Risk Management. What is risk? Boehm s Top 10 Risks [P2] Welcome to Lecture 3 Risk management & Agile PM

Size: px
Start display at page:

Download "Risk Management. What is risk? Boehm s Top 10 Risks [P2] Welcome to Lecture 3 Risk management & Agile PM"

Transcription

1 ETSF 01 Welcome to Lecture 3 Risk management & Agile PM Ch 2.6, Ch 7 except 7.3, 7.8 & 7.11, Ch , , P3 + slide info Risk Management Ch 2.6, Ch 7 except 7.3, 7.8 & 7.11 [Hughes] & Paper 2 [Boehm 1991] Paper 2: BW Boehm, Software Risk Management: Principles and Practices, IEEE Software, Jan 1991, pp What is risk? Boehm s Top 10 Risks [P2] An uncertain event or condition that, if it occurs, has a positive or negative effect on project s objective [PMBOK] A risk is potential problem; a problem is a risk that has materialized [Fairley 1994] Consists of both cause and effect Low top management priority (C) => staff moved from project (E) Use of new compiler (C) => integration problem & delayed training phase (E) [PMBOK] A Guide to Project Management Body of Knowledge (PMBOK Guide) [Fairley] R Fairley, Risk Management for Software Projects, IEEE Software, 11(3), 1994, pp Risk Personnel shortfalls Unrealistic time and cost estimates Developing the wrong software functions Developing the wrong user interface Gold plating Late changes to requirements Shortfalls in externally supplied components Shortfalls in externally performed tasks Real time performance problems Development technically too difficult Area SPM: Managing people SPM: Effort estimation Requirements Requirements Requirements, design Requirements, dev model QA / Verification, RE QA, SW Process Implementation, Verification Design, Implementation

2 In context 1. Identify project objectives 0.Select project 2. Identify project infrastructure Risk identification Risk assessment THEN Control & Monitor risk ÞTeam can then focus on progress rather than problems [P2:Boehm] 10. Lower level planning 9. Execute plan 3. Analyse project characteristics 4. Identify products and activities 5. Estimate effort for activity 6. Identify activity risks 7. Allocate resources 8. Review/ publicize plan For each activity Approaches to identifying risks include: Checklists usually based on the experience of past projects Brainstorming getting knowledgeable stakeholders together to pool concerns Causal mapping identifying possible chains of cause and effect Causal Mapping Risk assessment: Analysis & Prio Risk exposure (RE) = (potential damage) x (probability of occurrence) RE used to prioritize the worst risks Qualitative descriptors often used Al-Shehab, Abdullah J., Robert T. Hughes, and Graham Winstanley. "Using causal mapping methods to identify and analyse risk in information system projects as a post-evaluation process." Proceedings of ECITE Amsterdam (2004): 9-16.

3 Probability Impact Matrix Decision trees Extend or replace system? Risk planning: Five alternatives 1. Acceptance 2. Avoidance - find solution without risk 3. Reduction - reduce probability 4. Mitigation - reduce damage, e.g. taking backups 5. Transfer - e.g. outsource Risk Personnel shortfalls Unrealistic time and cost estimates Developing the wrong software functions Dev wrong user i/f Gold plating Late reqts changes Shortfalls in externally supplied components Shortfalls in externally performed tasks RT perf problems Technical difficulties Risk reduction techniques Boehm s Top 10 Risks [P2] Staffing with top talent; job matching; teambuilding; training and career development; early scheduling of key personnel Multiple estimation techniques; design to cost; incremental dev; recording & analysis of past projects; standardization of methods Improved software evaluation; formal specification methods; user surveys; prototyping; early user manuals Prototyping; task analysis; user involvement Reqts scrubbing, prototyping, design to cost Change control, incremental development Benchmarking, inspections, formal specifications, contractual agreements, quality controls Quality assurance procedures, competitive design etc Simulation, prototyping, tuning Technical analysis, cost-benefit analysis, prototyping, training

4 Risky commitments [Boehm] - Overscoping Main risk: Project target (scope) will not be met in time and on budget (cost/effort) scope lead time Traditional dev model sequential & doc-driven overpromise software capabilities in contractually binding requirements specification before they understand their risk implications Agile dev model iterative & code-driven neat ideas.. I ll code them up, and if they don t fit other peoples ideas, we ll just evolve things until they work. cost / effort Problems w effort estimates Estimators add a safety zone to cover difficulties Developers work to the estimate, so time is lost No advantage is taken of opportunities where tasks can finish early and provide a buffer for later activities Parkinson s law Work expands so as to fill the time available for its completion. => All buffers are usually consumed by end of project Effort estimates rel. Completion probability PERT* Program Evaluation and Review Technique A statistical tool for analysing completion time Three estimates for each activity (task) Most likely time (m) normal time Optimistic time (a) shortest realistic time Pessimistic (b) worst possible time Techniques to mitigate risk of inaccurate estimates - PERT Program Evaluation and Review Technique - Critical Chain expected time t e = (a + 4m + b) / 6 activity standard deviation S = (b-a)/6 *developed in 1950s

5 A chain of activities t e = (a + 4m +b) / 6 s = (b-a) / 6 A chain of activities t e = t e (A)+t e (B)+t e (C) s = sqrt( s(a) 2 + s(b) 2 + s(c) 2 ) Task A Task B Task C Task A Task B Task C Task a m b t e s A ?? B ?? C ?? Task a m b t e s A B C A + B +C?? A chain of activities t e = t e (A)+t e (B)+t e (C) s = sqrt( s(a) 2 + s(b) 2 + s(c) 2 ) Task A Task B Task C Task a m b t e s A B C A + B +C 49 3 Critical Chain Method: Basic ideas For each activity: likely + buffer 50% / 90% = t e of PERT Move half of the buffers to the end

