Project Management and Scrum A Side by Side Comparison by Anne Loeser, October 2006
|
|
- Luke Paul
- 8 years ago
- Views:
Transcription
1 Project Management and Scrum A Side by Side Comparison by Anne Loeser, October 2006 For decades, software development projects have followed the classic waterfall method in which software development initiatives were carefully analyzed, designed, documented, coded, tested, and ultimately delivered to the customer sometimes years after inception. By then, it was not uncommon for business needs to have changed and for the resulting system to fall short of customers expectations. According to the Standish Group, software development projects have an overall success rate of 34%. In response to this rather disappointing approach to software development, Agile methodologies which are light on documentation and formality - began to emerge in the 1990 s. Scrum, which is one of several Agile approaches, was first developed and presented in 1995 so it is relatively novel when compared with traditional software development processes which have been used for decades. The purpose of this paper is to compare traditional waterfall project standards and deliverables with those in Scrum, and to contrast the Project Manager s role with that of the Scrum Master. Traditional Project Management at a Glance: According to the Project Management Body of Knowledge (PMBOK), a project is a temporary endeavor undertaken to create a unique product or service. 1 Projects are typically divided into phases in order to provide better control of the project s progress and deliverables; each phase has a prescribed set of deliverables. Collectively, the project phases are known as the Project Lifecycle. Project Management is a term encompassing the application of skills, tools, techniques, and knowledge applied to a project to meet or exceed stakeholder expectations. Project Managers typically oversee the following aspects of a project: 1. Project Scope, which ensures that all the required work, and only the required work, is planned, defined, documented, and delivered to the customer s satisfaction. 2. Project Schedule, the objective of which is timely delivery of the product or service. It entails activity definition and estimating, and schedule development, monitoring and control. 3. Project Cost, which is intended to ensure that the project is delivered within its approved budget. It includes cost estimation and expense monitoring. 4. Project Quality, which encompasses quality definition, assurance, and control. 5. Project Communication for information dissemination and collection. 6. Project Risk including risk identification, quantification, avoidance, and mitigation. 7. Project Human Resources Management including but not limited to: Organizational Planning identifying, documenting and assigning project roles, responsibilities and reporting relationships. Staff Acquisition obtaining human resources for the project. Team development enhancing individual and group skills. Scrum at a Glance: Scrum is one of several Agile methods for developing and deploying software, although it may be used for nonsoftware initiatives whenever people need to work together to achieve a common goal. The primary objective of Agile development is to deliver value early in the Project Lifecycle based upon customer and market 1 PMI Standards Committee, Project Management Body of Knowledge, Library of Congress Cataloguing-in-Publication data, 1996, page 10 12/6/2006 Page 1
2 demands. The ability to deliver value early and often, yet readily adapting to change, is considered to be a major contributor in making Agile Development one of the more rapidly growing trends in technology. Below is a list of Scrum characteristics in contrast with traditional waterfall attributes: A dynamic Product Backlog of prioritized work to be done. Although not specifically mentioned in traditional project management above, this backlog may be loosely compared with traditional projects or smaller initiatives that are waiting to become active. Together with the Release Plan, the Product Backlog is jointly compiled by the busines Product Owner and the Development Team. A Release Plan to deliver larger initiatives across multiple Sprints, with the highest priority first. The Release Plan is similar to the traditional Project Schedule in that it identifies product features and the corresponding timeframes (possibly phases) in which features will be delivered, albeit at a higher level than traditional Project Plans. Quality-related features, risks, dependencies, constraints, assumptions and issues may also be identified and documented as part of the Release Plan, which is generated by the Product Owner and Development Team. A Sprint Planning Meeting in which backlog items are selected for iterations(s) called Sprints (which are usually 30 days in length). Product Owners and the Development Team finalize features and identify related tasks to be completed within the Sprint, and provide task estimates as part of planning. When applicable, the Release Plan will be referred to during the Sprint Planning Meeting. Risks and issues are also discussed at the Sprint Planning Meeting. The resulting Sprint consists of condensed Planning, Development, Testing and Release Project Lifecycle tasks and activities. A living Sprint Backlog or Sprint Plan of tasks to be done within the Sprint. When tasks are identified in the Sprint Planning Meeting or during a Sprint, they are entered into the Sprint Backlog. The Sprint Backlog is related to the Project Scope mentioned above in traditional projects because it encompasses activities and deliverables that need to be completed within the Sprint. When a particular Sprint is part of a Release Plan encompassing multiple Sprints, its backlog may be compared to the deliverables within a traditional project phase. The product Owner and Development Team create the Sprint Backlog. A brief daily Sprint Meeting or Scrum, at which each team member s progress is disclosed, upcoming work is described and committed to, and impediments are raised. The Sprint Backlog is updated at the Sprint Meeting, and business partners are frequently members of the Scrum team. The daily meeting is the primary formal means of communication among the team, although informal meetings and other forms of communication throughout the day are encouraged. A Demo at which Product Owners (and occasionally developers) demonstrate accomplishments during the Sprint. Each Sprint should deliver a usable product increment. The Demo has no equivalent in traditional projects. A Retrospective, at which team members reflect about