SCRUM. A Tool from the Software World Can Improve Analytical Project Outcomes. By KyMBER WALTMUNSON

Save this PDF as:
Size: px
Start display at page:

Download "SCRUM. A Tool from the Software World Can Improve Analytical Project Outcomes. By KyMBER WALTMUNSON"

Transcription

1 SCRUM A Tool from the Software World Can Improve Analytical Project Outcomes By KyMBER WALTMUNSON

2 When jurisdictions undertake analytical work such as audits, budget analysis, program evaluation, and special studies, they need to consider the project management tools available and identify the approach that is most likely to be successful. Successful project management can mean stakeholders get exactly what they hoped for, on time, and for the planned cost, while poor project management can lead to a nightmare of unmet expectations, long delays, and cost overruns. A new approach to analytical project management can drive achievement and minimize disappointing and costly results. Applying a software development project management tool and tailoring it to fit allows governments to transform the way we get analytical business done. Scrum is a project management approach that is widely used in the software development industry, and it has recently begun to expand beyond the borders of the technology world. When traditional project management was used in software development, it was often unable to effectively manage the complexities, ambiguity, and rapidly changing environment software developers faced. A new set of software development approaches was created, including Scrum. When project outputs such as reports or plans aren t available to stakeholders until the project is finished, a project can move too far off course before corrections can be made. Since many government analytical projects face similar complexities, ambiguities, and changing environments, Scrum can be a useful project management tool for the public sector, as well. ESTIMATING SCOPE, SCHEDULE, AND BUDGET In the term s original use, a scrum is a rugby formation where players work as a team to get possession of the ball. Scrum projects emulate rugby teams, with team members working collaboratively on a common goal. In contrast, traditional project management can be envisioned as a relay race, where players pass a baton in sequential phases of handing off work. Under the traditional approach (see the left triangle in Exhibit 1), there is a set scope that allows the schedule and necessary resources to be estimated. However, the resources and schedules of many government analytical projects are fixed, as shown in the triangle on the right. The element to estimate is how much scope can be addressed, given those constraints. In other words, under traditional project management, the plan drives cost and schedule estimates. In Scrum, the project vision and desired value drive estimates of scope. Exhibit 1: How Scope Is Estimated FIXED Scope Resources Schedule Plan Driven Value Driven ESTIMATED Resources Schedule Scope Source: Based on material from the DSDM Consortium August 2011 Government Finance Review 25

3 Exhibit 2: Key Scrum Roles, Tools, and Processes Scrum Roles Scrum Tools Scrum Processes ScrumMaster Shippable Product Sprint Planning Scrum Team Product Backlog Daily Scrum Product Owner Sprint Backlog Sprint Review Sprint Retrospective THE VALUE OF SCRUM Government analytical projects need to be focused and efficient. The Scrum approach delivers business value incrementally, with the highest priority elements delivered first. Scrum employs a continuous feedback loop to ensure that the expected value of the project is realized, while incorporating emerging requirements of the ever-changing government environment. The Scrum approach allows decision makers to end the project when it makes sense to do so, while still realizing the bulk of the value. Scrum can increase project efficiency and staff productivity in a number of ways. Work activities and requirements are very explicit in Scrum, reducing the amount of time spent eliminating ambiguity around expectations. Teams are selforganizing, and they are empowered to estimate how long it will take them to complete tasks and to control how much work they commit to during each iteration of a project. The resulting ownership drives accountability. Government is full of uncertainty and complexity. Some project environments (e.g., budget changes, political priority adjustments, or the emergence of unexpected obstacles) can derail a project that relies heavily on front-end planning. Scrum can be a good fit because it thrives in multifaceted, ambiguous, and shifting environments. The approach relies on a system of progressive elaboration; embracing change. SCRUM IN A NUTSHELL Scrum practitioners use specific terminology. Using the specific Scrum terms may feel stilted at first, but the act of using this new terminology helps create a mental and operational shift in one s approach to project management. Exhibit 2 identifies key Scrum roles, tools, and processes that work together to become a Scrum practice. The roles in Scrum are important in their responsibilities as well as their boundaries. ScrumMasters help the Scrum team give its best performance. ScrumMasters do not direct or assign tasks; instead, they focus the team and help resolve barriers to completing their commitments. The product owner articulates the vision for the project and communicates the value project outputs must embody. The Scrum team is self-organizing, and any team member may take on any task. The team determines how much work it can commit to completing in a given sprint a regular, repeatable work cycle of one to four weeks. The product owners are the stakeholders who drive the project s goals. The team s manager is a product owner, and the role can also consider the perspectives of other interested parties such as elected officials, the public, or others who have an interest in the project. The product owner identifies the destination on the map, the team determines how they will get there and drives the car, and the ScrumMaster makes sure that they have enough gas and road snacks, and handles any mechanical problems along the way. Exhibit 3 depicts the basic Scrum process and how Scrum processes and tools fit together. The stack of boxes on the far left is called a product backlog. The product backlog is a prioritized list of work needed to accomplish all the goals and priorities associated with a project. The product backlog is constantly reprioritized, and items can be added or eliminated as the project moves forward. The smaller stack next 26 Government Finance Review August 2011