6 SW Porting: Risk management Securing the critical chain* with buffers Deadline *longest chain of activities consider task & resource dependencies SW Porting: Executing a Critical Chain Plan 50% / 90% estimates of each task. Duration = 50% estimates, The rest (51-90%) in buffers Project buffer = Sum(t_90-t_50) / 2 for the tasks in the critical chain Feeding buffer = Sum(t_90-t_50)/2 for chain connecting in to the critical chain Critical Chain: Fever Chart Delivery accuracy can be achieved WHEN project is Planned AND Monitored Risk Management CASE PROJECTS

7 SW Porting Project: Risk management Case Example: Estimating Risk Exposure Risk identification & analysis Brainstorming with core PM team - Software area teams contacted, if needed Other purposes - Bring project team together - Establish us - Discover product needs Risk list Risks Risk monitoring Select 5-10 top risks Monitor, e.g. - used as agenda at project meetings - identify actions to mitigate these risks Risk exposure = Severity * Probability = Risk priority Risk S P R Action External deliveries No 10 may be late and of bad quality. Lack of resources in area No 2 Graphics performance too poor ) Plan a focus meeting and review the work break down and update the resource estimates. 2) Check if we can include penalties in contract ) Make an analysis with Current, Minimum and recommended resources within the are. 2) Ensure that project needs are taken into account in line planning (through steering group) ) Request to configure without Graphics accelerator. 2) Perform performance test and increase resource allocation. Case Example: Risk prioritization/exposure Severity Schedule Delay on Launch Functionality/ Performance w Reduced performance on a non key functionality Perceived quality Customer notices reduced performance on a non key functionality w Drop of a non key functionality Customer annoyed on quality of non-key parameter m Reduced performance on a key functionality Customer annoyed on quality of key parameter m Drop of a key functionality Customer complaint 5 >3 m Drop of several key functions Product return, nonrecommendation Probability 1 <20 % probability that risk will occur % probability that risk will occur % probability that risk will occur % probability that risk will occur 5 >60 % probability that risk will occur Scope: func + quality time General prio - SW Porting time - App Dev functionality - Maintenance - quality Application Dev Project: Risk Management Informal and integrated in Scrum process Depends on individuals Pre-study: - Product owner performs risk identification & prio - Affects backlog prio & communication with team

8 Application Dev Project: Risk Management During development / sprints: Risks managed continuously - Transparency incl continuous dialog with customer - Risks discussed in planning poker and included in estimates - If too much unknown, a spike can be performed - Hindrances mentioned at daily stand-up meetings Summary: Risk management Definition of risk, risk management Risk management Risk identification what are the risks to a project? Risk analysis which ones are really serious? Risk planning & mitigation what shall we do? Risk monitoring has the planning worked? Methods: causal mapping, probability impact matrix, decision trees Managing risk of delay with PERT and critical chain methods Useful exerises [Hughes]: Boehm: Successful project managers are good at risk management. AGILE PROJECT MANAGEMENT Q&A CASE PROJECTS - Student groups - SPA - Fictive case projects - Ch , [Hughes], P3 (not DSDM parts): Coram, Bohner, The Impact of Agile Methods on Software Project Management, Proc of 12 th Int. Conf. and Workshops on the Engineering of Computer-Based Systems, elizabeth.bjarnason@cs.lth.se

9 Principle-Driven Approach based on Agile Manifesto More valuable Individuals & interactions Working software Customer collaboration Responding to change Valuable Processes and tools Comprehensive documentation Contract negotiation Following a plan Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas, The Agile Manifesto, Agile SPM Gradual detailing Work order Priority Just-in-time Agile project Self-governing teams Traditional project Level of detail at dev start Traditional Development Scrum Development Reqts Design Impl Testing Agile Development ReqtsDesignImpl Testing ReqtsDesignImpl Testing + a preparatory phase: High-level reqts + design! POST-GAME ReqtsDesignImpl Testing Same activities different sizing and sequence Agile principles and management are different PRE-GAME

10 Kanban: No iterations, team pull Max velocity WIP (work in process) / state Optimize average lead time / work item XP Development Stories Priorities (strict) Backlog Effort estimates Pair programming, TDD Analysis Feedback Auto test Continuous review Design Test planning Code base Testing Continuous integration Customer approval & release Kent Beck, extreme Programming explained, Addison Wesley, 2000 Agile (XP) Phases Exploration Planning: Release + per iteration Development (iterations) Pair programming A D T P T Productionizing Release Maintenance Maintce Rel Death Final Rel Scrum Roles Product owner customer view & scope Scrum master scrum processes Pigs Team - development Everyone else, e.g. stakeholders, mgmt - Chickens HL reqts Business prio Prototypng Effort estimates Prio backlog Estimate Capacity TCs Kent Beck, extreme Programming explained, Ch 21, Addison Wesley, 2000