the past sprint and make recommendations about future improvements or changes. The Retrospective may be loosely compared with Post- Implementation Reviews in traditional projects. Scrum is facilitated by a Scrum Master whose primary responsibility is to remove obstacles hindering the team from delivering the Sprint goal. The Scrum Master is not the leader of the team because the Sprint team is selforganizing. Instead, the Scrum Master acts as a facilitator for issues resolution and communication, rather than as a manager controlling the team. The Scrum Master notes and removes obstacles, safeguards the Scrum process, facilitates collaboration, and acts as a sheepdog for the team. Whereas the Project Manager is held ultimately accountable for traditional projects, the entire Sprint team - including the Scrum Master - shares responsibility for consummating the Sprint s objectives. Relatively little has been written about budget and cost control with respect to Scrum. Some corporations consider cost to be a factor when considering which features to include in a Sprint. Generally the organization itself is left to decide who will be in charge of monitoring the budget for a Scrum initiative. 12/6/2006 Page 2
3 Scrum utilizes an empirical approach. Unlike waterfall methodologies, Scrum accepts that a software initiative cannot be completely understood or fully defined up-front, and that requirements will change over time. Scrum s purpose is to maximize the team's ability to respond in a responsive manner to change, and to produce a working product increment which is demonstrated to and accepted by the user in every Sprint. It is obvious that Scrum diverges from the approach to Project Management exemplified in the Project Management Body of Knowledge (PMBOK) - which has as its goal quality through application of a series of prescribed processes, documentation, and controls overseen by the Project Manager. In contrast, the Agile movement espouses that people and their interactions with each other are the key to creating value. According to the Digital Focus Agile 2006 Market Survey, which incorporates 136 executives across 128 organizations ranging in size from under 25 employees to over 5,000 employees, 46% of mid-size companies and 12% of large companies are using Agile practices company-wide. In the large company category, 44 percent are using Agile practices on one or more projects. 12/6/2006 Page 3
4 Project Management Comparison Traditional and Scrum The following table provides a side-by-side comparison of Project Management practices and deliverables with respect to the traditional waterfall approach vs. Scrum. Project Management Practices and Deliverables: Traditional & Scrum ITEM TRADITIONAL WATERFALL SCRUM Processes Project Planning (Scope, Schedule, Communication, and Human Resources). There is no equivalent of a Vision statement in waterfall projects, although a corporate Strategic Directive may be derived to specify direction and ultimately the projects that support it.. There is no specific equivalent of a Roadmap in waterfall projects, although companies may generate their own internal Strategic Plans in support of Strategic Directives. 5 Levels of Planning:. Vision (a brief statement specifying direction) derived by Product Owner. Roadmap (a brief document consisting of 1 year s worth of high level features) created by the Product Owner & Executives. Once a project has been justified and approved, the PM leads the requirements gathering and time estimation effort by holding extensive meetings with Business Analysts, designers, architects, IT, Product Owner(s) and key stakeholders. The PM oversees the creation of documentation-related deliverables such as Feasibility Studies, Statements of Work, Communication Plan, Contracts, Requirements Documents, etc.. The PM creates the Project Plan to derive a preliminary project schedule and subsequently baselines the plan after reviewing it with project team members and management.. The PM meets with the project team periodically (as specified within the Communication Plan) to update the Project Plan with actual hours and revised estimates, and to discuss risks and/or issues. The PM is chartered with documenting risks and issues and overseeing their successful closure.. Line Management decides upon project team resource allocations. The PM may negotiate with management at any time for resources if available resources are insufficient to deliver the project scope within the prescribed schedule.. Release Plan to deliver larger initiatives across multiple Sprints, compiled by the Product Owner and Development Team. The effort is usually facilitated by the Scrum Master.. A Sprint Plan identifying all tasks & estimated task hours is created by the Product Owner & Development Team not by the Scrum Master. It is updated daily by the team at the Scrum meeting once the Sprint commences. Only estimated hours outstanding are tracked actual hours are neither requested nor recorded.. Daily Sprint Meeting or Scrum. (15 min.) which is facilitated by the Scrum Master. This is the main means of ongoing team communication. The Scrum Master asks each team member what was committed to yesterday, what is being committed to today, and if there are any obstacles. The Scrum Master records obstacles and oversees their removal. The Sprint Plan is updated with estimated hours outstanding.. Line Management allocates Sprint resources. Negotiation prior to the beginning of the Sprint may or may not be possible, depending upon corporate adaptation of Scrum. Scrum team composition does not change during the course of the Sprint.. The project is usually end date-driven and generally incorporates as many requirements as possible.. Project schedule is derived via the Release Plan if appropriate. Each Sprint is of fixed duration, and the highest priority items are delivered in the initial Sprint(s). 12/6/2006 Page 4