4 to the product backlog is the sprint backlog. During sprint planning, the sprint backlog is selected from the highestpriority elements of the product backlog and expanded into specific tasks. This is a to-do list for a sprint. The heart of Scrum is the sprint process, which is depicted by the larger cycle in Exhibit 3. Each Scrum project consists of a series equal-length sprints. The purpose of each sprint is to produce a fully formed, potentially shippable product, represented by the box on the right side. The smaller cycle is the daily Scrum, a daily meeting held to coordinate work, identify barriers, and help communicate the team s progress on the sprint backlog tasks to one another. At the end of each sprint the team holds two meetings, the sprint review and the sprint retrospective. The sprint review is an informal meeting where the Scrum team demonstrates the shippable product for the product owner, verifying that the anticipated product benefits have been realized. Information from this meeting is then used to reassess the product backlog contents and prioritization. The sprint retrospective is Successful project management can mean stakeholders get exactly what they hoped for, on time, and for the planned cost, while poor project management can lead to a nightmare of unmet expectations, long delays, and cost overruns. the opportunity for the Scrum team and the ScrumMaster to inspect the sprint process and develop approaches to improve the next sprint cycle. PROGRESSIVE ELABORATION A core concept of Scrum is its approach to project planning and execution: Is it better to plan a project and then execute it, or plan while the project is being executed? Fully planning activities at the outset might make sense for some projects; however, this approach can lead to a period of significant disruption when changes do occur. In analytical work, information is frequently uncovered during the course of the work that changes the way the project should proceed. For example, discovering a major internal control weakness during a program review would lead a team to look more carefully at that area than they might have originally planned. An alternative to the plan-then-execute model for government analytical projects is the progressive elaboration approach espoused in Scrum. This model includes some general planning as the project moves forward, identifying key areas of work Exhibit 3: The Basic Scrum Process 24 Hours 1-4 Weeks Product Backlog Sprint Backlog Sprint Shippable Product August 2011 Government Finance Review 27

5 the what. The Scrum team repeatedly cycles back to planning during their execution, adding detail and new insights to the what. At the same time, the team regularly breaks each project element into the tasks needed to accomplish it, the how. In Scrum, change is a built-in part of the process. It is seen as an opportunity to improve each iteration of planning and implementation with new information and an accurate reflection of the current environment and needs. This flexibility is seen as regular and appropriate project recalibration. DELIVERING ON EXPECTATIONS To ensure the ultimate quality and usability of the project output, Scrum has adopted a process that creates user stories. User stories describe the value of each piece of a project from stakeholders perspectives. In government, there is always a series of internal and external users. Users can include elected officials, government managers, managers inside the project s organization, employees who will be users of the deliverables, or the public. The outline for a user story is As a <user/stakeholder> I want <goal> so that <value>. In each story, the team should work with stakeholders to define the specific person or group with interest in the project and the desired characteristics of the project outcome that are important to that user, and describe what value they would derive from those goals. For example, some user stories for a program evaluation might include: The Scrum approach delivers business value incrementally, with the highest priority elements delivered first. For example, in the case of the hypothetical evaluation, the manager might prefer to resolve problems out of the public eye, whereas the public might want full transparency. These competing interests should be weighed in the context of the project s guiding laws or standards and other aspects of the environment, and prioritized accordingly. INCREMENTAL DELIVERY When project outputs such as reports or plans aren t available to stakeholders until the project is finished, a project can move too far off course before corrections can be made. In some cases, the project could wholly miss the mark and need to be redone completely. This wastes resources and generates a good deal of frustration. The Scrum process requires rethinking the approach to project outputs. At the end of each sprint the one- to fourweek work iteration a potentially shippable product increment is expected. A potentially shippable product is one that is functional and complete, based on the criteria set forth during planning. For example, if the ultimate project output is an analytical report, the potentially shippable product could be a chapter, a section, or a completed segment of analysis. Or if the final product will be a jurisdiction-wide budget, potentially shippable products might include completed analysis of a segment of the budget, a completed meeting during which budget questions or concerns with management were discussed, or a draft budget document. n As a taxpayer I want an efficient program so that my tax dollars are well spent. n As a manager I want acknowledgement of our positive practices so that the report is balanced. n As a councilmember, I want full description of the cause of any problems so that I can use legislative authority to resolve them. Using these stories will help ensure that the project is consistently guided by the qualities varying stakeholders demand. As in most cases with a variety of interested parties, some of these stories may not lead the project toward the same end. Incremental delivery ensures that the product reflects stakeholder requirements, but another key benefit of this approach lies in the usable output increments. There are more risks to bringing a project to completion than ever before, not the least of which is the risk of loss of project funding as a result of the often-painful budget choices being made by all levels of government. When usable product increments are developed, there are two impacts. First, if the project is terminated, the work has still led to some usable outcome. Second, having usable segments of output demonstrates the project s concrete benefits, which can become a rationale for fully implementing the project. 28 Government Finance Review August 2011