11 Development in Scrum vs XP Iterations aka sprints Scrum XP 30 days prescribed, varies in reality 1-4 weeks Work in prio order Scrum XP team chooses stories in sprint planning team chooses stories strictly according to agreed prio (set by product owner) Managing change: Constant re-prio of backlog Scrum XP no changes in scope during sprint changes allowed within sprint for nonstarted stories Activity Planning Product Owner/Customer defines & prioritises User stories Backlog or Story card management Dependencies are built into the prioritised list, i.e. not explicitly marked Backlogs Story cards Effort Estimate Early estimates during exploration phase User stories estimated as part of iteration/sprint planning Time (man / person hours / days) or relative estimates (story points, bananas, gummy bears) Planning game (XP) or Planning poker (Scrum) Resource Allocation Capacity driven Project level: In exploration phase Iteration level: In iteration planning Within iteration: team pull, i.e. self-allocation

12 Risk Management Built into the process, e.g. stand-up meetings: Hindrances? Transparency, openess with information Iteration demos with customer / product owner Monitor Progress monitored by asking How much work remains? Frequent status checks -> Burn-down charts Traditional risk management techniques can be used, even if not prescribed & Control Management does not control in agile, rather facilitate Team is responsible for managing itself Team pull! Team responsible for its own work practice / process within the rules Regular feedback loops: pair programming, daily stand-up Sprint retrospectives Strengths of Incremental Delivery [Hughes 4.10] quickly delivers working increments user gets some benefits earlier reduces gold-plating focus on ROI avoids unnecessary overhead, e.g. keeping docs updated experienced engineers can be more productive shorten comm paths with customer & within crossfunctional teams feedback from early stages used in developing latter stages

13 Weaknesses of Incr Delivery [Hughes 4.10] weak long-term and overall perspective loss of economy of scale refactoring causes software breakages weak / missing documentation esp for large scale Dependent on personal knowl: negative for new members, transitioning to other team, audits, user doc Decision rationale, reqst-tc tracing may be lost Generalists have weaker specialist competence, e.g. reqts, testing, architecture Less structure/guidance for weaker engineers Even if agile PM is different, traditional methods and techniques are useful

Software Engineering Process Economy & Quality

Software Engineering Process Economy & Quality Project delivery: Progress report Software Engineering Process Economy & Quality ETSF 01 http://cs.lth.se/etsf01 The SPA reports you RECEIVED Your actions on received feedback Excel format preferred Lecture

More information

Agile Project Management: Adapting project behaviors to the software development environment

Agile Project Management: Adapting project behaviors to the software development environment Agile Project Management: Adapting project behaviors to the software development environment with Bill Doescher, PMP, CSM PrincipalConsultant and Product Development Director Business Management Consultants

More information

Introduction to Agile Software Development. EECS 690 Agile Software Development

Introduction to Agile Software Development. EECS 690 Agile Software Development Introduction to Agile Software Development EECS 690 Agile Software Development Agenda Research Consent Forms Problem with Software Engineering Motivation for Agile Methods Agile Manifesto Principles into

More information

Agile Project Management

Agile Project Management Agile Project Management with Bill Doescher, PMP, MBA, CSM Pi Principal i lconsultant tand Product tdevelopment tdirector Bill Doescher, PMP, CSM Bill Doescher is a Principal Consultant and Product Development

More information

Agile Software Development with Scrum. Jeff Sutherland Gabrielle Benefield

Agile Software Development with Scrum. Jeff Sutherland Gabrielle Benefield Agile Software Development with Scrum Jeff Sutherland Gabrielle Benefield Agenda Introduction Overview of Methodologies Exercise; empirical learning Agile Manifesto Agile Values History of Scrum Exercise:

More information

D25-2. Agile and Scrum Introduction

D25-2. Agile and Scrum Introduction D25-2 Agile and Scrum Introduction How to Use this Download This download is an overview of a discussion Intertech has with clients on Agile/Scrum This download has an overview of Agile, an overview of

More information

Agile QA s Revolutionary Impact on Project Management

Agile QA s Revolutionary Impact on Project Management Agile QA s Revolutionary Impact on Project Management Introduction & Agenda Rachele Maurer Agile Coach, Platinum Edge Inc. PMP, CSM, PMI-ACP Agenda A quick overview of agile Current QA practices QA using

More information

Ingegneria del Software Corso di Laurea in Informatica per il Management. Agile software development

Ingegneria del Software Corso di Laurea in Informatica per il Management. Agile software development Ingegneria del Software Corso di Laurea in Informatica per il Management Agile software development Davide Rossi Dipartimento di Informatica Università di Bologna The problem Efficiency: too much effort

More information

SAFETY & RESILIENCE ISSUES IN AUTOMOTIVE SOFTWARE DEVELOPMENT PANEL

SAFETY & RESILIENCE ISSUES IN AUTOMOTIVE SOFTWARE DEVELOPMENT PANEL SAFETY & RESILIENCE ISSUES IN AUTOMOTIVE SOFTWARE DEVELOPMENT PANEL 1 Safety Panel when 26262 will be issued, enforced? What about 61508? by whom, which authorities? who and how will verify conformance?

