirements

u Agile approach to and process for developing and analyzing requirements

Requirements Framework • Gather requirements

• Organize according to attributes

• Make a record of every requirement

• Verify and validate

• Manage changes

Themes, Epics, User Stoies In JIRA

Themes

1. User Registration and Account Management

2. Content Management and Publishing

3. E-commerce and Transactions

4. User Experience and Interface Design

5. Performance and Security

Examples of Themes in a Web-site development Agile Project

Theme : E-commerce and Transactions

• Epic 1: Product Management

• Epic 2: Shopping Cart and Checkout

• Epic 3: Payment Processing

A theme can have multiple Epics:

Theme 3: E-commerce and Transactions Epic 1: Product Management

• Related User Stories:

1. As an admin, I want to add new products, so that I can expand the catalog. 1. Acceptance Criteria:

1. The product creation form must include fields for name, description, price, category, and image upload. 2. Products must be savable as drafts. 3. Admins must be able to publish products to the live catalog. 4. The new product must appear on the website in the designated section.

2. As an admin, I want to edit and delete products, so that I can manage the product catalog. 1. Acceptance Criteria:

1. The product management interface must list all products with options to edit or delete each one. 2. Editing a product must update the live version if the product is already published. 3. Deleting a product must prompt for confirmation before removal. 4. Deleted products must be permanently removed from the system.

3. As an admin, I want to manage product inventory, so that I can keep track of stock levels. 1. Acceptance Criteria:

1. The product creation/edit form must include a field for stock quantity. 2. The system must automatically update stock levels upon purchase. 3. Admins must be able to manually adjust stock levels. 4. Low stock notifications must be sent to admins.

Theme 3: E-commerce and Transactions Epic 2: Shopping Cart and Checkout

• Related User Stories:

1. As a user, I want to add products to my shopping cart, so that I can purchase multiple items at once. 1. Acceptance Criteria:

1. 'Add to Cart' buttons must be available on product pages. 2. The shopping cart must display a summary of added items, including names, prices, quantities, and total price. 3. Users must be able to update quantities or remove items from the cart. 4. The cart must persist across sessions.

2. As a user, I want to proceed to checkout, so that I can complete my purchase. 1. Acceptance Criteria:

1. The checkout process must include steps for entering shipping information, payment details, and reviewing the order. 2. The system must validate all required fields and provide error messages for missing or incorrect information. 3. Users must be able to select from multiple shipping options. 4. An order summary must be displayed before final confirmation.

3. As a user, I want to receive an order confirmation, so that I know my purchase was successful. 1. Acceptance Criteria:

1. Users must receive an email confirmation with order details upon successful checkout. 2. The order confirmation page must display the order summary and an estimated delivery date. 3. Users must be able to view their order history in their account. 4. The system must generate a unique order ID for tracking.

Theme 3: E-commerce and Transactions Epic 3: Payment Processing • Related User Stories: 1. As a user, I want to pay with a credit card, so that I can complete my purchase securely.

1. Acceptance Criteria: 1. The checkout form must include fields for credit card number, expiration date, CVV, and cardholder name. 2. The system must validate the credit card information and provide error messages for incorrect data. 3. Payment must be processed securely using SSL encryption. 4. Users must receive a confirmation message upon successful payment.

2. As a user, I want to pay with PayPal, so that I can use an alternative payment method. 1. Acceptance Criteria:

1. The checkout form must include an option to select PayPal as the payment method. 2. Users must be redirected to PayPal to complete the payment. 3. The system must update the order status upon successful PayPal payment. 4. Users must receive a confirmation message upon successful payment.

3. As an admin, I want to manage refunds, so that I can process returns and cancellations. 1. Acceptance Criteria:

1. The admin interface must include an option to issue refunds for orders. 2. Refund requests must be processed securely and update the order status. 3. Users must receive a notification email upon successful refund. 4. The system must log all refund transactions for auditing purposes.