5 Monitoring Project Change Control and Risk (Scope and Risk) Task Ownership; Actuals/Estimates (Schedule and Human Resources) Project Overruns (Schedule) Project Budget (Cost) Project Control (Quality). Changes to requirements are typically managed through a Change Control Process overseen by the Project Manager. Activities include, sizing, and obtaining management approval.. The Project Manager is responsible for Risk Analysis and Contingency Planning, and usually maintains and publishes a Risk Document.. The PM creates a Project Plan with tasks, assignments, and estimated hours. The Project Plan is reviewed with the Project Team and baselined once all parties concur. Deviations from the baseline must be explained and addressed by the PM.. The PM periodically updates the Project Plan with actual hours and new estimates, as well as with additional tasks based upon team input.. The PM acts as a coach and leader for the project team and assists team members in overcoming obstacles.. If the completion date of the project or phase appears to be in jeopardy, the PM is responsible for negotiating one or more of the 5 following items: Scope (reduction) Schedule Cost Resources Quality. Typically, a project must provide ROI in order to be launched, at which point a Project Budget is derived.. The PM usually manages the Project Budget, which includes resource costs, technical costs, consultancy, departmental charge backs (if appropriate), and other expenses. Potential overruns must be justified and approved, and/or the PM must negotiate adjustments to the aforementioned 5 items in order to meet budget.. From the customer s perspective, quality means ontime system delivery, to spec, and within budget and schedule.. Quality Management Plans and Checklists are often used to document and cross-check quality requirements. Although the PM might not be personally accountable for drafting these, s/he is responsible for ensuring that quality requirements and metrics are actualized by the project.. Only the Sprint team can change features and tasks within a Sprint, and only if jointly agreed by all members of the Sprint Team. Otherwise the requested item is added to the Product Backlog.. The team performs risk management activities before starting development work. Risk may be discussed during Release, Sprint Planning, and/or daily Scrum Meetings.. Team members create, sign up for, and estimate tasks in lieu of being assigned to tasks by the Scrum Master. There is no baselining in Scrum.. Team members may adjust estimated outstanding hours and add, transfer, or cancel tasks during the daily Sprint Meeting. Actual hours are not tracked only hours outstanding.. The Scrum Master facilitates the team but typically does not coach or lead team members, who are considered self-managing.. Scrum promotes a fixed 30 day timeframe for deliverables. If it appears that a deliverable(s) may be delayed, the item(s) will be added to the Product Backlog and will most likely be carried forward to the next Sprint. The Sprint itself is never extended, nor does the Scrum Master negotiate for additional resources or time.. At the beginning of each Sprint, the Product Owner may be asked how much they want to spend on the Sprint. Based upon the answer, the team may use cost as a guideline when selecting an appropriate amount of work from the Product Backlog to be done in the Sprint.. No mention could be found in Scrum materials regarding Sprint-related budgets. It is assumed that each corporation adopts its own practices with respect to software development costs.. In Scrum, quality entails the delivery of a working product increment by the end of the Sprint in accordance with the specified feature(s). In cases where expense is a factor, cost constraints must be adhered to as well.. When applicable, quality-related features may be identified in Release and/or Sprint Planning Meetings, and they are built during the Sprint. As with any other feature, the entire Sprint team is accountable for providing the quality feature.. In waterfall projects, QA personnel typically. In Scrum, QA personnel may be needed for testing 12/6/2006 Page 5
6 Documents Cost Benefit Analysis Requirements become engaged in the testing phase.. A Cost Benefit Analysis (CBA) may be submitted and approved in order for a project to be done. The PM may or may not be chartered with compiling this document. ROI is typically a key factor with respect to whether an initiative is approved for development.. Related documents include but are not limited to: * Feasibility Study * Statement of Work * Project Scope *. Requirements Document * Functional Design * Detailed Design * Test Plans and Test Cases, which are sometimes done at the Requirements Definition Phase. The PM is generally chartered with overseeing that the necessary requirements-related documentation is compiled and approved. in every Sprint, which can create a resource burden on this group.. The author could not locate a CBA equivalent in Scrum.. In Scrum, there are 3 requirements-related items as described on page 2 of this document: * Product Backlog * Release Plan * Sprint Backlog/Plan. All three items are compiled by the Product Owner and Development Team, although the Scrum Master may facilitate the meetings. Change Control Communication Plan Budget Spreadsheet Issues Log Risk Analysis Project Plan Status Reports Quality Management Plan; Checklists Test Plans. PM is accountable for overseeing that changes to original project scope are documented, submitted, and approved.. PM compiles and disseminates a Communictaion Plan depricting project communication-related deliverables (such as Team Meetings and Steering Committee Status Reports), specifying who will receive or be involved in them, and how often.. Generally the PM is accountable for overseeing and reporting the Project Budget.. The PM is accountable for compiling and updating the Issues Log and for overseeing that issues are resolved.. The PM is accountable for compiling and updating the Risk Analysis and Contingency Plan, and for navigating the team safely through the risks in order to deliver the project successfully.. The PM uses the Project Plan to derive the preliminary project schedule. The PM then baselines the schedule and meets periodically with the team to update the Project Plan with actual hours and revised estimates/tasks.. The PM generates and delivers Project Status Reports as warranted.. Quality Management Plans and Checklists are often used to document and cross-check quality requirements. Although the PM might not be personally accountable for drafting these, s/he is responsible for ensuring that quality requirements and metrics are actualized by the project.. Although the PM may not actually write test plans, the PM is responsible for ensuring that test plans are documented and successfully deployed.. Once a Sprint is underway, the entire team must concur upon a change before it is accepted. Other changes may be added to the Product Backlog at any time.. There is no equivalent to the Communication Plan in Scrum.. The author could find no mention of Project Budget maintenance with specific respect to Scrum.. Issues/obstacles can be raised at any point, and the Scrum Master is responsible for documenting them, removing obsacles, and overseeing their closure.. Risks are documented by the Product Owner and Development Team in the Release Plan. The entire Sprint Team is responsible for resolving risks throughout the Sprint.. The Sprint Plan (tasks & hours per Sprint) is created by the Product Owner &Dev Team not by the Scrum Master. It is updated daily by the team once the Sprint begins. Only estimated hours outstanding are tracked. The Sprint Plan is not baselined.. Scrum does not specifically address project status reports. Scrum is generally light on documentation; it emphasizes personal interaction which would normally entail status-related information.. When applicable, quality-related features may be identified in Release and/or Sprint Planning Meetings and built during the Sprint. As with any other feature, the entire Sprint team is accountable for providing the tasks and activities to support quality-related items.. Scrum acknowledges that a viable product increment must be delivered and accepted in a Sprint. It is up to the Product Owner to determine and ultimately test for viability within the Sprint. 12/6/2006 Page 6