More information

History of Agile Methods

History of Agile Methods Agile Development Methods: Philosophy and Practice CPSC 315 Programming Studio Fall 2010 History of Agile Methods Particularly in 1990s, some developers reacted against traditional heavyweight software

More information

Scrum and Agile methods The real world

Scrum and Agile methods The real world Scrum and Agile methods The real world Claus Nyhus Christensen cnc@atira.dk Atira About me Master in CS from AAU 2001 2001-2004: Worked at Trifork as a kernel developer of a Java EE server 2004-2007: Worked

More information

PMP vs. Scrum Master

PMP vs. Scrum Master PMP vs. Scrum Master Compatible or Incompatible? Presented by: Karen Little, PMP, CSM, CBAP, ITIL, MCP, MBA Copyright 2007 by Karen Little 1 Agenda Introductions Background on Agile and SCRUM Methodologies

More information

Scrum for Managers, Zurich March 2010

Scrum for Managers, Zurich March 2010 Scrum for Managers Microsoft Corporation / TechTalk Zurich Switzerland March 2010 About Mitch Lacey Mitch Lacey 13+ years of program and project management experience Microsoft Program Manager 2001 2006

More information

Agile in Financial Services A Framework in Focus

Agile in Financial Services A Framework in Focus Agile in Financial Services A Framework in Focus John B. Hudson, B.Sc, PMP, CSM PMI NJ Chapter February 19, 2013 19 Feb 2013 1 Objectives 1. Agile Development an Overview 2. The Agile Enterprise Infrastructure

More information

Agility? What for? And how? > Warm-up Session Agile Tour Vienna 2014

Agility? What for? And how? > Warm-up Session Agile Tour Vienna 2014 Agility? What for? And how? > Warm-up Session Agile Tour Vienna 2014 Agenda Agile Software Development: reasons & goals Scrum in a nutshell Kanban in a nutshell Agility: prerequisites, limits and corporate

More information

Agile to the Bone. Introduction to Agile by Pietari Kettunen

Agile to the Bone. Introduction to Agile by Pietari Kettunen Agile to the Bone Introduction to Agile by Pietari Kettunen Agenda Problem with traditional software engineering Why Agile is the solution? Roots of Agile Values of Agile Common implementations Scrum Kanban

More information

Digital Transformation of the Enterprise for SMAC: Can Scrum help?

Digital Transformation of the Enterprise for SMAC: Can Scrum help? Digital Transformation of the Enterprise for SMAC: Can Scrum help? Scope of this Report October 2015 In this paper, we consider the impact of the digital transformation on software development and whether

More information

Distributed Agile Development. Bapiraju Nandury Product Development Manager Bangalore Development Centre

Distributed Agile Development. Bapiraju Nandury Product Development Manager Bangalore Development Centre Distributed Agile Development Bapiraju Nandury Product Development Manager Bangalore Development Centre Agenda Distributed / offshore Development Agile Methods Distributed Agile Development Goals of this

More information

SWEN - Software Engineering Network Donnerstag 06. Mai. 2010

SWEN - Software Engineering Network Donnerstag 06. Mai. 2010 SWEN - Software Engineering Network Donnerstag 06. Mai. 2010 Agile Requirements Engineering Blaise Rey-Mermet, EVOCEAN GmbH, 2010 My background Executive Roles Dept. Head - Requirements Management & Engineering

More information

WHITEPAPER GET MORE WORK DONE: A MANAGER S GUIDE TO MIXING AGILE AND WATERFALL

WHITEPAPER GET MORE WORK DONE: A MANAGER S GUIDE TO MIXING AGILE AND WATERFALL WHITEPAPER GET MORE WORK DONE: A MANAGER S GUIDE TO MIXING AGILE AND WATERFALL Project management is shifting. Teams that were siloed before are now asked to work together to ease reporting pains and increase

More information

Agile with XP and Scrum

Agile with XP and Scrum Agile with XP and Scrum Amit Goel National Agile Software Workshop @ Indore Agile India Conference Agile Software Community of India Disclaimer and Credits Most of material in this presentation has been

More information

CSSE 372 Software Project Management: More Agile Project Management

CSSE 372 Software Project Management: More Agile Project Management CSSE 372 Software Project Management: More Agile Project Management Shawn Bohner Office: Moench Room F212 Phone: (812) 877-8685 Email: bohner@rose-hulman.edu Learning Outcomes: Plan Create a plan for

More information

Agile & the Declaration of Interdependence: A new approach to Process Improvement www.davidconsultinggroup.com

Agile & the Declaration of Interdependence: A new approach to Process Improvement www.davidconsultinggroup.com by Michael Harris ARTICLE There has been much said and written about the mythical conflict between the values and principles of the Manifesto for Agile Software Development 1 (http://agilemanifesto.org/)

More information

Agile Project Management Jim Highsmith. Chapter 1. The Agile Revolution

Agile Project Management Jim Highsmith. Chapter 1. The Agile Revolution Agile Project Management Jim Highsmith Chapter 1 The Agile Revolution Ultimate customer value is delivered at the point-of-sale, not the point-of-plan The key opportunity, uncertainty, and risk resides

More information

How To Model In An Agile World

How To Model In An Agile World Modelling in an Agile World John Daniels Fastnloose Limited www.fastnloose.com John Daniels Co-founder of Fastnloose Ltd Software development by dispersed teams Co-author of UML Components & Designing

More information

Introduction to Agile and Scrum

Introduction 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 information

Atern The latest version of the DSDM approach which makes DSDM appropriate to all types of project.