Teams

 building blocks of agile

 Small teams that are faithful to

 frequent, incremental releases,

 Capable of self-organization,

 It is hard work to develop the kind of teams that work well in agile methods:

 Teams that are self-leading and self-organizing

 •• Teams that march productively to their own drum

 •• And teams that can handle unique circumstances

The impact of having the

product master embedded in the midst of

team operations can be profound—

instant interpretation,

timely feedback, and A single voice.

But, sometimes close is too close!

•• The line between technical and functional requirements becomes

blurred

•• The stability required to meet tight iteration time boxes is disturbed

•• A compelling personality might unduly bias decisions

# Module 1: The Social Unit

People are naturally sociable.

People draw comfort, security,

strength, and reinforcement,

both from others around them and from networks they

join.

In businesses, the sociability

of people enables

successful teamwork.

For a group to form there must be opportunity and

motivation for interaction among the participants,

a crowd is not a group, nor is a cocktail party.

To have a group, there

must be:

•• A common purpose that

attracts members to join and stay

•• Some division of

responsibility and some

distinguished roles

•• Accepted norms for

behavior and participation

•• Defined operating processes

•• A set of protocols for

reward, discipline, or

sanction;

Groups are not teams;

However, forming a group is often the first step in forming a team

Team Definition

A team is a social structure wherein all members

individually and mutually collaborate toward the

achievement of a common goal that is possible only by the committed and collective

contribution of all members.

Team Definition

We’ve got some things to work on

within that definition

•• A social structure: thus, social norms and values are to be

expected

•• Individually and mutually

collaborate: thus, many lines of

communication with information

transparency to be expected

•• Common goal: thus individual

agendas are subordinated to the

common goal

•• Commitment and collective

contribution: thus, a certain work ethic is to be

expected

Bruce Tuckman’s Model

 • Forming: The team meets and learns about the challenges and opportunities.

 • Storming: Different ideas compete for consideration and adoption.

 • Norming: Behaviors are adjusted to make teamwork productive.

 • Performing: Collective, collaborative work styles reinforce the work of each member; conflicts are about solutions, not people.

 • Adjourning: The task is completed and the team’s work is archived; the team members are dismissed to their operational units.

reaching a state of performing requires extending the group parameters in several important ways:

1. Define a compelling,

unambiguously identifiable,

and measurable

team mission.

2. Set an expectation

that the team must succeed

for each person to be successful.

3. Require work to be

collaborative and

collective

4. Develop leadership from within the team.

A strong hierarchical leader is not always necessary to organize and manage the work if teammates can

comfortably share leadership responsibilities.

5. Develop methods and

processes within the

team

Module 2: Principle and Values Guide

Teams

Individual loyalties become

team loyalty

#Values That Make Teams Work

Trust

Values That Make Teams Work

Commitment

Accountability

Continuity

Simplicity

Clarity

Certainty

# Operating model of the agile team

 Teams are small, typically 6-8, but could be as large as 12

 Team leadership and management is determined by the team

 Team processes, practices, and rules are established by the team

#Project manager role

 The project manager coaches the team

 The project manager supports the team

 The project manager manages conflict, performance, and administration

 •

# Some Teams Work; Others Do Not

 Why Teams Don’t Work

 Teams are about how to organize small numbers of people, and so this is one of the first things that can go wrong. Teams are too large

 •• Boundaries are too often left fuzzy: Confusion is a productivity killer.

 Are all members clear on the team’s mission, goal, and scope, and what is out?

 •• The mission is not made compelling:

 People are not naturally attracted to the purpose and goal. Constant encouragement and reinforcement is needed to overcome boredom and disinterest.

 •• Team members too often are selected by making the easy choices:

 Often members are selected by position and availability. Instead, selection

 should be by rigorous evaluation that is based on skills and

 commitment.

 •• There is no allowance for a nemesis member to neutralize group think

 •• The team membership is allowed to turn over too rapidly

#How does agile manage staffing?

 First, get the right people.

#How does agile manage staffing?

 2. Second, be true to Principle 5, trust motivated people to get the

 job done, and Principle 8, plan for a steady and sustainable pace.

#How does agile manage staffing?

 3. Third, diversify the skill base of the team by having more than one

 person available who is capable of handling a particular task.