7 Post- Implementation Support Team Meetings Steering Committee Status Meetings Team Meetings Post- Implementation Review. The PM is responsible for ensuring that postinstallation support is available to the product recipient.. For high-visibility, high-risk endeavors, the PM will set up and participate in regularly scheduled Steering Committee Meetings (as per the Communication Plan) at which the status of the project is discussed.. As per the Communictaion Plan, the PM will usually schedule regular team meetings to discuss progress, actuals/estimates, issues, and risk. Such meetings may last an hour or more.. There is no equivalent to the Sprint Demo in traditional waterfall projects.. It is common for the PM to hold a Post Implementation Review with the Project Team at the end of the project in order to document what went well and what could be improved upon.. A stabilizing Sprint may be planned for in the Release Plan and executed where appropriate.. The author could find no mention of Steering Committee Meetings with respect to Scrum.. In Scrum, the 15-minute daily Scrum meeting is the key vehicle for discussing progress, roadblocks, and upcoming commitments as well as obstacles.. At the end of each Sprint, a Demo is held at which the product recipient demonstrates the usable product increment created during the Sprint.. A Retrospective is held, at which team members reflect about the past Sprint and make recommendations about future improvements or changes. The Scrum Master typically hosts the Retrospective. Recommendation, Conclusion, and Final Questions: As can be readily determined from the above, Scrum strongly advocates self-managing teams in which the Scrum Master acts primarily as a facilitator helping the team solidify its tasks as well as running interference regarding any obstacles that may have a negative impact on team productivity. Self-managing teams require time to evolve; they do not happen overnight. Since Scrum documentation is relatively light on how to prepare a team to become self-sufficient, it is recommended that formal team-related coaching be provided prior to implementing Scrum. For seasoned Project Managers, the transition from leader to facilitator may be a difficult mindset to change, especially if the transition is fairly sudden. The traditional Project Manager may be compared with the captain of a ship who is chartered with steering the course, anticipating and overcoming difficulties, and ultimately safely delivering the cargo and passengers on schedule. In contrast, the Scrum Master acts mainly as an enabler to the Scrum Team since the entire team is responsible for the outcome of each Sprint. Whereas the Scrum Master primarily utilizes facilitation skills during the course of a Sprint, facilitation is a subset of the entire skill set required to be a successful PM. Experience and knowledge regarding requirements definition, time management, estimating, negotiating, budget oversight, and anticipating risk are all expected of the seasoned Project Manager. How these attributes may be best leveraged in Scrum - if at all - and to what extent the Scrum Master is free to tap into them is yet to be determined. Two final questions to pronder: 1 - Will the definition of Scrum Master evolve over the next decade to incorporate more traditional project management skills and approaches? Only time will tell, and the answer may depend upon how Scrum is adapted with regard to a company s specific culture. 2 - Will seasoned Project Managers who become Scrum Master find themselves underutilized? If so, they will probably write a white paper as this author did. Anne Loeser can be reached at bestbird@hotmail.com. 12/6/2006 Page 7
Agile Scrum and PMBOK Compatible or Contrary?
Agile Scrum and PMBOK Compatible or Contrary? Paul Despres PMI Emerald Coast Panama City Branch June 26, 2014 Meeting Overview Agenda Topics: Review Agile/Scrum Methods Review PMBOK Structure Demonstrate
More informationWhite Paper IT Methodology Overview & Context
White Paper IT Methodology Overview & Context IT Methodologies - Delivery Models From the inception of Information Technology (IT), organizations and people have been on a constant quest to optimize the
More informationFrank Cervone Vice Chancellor for Information Services and Chief Information Officer Purdue University Calumet January 17, 2012 CARLI Anatomy of a
Frank Cervone Vice Chancellor for Information Services and Chief Information Officer Purdue University Calumet January 17, 2012 CARLI Anatomy of a Digital Project webinar series An overview and background
More informationIntroduction to Agile and Scrum
Introduction to Agile and Scrum Matthew Renze @matthewrenze COMS 309 - Software Development Practices Purpose Intro to Agile and Scrum Prepare you for the industry Questions and answers Overview Intro
More informationBest Practices Statement Project Management. Best Practices for Managing State Information Technology Projects
State of Arkansas Office of Information Technology 124 W. Capitol Ave. Suite 990 Little Rock, AR 72201 501.682.4300 Voice 501.682.4020 Fax http://www.cio.arkansas.gov/techarch Best Practices Statement
More informationAgile Project Management By Mark C. Layton
Agile Project Management By Mark C. Layton Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management
More informationIntroduction to the ITS Project Management Methodology
Introduction to the ITS Project Management Methodology In September 1999 the Joint Legislative Committee on Performance Evaluation and Expenditure Review (PEER) produced a report entitled Major Computer
More informationWHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?
WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,
More informationIntegrating PRINCE2 and Scrum for successful new product development
1 Goal Professional Services Pty Ltd 2 Renewtek Pty Ltd Integrating PRINCE2 and Scrum for successful new product development Rankins G J 1 and Kearns M 2 This paper was presented at the Australian Institute
More informationPLM - Agile. Design Code Test. Sprints 1, 2, 3, 4.. Define requirements, perform system design, develop and test the system. Updated Project Plan
PLM - Agile Agile Development Evolved in the 1990s as a response to heavyweight methodologies. In 2001 representatives of various new methodologies met to discuss the need for lighter alternatives. The
More informationApplying Lean on Agile Scrum Development Methodology
ISSN:2320-0790 Applying Lean on Agile Scrum Development Methodology SurendRaj Dharmapal, Dr. K. Thirunadana Sikamani Department of Computer Science, St. Peter University St. Peter s College of Engineering
More informationTransitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led
Transitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led Course Description Identify the challenges you will face when implementing an Agile approach to software development and then plan
More information<name of project> Software Project Management Plan
The document in this file is adapted from the IEEE standards for Software Project Management Plans, 1058-1998, which conforms to the requirements of ISO standard 12207 Software Life Cycle Processes. Tailor
More informationOE PROJECT CHARTER TEMPLATE
PROJECT : PREPARED BY: DATE (MM/DD/YYYY): Project Name Typically the Project Manager Project Charter Last Modified Date PROJECT CHARTER VERSION HISTORY VERSION DATE (MM/DD/YYYY) COMMENTS (DRAFT, SIGNED,
More informationCourse Title: Managing the Agile Product Development Life Cycle
Course Title: Managing the Agile Product Development Life Cycle Course ID: BA25 Credits: 28 PDUs Course Duration: 4 days (with optional Executive session) Course Level: Intermediate/Advanced Course Description:
More informationAgile Project Management and the Real World. Emily Lynema DLF Fall 2010 November 1, 2010
Agile Project Management and the Real World Emily Lynema DLF Fall 2010 November 1, 2010 Outline Why care about project management? Traditional vs. Agile What is Agile? What is Scrum? Agile case study:
More informationSCRUM BODY OF KNOWLEDGE (SBOK Guide)
A Guide to the SCRUM BODY OF KNOWLEDGE (SBOK Guide) 2013 Edition A Comprehensive Guide to Deliver Projects using Scrum TABLE OF CONTENTS TABLE OF CONTENTS 1. INTRODUCTION... 1 1.1 Overview of Scrum...
More informationPROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE:
PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Project Name Project Management Plan Document Information Document Title Version Author Owner Project Management Plan Amendment History
More informationOrganization. Project Name. Project Overview Plan Version # Date
Project Overview Plan Template Organization Project Name Project Overview Plan Version # Date REVISION HISTORY VERSION # REVISION DATE COMMENT 1 APPROVALS: Authorized Signature DATE 2 Table of Contents
More informationLEAN AGILE POCKET GUIDE
SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies
More informationChanging Roles and Responsibilities from Traditional project management to Agile project management
Changing Roles and Responsibilities from Traditional project management to Agile project management Vishvadeep Tripathi School of computer science and IT Devi Ahilya University Indore, India vishvadeep@gmail.com
More informationProject Lifecycle Management (PLM)
Project Lifecycle Management (PLM) Process or Tool? Why PLM? Project Definition Project Management NEW REQUEST/ INITIATIVES SUPPORT (Quick fixes) PROJECT (Start Finish) ONGOING WORK (Continuous) ENHANCEMENTS
More informationProject Management Guidelines
Project Management Guidelines Overview Section 86-1506 (5) directs the NITC to adopt guidelines regarding project planning and management. The goal of project management is to achieve the objectives of
More informationPROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME >
PROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME > Date of Issue: < date > Document Revision #: < version # > Project Manager: < name > Project Management Plan < Insert Project Name > Revision History Name
More informationAgile Project. Management FOR DUMME&* by Mark C. Layton WILEY. John Wiley & Sons, Inc.
Agile Project Management FOR DUMME&* by Mark C. Layton WILEY John Wiley & Sons, Inc. Table of Contents»#» « Introduction / About This Book 1 Foolish Assumptions 1 Conventions Used in This Book 2 How This
More informationWhen is Agile the Best Project Management Method? Lana Tylka
When is Agile the Best Project Management Method? Lana Tylka Staged Incremental Deliveries Prototypes Plan Develop Design Deploy Test Maintain Sequential Steps Multiple Iterations Waterfall Sprints, Spirals
More informationClinical Risk Management: Agile Development Implementation Guidance
Document filename: Directorate / Programme Document Reference NPFIT-FNT-TO-TOCLNSA-1306.02 CRM Agile Development Implementation Guidance v1.0 Solution Design Standards and Assurance Project Clinical Risk
More informationProcess Methodology. Wegmans Deli Kiosk. for. Version 1.0. Prepared by DELI-cious Developers. Rochester Institute of Technology
Process Methodology for Wegmans Deli Kiosk Version 1.0 Prepared by DELI-cious Developers Rochester Institute of Technology September 15, 2013 1 Table of Contents 1. Process... 3 1.1 Choice... 3 1.2 Description...