Atern The latest version of the DSDM approach which makes DSDM appropriate to all types of project. THE AGILE PROJECT LEADER S DICTIONARY This dictionary attempts to de-mystify the jargon around the world of Agile projects. Part 1 translates common Agile terms into more traditional words. Part 2 translates

More information

INF5120 Modellbasert Systemutvikling

INF5120 Modellbasert Systemutvikling INF5120 Modellbasert Systemutvikling Forelesning 17.03.2005 Agile Methods & Architecture QVT ATL, MOF2Txt Arne-Jørgen Berre 1 INF5120 - Forelesninger - 2005 M: MDA, T: Eclipse, IBM tool, C: COMET, U: U

More information

Abstract. Heavy vs Light Methodologies: Bulimic or Anorexic? Fernando Brito e Abreu FCT/UNL

Abstract. Heavy vs Light Methodologies: Bulimic or Anorexic? Fernando Brito e Abreu FCT/UNL Heavy vs Light Methodologies: Bulimic or Anorexic? Fernando Brito e Abreu FCT/UNL ISCTE, 15 April 2005 Abstract 2 From anorexic to bulimic Overview of heavy-weight methodologies Origins of light-weight

More information

Agile Execution for and Beyond IT

Agile Execution for and Beyond IT Agile Execution for and Beyond IT Fred Koos, PE, PMP, CSM, Pittsburgh PMI VP of Education 31 December 2013 This is an enhanced version of the information presented in the last session at the 11/6/13 Pittsburgh

More information

What Does Large Mean? Copyright 2003 by N. Josuttis and J. Eckstein 3. Why is Large an Issue?

What Does Large Mean? Copyright 2003 by N. Josuttis and J. Eckstein 3. Why is Large an Issue? Skalierung von agilen Prozessen Ein Erfahrungsbericht OOP 2003 Jutta Eckstein Nicolai Josuttis This Talk is About Agility Large Experience Success Copyright 2003 by N. Josuttis and J. Eckstein 2 1 What

More information

Agile Project Management Mapping the PMBOK Guide to Agile Practices. Michele Sliger michele@sligerconsulting.com Twitter: @michelesliger

Agile Project Management Mapping the PMBOK Guide to Agile Practices. Michele Sliger michele@sligerconsulting.com Twitter: @michelesliger Agile Project Management Mapping the PMBOK Guide to Agile Practices Michele Sliger michele@sligerconsulting.com Twitter: @michelesliger Michele Sliger Sliger Consulting, Inc. www.sligerconsulting.com Over

More information

Agile Software Development in the Large

Agile Software Development in the Large Agile Software Development in the Large GI-Vortrag Braunschweig Jutta Eckstein Nicolai Josuttis What Does Large Mean? Large in... scope time people money risks We focus on Large Teams which implies everything

More information

Incorporating Agile Methods in Large-Scale Systems

Incorporating Agile Methods in Large-Scale Systems Incorporating Agile Methods in Large-Scale Systems April 30, 2011 Why would a large-scale software development company want to be agile? Agile methods aim to counter the tremendous costs with changes late

More information

Introduction to Agile Scrum

Introduction 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 information

STATE OF MICHIGAN SUITE

STATE OF MICHIGAN SUITE STATE OF MICHIGAN SUITE Agile Process Guide Another Companion to the Systems Engineering Methodology (SEM) of the State Unified Information Technology Environment (SUITE) Michigan Department of Technology,

More information

PROJECT RISK MANAGEMENT MODEL BASED ON PRINCE2 AND SCRUM FRAMEWORKS

PROJECT RISK MANAGEMENT MODEL BASED ON PRINCE2 AND SCRUM FRAMEWORKS PROJECT RISK MANAGEMENT MODEL BASED ON PRINCE2 AND SCRUM FRAMEWORKS Martin Tomanek and Jan Juricek Department of Systems Analysis, University of Economics, Prague, Czech Republic ABSTRACT There is a lack

More information

Waterfall to Agile. DFI Case Study By Nick Van, PMP

Waterfall to Agile. DFI Case Study By Nick Van, PMP Waterfall to Agile DFI Case Study By Nick Van, PMP DFI Case Study Waterfall Agile DFI and Waterfall Choosing Agile Managing Change Lessons Learned, Sprints Summary Q and A Waterfall Waterfall Waterfall

More information

Introduction to Agile Software Development Process. Software Development Life Cycles

Introduction to Agile Software Development Process. Software Development Life Cycles Introduction to Agile Software Development Process Presenter: Soontarin W. (Senior Software Process Specialist) Date: 24 November 2010 AGENDA Software Development Life Cycles Waterfall Model Iterative

More information

State of Michigan (SOM) SUITE Agile Process Guide. Version 1.0. July 2012. Department of Technology, Management & Budget

State of Michigan (SOM) SUITE Agile Process Guide. Version 1.0. July 2012. Department of Technology, Management & Budget State of Michigan (SOM) SUITE Agile Process Guide Version 1.0 Another Companion to the Systems Engineering Methodology (SEM) of the State Unified Information Technology Environment (SUITE) July 2012 Department

More information

CSSE 372 Software Project Management: Managing Agile Projects

CSSE 372 Software Project Management: Managing Agile Projects CSSE 372 Software Project Management: Managing Agile Projects Shawn Bohner Office: Moench Room F212 Phone: (812) 877-8685 Email: bohner@rose-hulman.edu XKCD Reference Learning Outcomes: Plan Create a plan

More information

Agile project management is a style of project management that focuses

Agile project management is a style of project management that focuses Chapter 1 Modernizing Project Management In This Chapter Understanding why project management needs to change Finding out about agile project management Agile project management is a style of project management

More information

AGILE PRODUCTIVITY METRICS

AGILE PRODUCTIVITY METRICS BIO PRESENTATION WK2 6/28/2006 10:00 AM AGILE PRODUCTIVITY METRICS Michael Mah QSM Associates, Inc. Better Software Conference June 26 29, 2006 Las Vegas, NV USA Michael Mah Michael Mah is a contributing