More informationAgile Software Development
Agile Software Development Lecturer: Raman Ramsin Lecture 4 Scrum: Current Framework 1 Scrum: New Process Framework 1. A people-centric framework based on a set of values, principles, and practices that
More informationProject Management: Back to Basics
About this research note: Technology Insight notes describe emerging technologies, tools, or processes as well as analyze the tactical and strategic impact they will have on the enterprise. Project Management:
More informationAgile Projects 7. Agile Project Management 21
Contents Contents 1 2 3 Agile Projects 7 Introduction 8 About the Book 9 The Problems 10 The Agile Manifesto 12 Agile Approach 14 The Benefits 16 Project Components 18 Summary 20 Agile Project Management
More informationAgile Extension to the BABOK Guide
Agile Extension to the BABOK Guide Version 1.0 Complimentary IIBA Member Copy. Not for Redistribution or Resale www.iiba.org International Institute of Business Analysis, Toronto, Ontario, Canada International
More informationITIL Service Lifecycles and the Project Manager
1 ITIL Service Lifecycles and the Project Manager The intersection of IT Service and Project Delivery Presented to: Kansas City Mid-America PMI Chapter Mark Thomas January 17, 2011 1 Agenda 2 Introduction
More informationRoles: Scrum Master & Project Manager
Roles: Scrum Master & Project Manager Scrum Master: Facilitate collaborative meetings Track team performance Remove impediments (Risk, Issue) Validate team alignment to Agile framework and scope Drive
More informationTransitioning from Waterfall: The Benefits of Becoming Agile. ASPE Web Seminar Friday, February 27 th, 2015
Transitioning from Waterfall: The Benefits of Becoming Agile ASPE Web Seminar Friday, February 27 th, 2015 Objectives Give a high-level look at the challenges in software development Give a basic look
More informationAn Agile Project Management Model
Agile Project Management Jim Highsmith Chapter 5 An Agile Project Management Model We improve effectiveness and reliability through situationally specific strategies, processes, and practices. One of the
More informationMastering the Iteration: An Agile White Paper
Rally Software Development Corporation Whitepaper Mastering the Iteration: An Agile White Paper Dean Leffingwell Abstract: The heartbeat of Agile development is the iteration the ability of the team to
More informationThe Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. July 2013. Developed and sustained by Ken Schwaber and Jeff Sutherland
The Scrum Guide The Definitive Guide to Scrum: The Rules of the Game July 2013 Developed and sustained by Ken Schwaber and Jeff Sutherland Table of Contents Purpose of the Scrum Guide... 3 Definition of
More informationCourse Title: Planning and Managing Agile Projects
Course Title: Planning and Managing Agile Projects Course ID: BA15 Credits: 21 PDUs Course Duration: 3 days (Live in person class only) Course Level: Basic/Intermediate Course Description: This 3-day course
More informationIntroduction to Agile Scrum
Introduction to Agile Scrum by Julia M. Lobur Penn State Harrisburg CMPSC 487W Fall 2015 Introduction to Scrum Learning Goals Relationship of Scrum to other Agile methods Scrum Framework Scrum Roles Scrum
More informationUsing the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects
Transdyne Corporation CMMI Implementations in Small & Medium Organizations Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects Dana Roberson Quality Software Engineer NNSA Service
More information- ATTACHMENT - PROGRAM MANAGER DUTIES & RESPONSIBILITIES MARYLAND STATE POLICE W00B0400021
- ATTACHMENT - PROGRAM MANAGER DUTIES & RESPONSIBILITIES MARYLAND STATE POLICE W00B0400021 About this document this is a detailed description of typical Project Manager (PM) duties, responsibilities, and
More informationBefore getting started, we need to make sure we. Business Intelligence Project Management 101: Managing BI Projects Within the PMI Process Group
PMI Virtual Library 2010 Carole Wittemann Business Intelligence Project Management 101: Managing BI Projects Within the PMI Process Group By Carole Wittemann, PMP Abstract Too many times, business intelligence
More informationWhat is Scrum? Scrum Roles. A lean approach to software development. A simple framework. A time-tested process
What is Scrum? From http://www.scrumalliance.org/pages/what_is_scrum A lean approach to software development Scrum is an agile software development framework. Work is structured in cycles of work called
More informationATTACHMENT 3 SPS PROJECT SENIOR PROGRAM MANAGER (SPM) DUTIES & RESPONSIBILITIES
1. ROLE DEFINITIONS ATTACHMENT 3 SPS PROJECT SENIOR PROGRAM MANAGER (SPM) DUTIES & RESPONSIBILITIES The purpose of this section is to distinguish among the roles interacting with the SPM obtained through
More informationScrumMaster Certification Workshop: Preparatory Reading
A S P E S D L C Tr a i n i n g ScrumMaster Certification Workshop: Preparatory Reading A WHITE PAPER PROVIDED BY ASPE ScrumMaster Certification Workshop: Preparatory Reading Greetings, Potential Certified
More informationAgile Essentials for Project Managers Keys to Using Agile Effectively With Project Teams
Agile Essentials for Project Managers Keys to Using Agile Effectively With Project Teams 1 Greg Smith Agile Coach/Trainer: Certified APM, CSM, PMI-ACP Co-author of Becoming Agile in an Imperfect World
More informationInformation Technology Governance Overview and Charter
Information Technology Governance Overview and Charter Prepared by: Project #: Date submitted Document version: IT Governance Charter v03.05.2012 1.0 48.0 - Page 1 of 34 Document History Version Date Author
More informationRISK MANAGMENT ON AN AGILE PROJECT
BIO PRESENTATION W3 6/28/ 11:30 AM RISK MANAGMENT ON AN AGILE PROJECT Michele Sliger Rally Software Development Better Software Conference June 26 29, Las Vegas, NV USA Michele Sliger Michele Sliger has
More informationITS Project Management Methodology
ITS Project Management Methodology Information Technology Services Project Management Group 11/17/2014 Version 2.1 Author: ITS Project Management Group Document Control Change Record Date Author Version
More informationUnderstand why, when and how-to to formally close a project
Project Closure Purpose: Understand why, when and how-to to formally close a project Audience: Project managers, project sponsors, team members and other key stakeholders Learning Objectives: Describe
More informationA Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com)
A Viable Systems Engineering Approach Presented by: Dick Carlson (richard.carlson2@boeing.com) Philip Matuzic (philip.j.matuzic@boeing.com) i i Introduction This presentation ti addresses systems engineering
More informationThe Agile PMO. Contents. Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404
The Agile PMO Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404 Kevin.thompson@cprime.com Abstract The development of Agile processes
More informationAdapting Agile Software Development to Regulated Industry. Paul Buckley Section 706 Section Event June 16, 2015
Adapting Agile Software Development to Regulated Industry Paul Buckley Section 706 Section Event June 16, 2015 Agenda FDA s expectations for Software Development What is Agile development? Aligning Agile
More informationManaging a Project Using an Agile Approach and the PMBOK Guide
Managing a Project Using an Agile Approach and the PMBOK Guide Kathy Schwalbe, Ph.D. schwalbe@augsburg.edu Augsburg College Minneapolis, Minnesota September 25, 2012 Abstract This paper includes excerpts
More informationExpert Reference Series of White Papers. Intersecting Project Management and Business Analysis
Expert Reference Series of White Papers Intersecting Project Management and Business Analysis 1-800-COURSES www.globalknowledge.com Intersecting Project Management and Business Analysis Daniel Stober,
More informationHow To Plan An Agile Project
GAO Scheduling Best Practices Applied to an Agile Setting by Juana Collymore and Brian Bothwell April 15, 2015 Outline Why is scheduling important? GAO Schedule Assessment Guide Overview Status of the
More informationBusiness Analysis Standardization & Maturity
Business Analysis Standardization & Maturity Contact Us: 210.399.4240 info@enfocussolutions.com Copyright 2014 Enfocus Solutions Inc. Enfocus Requirements Suite is a trademark of Enfocus Solutions Inc.
More informationHow To Write A Project Management Plan
Enter Project Name Project Management Plan (PMP) Kickoff Month, Day, Year 1 Purpose The Project Management Plan (PMP) is a formal, approved document used to manage project execution. The PMP documents
More informationAgile Systems Engineering: What is it and What Have We Learned?
Agile Systems Engineering: What is it and What Have We Learned? March 2012 Dr. Suzette S. Johnson Agile Engineering Northrop Grumman Suzette.Johnson@ngc.com Getting To Know You! Dr. Suzette Johnson Northrop
More informationAgile vs. Waterfall. Why not both. Arnold Okkenburg PMP
Agile vs. Waterfall Why not both Arnold Okkenburg PMP Project Management Agile Project Management Traditional Project Management Key Questions for Project Managers 1. Impact on Existing Project Methodologies:
More informationTen Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R.
August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. Max Wideman This series of papers has been developed from our work
More informationAgile & PMI Project Management Mapping MAVERIC S POINT OF VIEW. 10-10-2012 Vol. 7
10-10-2012 Vol. 7 MAVERIC S POINT OF VIEW Agile & Abstract: The purpose of this whitepaper is to explore the points of parity and differences between two of the most widely used methodologies. PMI Management
More informationDepartment of Administration Portfolio Management System 1.3 June 30, 2010
E 06/ 30/ 2010 EX AM PL 1. 3 06/ 28/ 2010 06/ 24/ 2010 06/ 23/ 2010 06/ 15/ 2010 06/ 18/ 2010 Portfolio System 1.3 June 30, 2010 Contents Section 1. Project Overview... 1 1.1 Project Description... 1 1.2
More informationAgile Development in Today s Industry. Duke CS408 Session 2014
Agile Development in Today s Industry Duke CS408 Session 2014 Agenda } Introductions } Agile Development Process } Agile Development Exercise } Informal Discussions } Questions Agile Methodologies Agile
More informationMETRICS DRIVEN CONTINUAL SERVICE IMPROVEMENT USING AGILE CONCEPTS
METRICS DRIVEN CONTINUAL SERVICE IMPROVEMENT USING AGILE CONCEPTS John Osteen B Cognizant Business Consulting Process Quality Consulting Cognizant Technology Solutions, Chennai, India john.b@cognizant.com
More informationIssues in Internet Design and Development
Issues in Internet Design and Development Course of Instructions on Issues in Internet Design and Development Week-2 Agile Methods Saad Bin Saleem PhD Candidate (Software Engineering) Users.mct.open.ac.uk/sbs85
More informationEXIN Agile Scrum Foundation
Sample Questions EXIN Agile Scrum Foundation Edition September 2013 Copyright 2013 EXIN All rights reserved. No part of this publication may be published, reproduced, copied or stored in a data processing
More informationCertified ScrumMaster (CSM) Content Outline and Learning Objectives January 2012
Certified ScrumMaster (CSM) Content Outline and Learning Objectives January 2012 The following pages present the CSM taxonomy as validated through the 2011 Scrum Alliance Validation Study. Each percentage
More informationMinnesota Health Insurance Exchange (MNHIX)
Minnesota Health Insurance Exchange (MNHIX) 1.2 Plan September 21st, 2012 Version: FINAL v.1.0 11/9/2012 2:58 PM Page 1 of 87 T A B L E O F C O N T E N T S 1 Introduction to the Plan... 12 2 Integration
More informationWaterfall vs. Agile Project Management
Lisa Sieverts, PMP, PMI-ACP Phil Ailes, PMI-ACP Agenda What is a Project Overview Traditional Project Management Agile Project Management The Differences Product Life Cycle The Teams Requirements WBS/Product
More informationAgile-Waterfall Hybrid Jessica LaGoy, MS, PMP
Agile-Waterfall Hybrid Jessica LaGoy, MS, PMP About Jess BS Applied Physics, WPI / MS Cybersecurity, UMUC PMP, ITIL, Data Scientist, Tableau, Alteryx Project Experience Data and technology Construction
More informationSCRUM. A Tool from the Software World Can Improve Analytical Project Outcomes. By KyMBER WALTMUNSON
SCRUM A Tool from the Software World Can Improve Analytical Project Outcomes By KyMBER WALTMUNSON When jurisdictions undertake analytical work such as audits, budget analysis, program evaluation, and special
More informationBusiness Intelligence Project Management 101
Business Intelligence Project Management 101 Managing BI Projects within the PMI Process Groups Too many times, Business Intelligence (BI) and Data Warehousing project managers are ill-equipped to handle
More informationHybrid-Agile Software Development
Hybrid-Agile Software Development Anti-Patterns, Risks, and Recommendations Paul E. McMahon, PEM Systems Abstract. Many organizations are driving toward increased agility in their software development
More informationIs PRINCE 2 Still Valuable in an Agile Environment?