More information

Scrum. SE Presentation. Anurag Dodeja Spring 2010

Scrum. SE Presentation. Anurag Dodeja Spring 2010 Scrum SE Presentation by Anurag Dodeja Spring 2010 What is Scrum? Scrum is an agile software development framework. Work is structured in cycles of work called sprints, iterations of work that are typically

More information

Agile user-centred design

Agile user-centred design Agile user-centred design Marc McNeill Thoughtworks, 9th Floor Berkshire House 168-173 High Holborn London, WC1V 7AA Agile methods are becoming increasingly common in application design, with their collaborative

More information

Agile Project Management

Agile Project Management Agile Project Management Overview Fabrizio Morando Application Development Manager martedì 20 novembre 2012 What is Agile? Agile is used to denote the ability of Agile Methods to respond to changing requirement

More information

RISK MANAGMENT ON AN AGILE PROJECT

RISK 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 information

Agile Development Overview

Agile Development Overview Presented by Jennifer Bleen, PMP Project Services Practice of Cardinal Solutions Group, Inc. Contact: Agile Manifesto We are uncovering better ways of developing software by doing it and helping others

More information

TecEd White Paper User-Centered Design and the Agile Software Development Process: 7 Tips for Success

TecEd White Paper User-Centered Design and the Agile Software Development Process: 7 Tips for Success TecEd White Paper User-Centered Design and the Agile Software Development Process: 7 Tips for Success At-a-Glance Agile software development teams deliver successful products and applications through their

More information

Laboratório de Desenvolvimento de Software

Laboratório de Desenvolvimento de Software Laboratório de Desenvolvimento de Software FEUP/MIEIC, 2015/16 Ademar Aguiar Nuno Flores Rui Maranhão Hugo Ferreira Luís Teixeira url: moodle http://www.facebook.com/notes/facebook-engineering/visualizing-friendships/469716398919

More information

Agile Software Engineering Practice to Improve Project Success

Agile Software Engineering Practice to Improve Project Success Agile Software Engineering Practice to Improve Project Success Dietmar Winkler Vienna University of Technology Institute of Software Technology and Interactive Systems dietmar.winkler@qse.ifs.tuwien.ac.at

More information

Lean QA: The Agile Way. Chris Lawson, Quality Manager

Lean QA: The Agile Way. Chris Lawson, Quality Manager Lean QA: The Agile Way Chris Lawson, Quality Manager The Quality Problem Agile Overview Manifesto Development Methodologies Process Agile QA Lean QA Principles An Agile QA Framework Summary Q & A Agenda

More information

Answered: PMs Most Common Agile Questions

Answered: PMs Most Common Agile Questions Answered: PMs Most Common Agile Questions Mark Kilby Agile Coach, Rally Software mkilby@rallydev.com 407.687.3350 (cell) Led Fortune 50 agile transitions in - Government - Technology - Healthcare - Insurance/Fina

More information

The Agile Manifesto is based on 12 principles:

The Agile Manifesto is based on 12 principles: The Agile Manifesto is based on 12 principles: Customer satisfaction by rapid delivery of a useful product solution Welcome changing requirements, even late in development Working products are delivered

More information

"Bezpieczny Projekt"

Bezpieczny Projekt Konferencja "Bezpieczny Projekt" Wrocław 22 czerwca 2010 www.omec.pl Software Development with Agile SCRUM Chandrashekhar Kachole 22 nd of June 2010 1 Let s keep the cell phones in Silent mode 2 Agenda

More information

Software Engineering

Software Engineering 1 Software Engineering Lecture 2: Software Life Cycles Stefan Hallerstede Århus School of Engineering 25 August 2011 2 Contents Naive Software Development Code & Fix Towards A Software Process Software

More information

Abdulrahman M. Qahtani, Gary B. Wills, Andrew M. Gravell School of Electronics and Computer Science, University of Southampton, UK

Abdulrahman M. Qahtani, Gary B. Wills, Andrew M. Gravell School of Electronics and Computer Science, University of Southampton, UK A Framework of Challenges and Key Factors for Applying Agile Methods for the Development and Customisation of Software Products in Distributed Projects Abdulrahman M. Qahtani, Gary B. Wills, Andrew M.

More information

1. CMMI and Scrum TWO BRANCHES OF SOFTWARE DEVELOPMENT

1. CMMI and Scrum TWO BRANCHES OF SOFTWARE DEVELOPMENT 1. CMMI and Scrum TWO BRANCHES OF SOFTWARE DEVELOPMENT Enterprise Software Engineering Agenda 1. CMMI and Scrum 2. Kanban Software Engineering 3. Software Development Life Cycle 4. Secure Software Engineering

More information

AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä

AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä Fact corner: SME of 250 developers Mobile & desktop sw Products sold globally EXAMPLE OF AN INNOVATIVE

More information

SECC Agile Foundation Certificate Examination Handbook

SECC Agile Foundation Certificate Examination Handbook Versions 2.0 Version Date Remarks 1.0 12/4/2012 Initial version 2.0 3/8/2008 REVISION HISTORY Updated knowledge areas Added questions examples Updated suggested readings section Page 2 of 15 Version 2.0

More information

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do.