Is PRINCE 2 Still Valuable in an Agile Environment? Amy Hongying Zhao Introduction Over the years, many organizations have invested heavily in creating or deploying project management frameworks. PRINCE
More informationIntroduction. Contents. Introducing the DSDM Agile Project Framework. Introducing DSDM
Contents Introduction... 2 Introducing the DSDM Agile Project Framework... 2 Introducing DSDM... 2 Introducing Scrum... 3 The DSDM Agile Project Framework for Scrum... 4 Philosophy... 4 Values... 4 Principles...
More informationwww.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes
www. TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes What is Agile Development? There are various opinions on what defines agile development, but most would
More informationChapter 6. Iteration 0: Preparing for the First Iteration
Chapter 6. Iteration 0: Preparing for the First Iteration People only see what they are prepared to see. Ralph Waldo Emerson There are no secrets to success. It is the result of preparation, hard work,
More informationCertified ScrumMaster (CSM) Content Outline and Learning Objectives January 2012
Certified ScrumMaster (CSM) Content Outline and Learning Objectives January 2012 The following pages present the CSM taxonomy as validated through the 2011 Scrum Alliance Validation Study. Total questions
More informationAgile Scrum Workshop
Agile Scrum Workshop What is agile and scrum? Agile meaning: Able to move quickly and easily. Scrum meaning: a Rugby play Agile Scrum: It is an iterative and incremental agile software development framework
More informationBest Practices for Adopting Visualization Into Your Software Process. Mitch Bishop Johann Mendoza
Best Practices for Adopting Visualization Into Your Software Process Mitch Bishop Johann Mendoza #1 Issue Facing CIOs Today Dramatically cutting application development cost How Do CIOs Get There? (part
More informationAssessment of NCTD Program Management Framework for Positive Train Control Program
Assessment of NCTD Program Management Framework for Positive Train Control Program Subtask 2: Analysis Gap Analysis Prepared for: Brad Hansen, M.S., PMP Director, PMO Capital Projects May 2013 0 icfi.com/transportation
More informationDevelopment, Acquisition, Implementation, and Maintenance of Application Systems
Development, Acquisition, Implementation, and Maintenance of Application Systems Part of a series of notes to help Centers review their own Center internal management processes from the point of view of
More informationProject Management : Goals, Methods, and Implementation
Project Management : Goals, Methods, and Implementation Defining Projects and Project Management A good place to begin a discussion of project management at XYZ Company would be with the definition of
More informationIntroduction to Scrum for Managers and Executives
Introduction to for Managers and Executives goodagile> Certified Training and Consulting in India and Asia www.goodagile.com The Problems Many Companies Face Time-to-market for products is too long Project
More informationIn today s acquisition environment,
4 The Challenges of Being Agile in DoD William Broadus In today s acquisition environment, it no longer is unusual for your program to award a product or service development contract in which the vendor
More informationAdopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery
Customer Success Stories TEKsystems Global Services Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery COMMUNICATIONS AGILE TRANSFORMATION SERVICES Executive Summary
More informationThe Manager s Guide to Avoiding 7 Project Portfolio Pitfalls
The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls In today s management by projects mindset, portfolio managers and PMO directors are challenged with ensuring successful delivery in addition
More informationIntegrating Project Management and Service Management
Integrating Project and Integrating Project and By Reg Lo with contributions from Michael Robinson. 1 Introduction Project has become a well recognized management discipline within IT. is also becoming
More informationEssential Elements for Any Successful Project
In this chapter Learn what comprises a successful project Understand the common characteristics of troubled projects Review the common characteristics of successful projects Learn which tools are indispensable
More informationScrum Is Not Just for Software
Scrum Is Not Just for Software A real-life application of Scrum outside IT. Robbie Mac Iver 2/9/2009. Agile methods like Scrum can be applied to any project effort to deliver improved results in ever evolving
More informationThe Basics of Scrum An introduction to the framework
The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has
More informationQuality Assurance in an Agile Environment
Quality Assurance in an Agile Environment 1 Discussion Topic The Agile Movement Transition of QA practice and methods to Agile from Traditional Scrum and QA Recap Open Discussion www.emids.com 2 What is
More information44-76 mix 2. Exam Code:MB5-705. Exam Name: Managing Microsoft Dynamics Implementations Exam
44-76 mix 2 Number: MB5-705 Passing Score: 800 Time Limit: 120 min File Version: 22.5 http://www.gratisexam.com/ Exam Code:MB5-705 Exam Name: Managing Microsoft Dynamics Implementations Exam Exam A QUESTION
More informationHOW NOT TO ATTRACT AN ENTREPRENEURIAL PM
HOW NOT TO ATTRACT AN ENTREPRENEURIAL PM FORTUNE 500 HIGH-TECH EQUIPMENT AND SERVICES COMPANY Process-focused job description indicates low potential for career enhancement and discourages talent from
More informationQAIassist Software Development Methodology Implementation Guide
QAIassist Software Development Methodology Implementation Guide QAIassist Integrated Methodology is an effective process-based methodology incorporating the three (project management, software development,
More informationTraditional requirements
What do we do now? Traditional requirements Reams of paper Detailed requirements documented upfront Documentation of so many requirements that they had to be identified as mandatory or desirable Customers
More informationProject Management Office (PMO)
Contents I. Overview of Project Management...4 1. Project Management Guide (PMG)...4 1.1 Introduction...4 1.2 Scope...6 1.3 Project Types...6 2. Document Overview, Tailoring, and Guidance...7 3. The Project
More information