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do. 1 PMI Agile Certified Practitioner (PMI-ACP) workshop course details. We are unique and specialists in Agile! Your workshop trainer by passion and is a senior Agile Coach who coached many teams and Kanban

More information

Agile Processes. -- Heinrich Heine

Agile Processes. -- Heinrich Heine 1 Agile Processes The weather-cock on the church spire, though made of iron, would soon be broken by the storm-wind if it did not understand the noble art of turning to every wind. -- Heinrich Heine Many

More information

How To Plan An Agile Project

How 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 information

PENETRATION TESTING IN AGILE SOFTWARE DEVELOPMENT PROJECTS

PENETRATION TESTING IN AGILE SOFTWARE DEVELOPMENT PROJECTS PENETRATION TESTING IN AGILE SOFTWARE DEVELOPMENT PROJECTS Martin Tomanek and Tomas Klima Department of Systems Analysis, University of Economics, Prague, Czech Republic ABSTRACT Agile development methods

More information

Agile and Secure: Can We Be Both?

Agile and Secure: Can We Be Both? Agile and Secure: Can We Be Both? OWASP AppSec Seattle Oct 2006 Keith Landrus Director of Technology Denim Group Ltd. keith.landrus@denimgroup.com (210) 572-4400 Copyright 2006 - The OWASP Foundation Permission

More information

Comparative Study of Agile Methods and Their Comparison with Heavyweight Methods in Indian Organizations

Comparative Study of Agile Methods and Their Comparison with Heavyweight Methods in Indian Organizations International Journal of Recent Research and Review, Vol. VI, June 2013 Comparative Study of Agile Methods and Their Comparison with Heavyweight Methods in Indian Organizations Uma Kumari 1, Abhay Upadhyaya

More information

Scrum and Testing The end of the test role Bryan Bakker 20 maart 2012

Scrum and Testing The end of the test role Bryan Bakker 20 maart 2012 Scrum and Testing The end of the test role Bryan Bakker 20 maart 2012 voordracht georganiseerd door Discussiegroep Software Testing met de steun van Ingenieurshuis, Antwerpen Scrum and Testing... The end

More information

Course Title: Planning and Managing Agile Projects

Course 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 information

An Agile Project Management Model

An 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 information

Agile Software Development

Agile Software Development Agile Software Development Application in the Medical Device Industry Kelly Weyrauch Medtronic, Inc. (29 April 2008) Introduction Purpose Provide an introduction to Agile Software Development as it applies

More information

Project Management: PMBOK and more MIEIC, Laboratório de Gestão de Projectos

Project Management: PMBOK and more MIEIC, Laboratório de Gestão de Projectos Project Management: PMBOK and more MIEIC, Laboratório de Gestão de Projectos Ademar Aguiar FEUP, Universidade do Porto http://www.fe.up.pt/~aaguiar/ ademar.aguiar@fe.up.pt FEUP Ademar Aguiar MIEIC/LGPR,

More information

Moonzoo Kim CS Division of EECS Dept. KAIST

Moonzoo Kim CS Division of EECS Dept. KAIST Chapter 4 Agile Development Moonzoo Kim CS Division of EECS Dept. KAIST 1 Ex. UP Work Products Inception phase Vision document Init ial use-case model Init ial project glossary Init ial business case Init

More information

On the Agile Development of Virtual Reality Systems

On the Agile Development of Virtual Reality Systems 10 Int'l Conf. Software Eng. Research and Practice SERP'15 On the Agile Development of Virtual Reality Systems F. Mattioli 1, D. Caetano 1, A. Cardoso 1, and E. Lamounier 1 1 Faculty of Electrical Engineering,

More information

Capstone Agile Model (CAM)

Capstone Agile Model (CAM) Capstone Agile Model (CAM) Capstone Agile Model (CAM) Approach Everything we do within the Capstone Agile Model promotes a disciplined project leadership process that encourages frequent inspection and

More information

An Example Checklist for ScrumMasters

An Example Checklist for ScrumMasters An Example Checklist for ScrumMasters Michael James (mj4scrum@gmail.com) 14 September 2007 (Revised 24 July 2012) A Full Time Facilitator? An adequate ScrumMaster can handle two or three teams at a time.

More information

CSPO Learning Objectives Preamble. Scrum Basics

CSPO Learning Objectives Preamble. Scrum Basics CSPO Learning Objectives Preamble This document contains topics for the Certified Scrum Product Owner (CSPO) training course. The purpose of this document is to describe the minimum set of concepts and

More information

Introduction to Agile Software Development

Introduction to Agile Software Development Introduction to Agile Software Development Word Association Write down the first word or phrase that pops in your head when you hear: Extreme Programming (XP) Team (or Personal) Software Process (TSP/PSP)

More information

Lean Configuration Management

Lean Configuration Management A Softhouse White Paper Jens Norin Daniel Karlström September 2006 Softhouse Consulting, Stormgatan 14, SE-211 20 Malmö info@softhouse.se www.softhouse.se Contents Abstract...3 Introduction...4 Software

More information

Getting Agile with Scrum. Mike Cohn - background

Getting Agile with Scrum. Mike Cohn - background Getting Agile with Scrum Mike Cohn Mountain Goat Software mike@mountaingoatsoftware.com 1 Mike Cohn - background 2 We re losing the relay race The relay race approach to product development may conflict

More information

Introduction to Software Engineering. 9. Project Management

Introduction to Software Engineering. 9. Project Management Introduction to Software Engineering 9. Project Management Roadmap > Risk management > Scoping and estimation > Planning and scheduling > Dealing with delays > Staffing, directing, teamwork 2 Literature

More information

Agile 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 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 information

Measuring the Impact of Scrum on Product Development at Adobe Systems

Measuring the Impact of Scrum on Product Development at Adobe Systems Measuring the Impact of Scrum on Product Development at Adobe Systems Peter Green Adobe Systems peterg@adobe.com Abstract Over the past several years scrum has grown to become the most commonly used product

More information

How To Plan A Project

How To Plan A Project Software Engineering: A Practitioner s Approach, 6/e Chapter 4 Agile Development copyright 1996, 2001, 2005 R.S. Pressman & Associates, Inc. For University Use Only May be reproduced ONLY for student use

More information

Roles: Scrum Master & Project Manager

Roles: 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 information

Agile Scrum Workshop

Agile 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 information

Software processes that are:

Software processes that are: Agile Processes Software processes that are: Incremental (small software releases with rapid cycles) Cooperative (customer and developer working together with close communication) Straightforward (method

More information

Best Practices Fusion: Lean Six Sigma and ITIL. By Gary A. Gack

Best Practices Fusion: Lean Six Sigma and ITIL. By Gary A. Gack Best Practices Fusion: Lean Six Sigma and ITIL By Gary A. Gack Use of Lean Six Sigma in software development and IT in general has increased significantly over the last several years, and many organizations

More information

the team level and is characterized by self organizing, cross functional teams doing iterative development in what are called Sprints.

the team level and is characterized by self organizing, cross functional teams doing iterative development in what are called Sprints. Introduction We can t solve problems by using the same kind of thinking we used when we created them. Albert Einstein One of the goals of this book is to give you a better perspective on Lean and Agile

More information

Introduction to Agile

Introduction to Agile Chapter 1 Introduction to Agile Objectives: Define Agile software development Explain differences and similarities between various lightweight methodologies Learn the core principles of Agile Dispel common

More information

Issues in Internet Design and Development

Issues 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 information

26 May 2010 CQAA Lunch & Learn Paul I. Pazderski (CSM/CSP, OD-CM, CSQA) spcinc13@yahoo.com Cell: 224-595-8846 AGILE THROUGH SCRUM

26 May 2010 CQAA Lunch & Learn Paul I. Pazderski (CSM/CSP, OD-CM, CSQA) spcinc13@yahoo.com Cell: 224-595-8846 AGILE THROUGH SCRUM 26 May 2010 CQAA Lunch & Learn Paul I. Pazderski (CSM/CSP, OD-CM, CSQA) spcinc13@yahoo.com Cell: 224-595-8846 AGILE THROUGH SCRUM 1 AGENDA & LEARNING POINTS 1. Open 2. Agile Overview 3. Scrum Basics Learning

More information

USAGE OF KANBAN METHODOLOGY AT SOFTWARE DEVELOPMENT TEAMS

USAGE OF KANBAN METHODOLOGY AT SOFTWARE DEVELOPMENT TEAMS Journal of Applied Economics and Business USAGE OF KANBAN METHODOLOGY AT SOFTWARE DEVELOPMENT TEAMS Nevenka Kirovska 1, Saso Koceski 2 Faculty of Computer Science, University Goce Delchev, Stip, Macedonia

More information

Agile in a Safety Critical world

Agile in a Safety Critical world Agile in a Safety Critical world Julian Goddard 24/11/2014 26/11/14 (c) 2014 Plaxion Limited. All rights reserved. 1 Contents Introductions The pervasiveness of software Agile review Safety Critical software

More information

International Association of Scientific Innovation and Research (IASIR) (An Association Unifying the Sciences, Engineering, and Applied Research)

International Association of Scientific Innovation and Research (IASIR) (An Association Unifying the Sciences, Engineering, and Applied Research) International Association of Scientific Innovation and Research (IASIR) (An Association Unifying the Sciences, Engineering, and Applied Research) International Journal of Engineering, Business and Enterprise

More information

Agile Projects 7. Agile Project Management 21

Agile 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 information

Neglecting Agile Principles and Practices: A Case Study

Neglecting Agile Principles and Practices: A Case Study Neglecting Agile Principles and Practices: A Case Study Patrícia Vilain Departament de Informatics and Statistics (INE) Federal University of Santa Catarina Florianópolis, Brazil vilain@inf.ufsc.br Alexandre

More information

Course intro, Overview Agile Processes & Philosophy. Lecture 1, EDA397/DIT191, Agile Dev Processes Robert Feldt, 2011-03-21

Course intro, Overview Agile Processes & Philosophy. Lecture 1, EDA397/DIT191, Agile Dev Processes Robert Feldt, 2011-03-21 Course intro, Overview Agile Processes & Philosophy Lecture 1, EDA397/DIT191, Agile Dev Processes Robert Feldt, 2011-03-21 What is Agile Development Processes? [Dictionary.com 2011] Agile Dev Processes

More information

Scrum Guidelines. v.2 2011 W W W. S C R U M D E S K. C O M

Scrum Guidelines. v.2 2011 W W W. S C R U M D E S K. C O M Scrum Guidelines v.2 2011 W W W. S C R U M D E S K. C O M WHY Agile Ceremonies Agile project is developed in repeatable ceremonies that give rhythm to delivery. Product Strategy Once per year Release Planning

More information

A Conceptual Model for Agile Practices Adoption

A Conceptual Model for Agile Practices Adoption A Conceptual Model for Agile Practices Adoption Amadeu Silveira Campanelli, Fernando Silva Parreiras 1 LAIS Laboratory of Advanced Information Systems, FUMEC University Av. Afonso Pena 3880 30130009 Belo

More information