6 Learning More about Scrum Several books and Web sites dedicated to the practice of Scrum can provide further guidance for using the strategy. Examples include Ken Schwaber s Agile Project Management with Scrum (2004, Microsoft Press) and the Scrum Alliance at EFFICIENCY AND PRODUCTIVITY Scrum helps an organization put the elements of effective project management into operation. Most of the elements of Scrum aren t revolutionary; it is the way they move together and the accounting for the work that is ground-breaking. The specificity, transparency, and accountability built into Scrum have positive effects on staff productivity and morale. Overtly breaking out each work element into the specific tasks needed to complete it drives the project forward. This precision, together with daily coordination, identification of barriers, and communication of progress, helps individuals and teams manage their workflow. The brief daily project meeting builds on the specific work tasks to create transparency and accountability. The Scrum team answers only these three questions at this 15-minute meeting, called a daily Scrum: A final Scrum process that makes use of efficiency and productivity is the sprint retrospective. At the end of each sprint, the team comes together and reviews the sprint. It identifies what went well, what could have been better, and what changes will be implemented in the coming sprints. This frequent, cyclical identification of lessons learned allows the team to quickly improve its process and outputs. WHEN SCRUM IS THE WRONG TOOL Scrum will not solve pre-existing organizational problems; in fact, it is likely to magnify them. If there is a lack of communication and collaboration within work teams, Scrum could fail. If key project stakeholders are typically not involved in or open to providing regular direction, Scrum teams might not have sufficient guidance. Poor performers will remain poor performers, and Scrum s team accountability will bring insufficient work efforts to the forefront. Sometimes the characteristics of a project team aren t ideal for a successful Scrum implementation. For instance, a project with relatively inexperienced staff isn t ideal because teams must be able to work fairly autonomously during work iterations. If members of work teams do not typically have the authority to make decisions related to completing project work, this can also lead to Scrum failures. 1. What did you do yesterday? 2. What will you do today? 3. Are there any impediments to completing the tasks to which you ve committed? Instead of going several days, or even weeks, before barriers are identified or procrastination is confronted, the team moves quickly through the tasks, promptly identifying impediments and using accountability as a motivating force. The team s ScrumMaster is responsible for resolving barriers to task completion. The very existence of this role facilitates productivity. The ScrumMaster s sole duty is to make it as easy as possible for the team to complete its work. The goal is to keep the team working on the critical elements of the project while the ScrumMaster performs tasks such as obtaining information from external sources that the team needs, heading off external demands on team members, or even bringing coffee to the team. August 2011 Government Finance Review 29

7 Scrum allows decision makers to end the project when it makes sense to do so, while still realizing the bulk of the value. Processes that are fixed and linear may not be the best application of the Scrum approach. For example, regular financial audits with sequential steps don t require regular reprioritization and evaluation. Projects that are regular and repeated may function more effectively using other project management approaches. In any situation where Scrum is applied, work must be done to ensure that the approach meshes with pre-existing processes or procedures. A little bit of real-world common sense goes a long way in the implementation of Scrum outside of the IT realm. Making some adjustments to the framework can mean the difference between success and failure in each unique environment. At the same time, watering down Scrum too much will reduce its value. CONCLUSIONS Fully implementing Scrum can create remarkable project success, especially in complex, dynamic environments. The Scrum structure and processes work together to ensure that the project delivers project benefits in a timely, efficient way. Scrum provides a framework project teams can use to employ key project management elements such as planning, methodology, risk management, internal and external communication, time management, and output development. Scrum provides an effective and even fun way to achieve success with analytical projects. y Kymber Waltmunson, MPA, CIA, is principal management auditor at the King County Auditors Office in Seattle, Washington. She is also a consultant at Waltmunson Performance Consulting and a member of the board of directors for the Association of Local Government Auditors and the Washington State Local Government Auditors Association. 30 Government Finance Review August 2011

SCRUM BODY OF KNOWLEDGE (SBOK Guide)

SCRUM 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 information

PLM - Agile. Design Code Test. Sprints 1, 2, 3, 4.. Define requirements, perform system design, develop and test the system. Updated Project Plan

PLM - 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 information

ScrumMaster Certification Workshop: Preparatory Reading

ScrumMaster 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 information

The Basics of Scrum An introduction to the framework

The 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 information

Sometimes: 16 % Often: 13 % Always: 7 %

Sometimes: 16 % Often: 13 % Always: 7 % SCRUM AT RIIS A Standish study found that only 20% of features in a typical system were used often or always and 45% of features were never used at all. The ability to embrace change is critical to reducing

More information

What is Scrum? Scrum Roles. A lean approach to software development. A simple framework. A time-tested process

What 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 information

Scrum, User Stories, and More! CSCI 5828: Foundations of Software Engineering Lecture 22 11/06/2014

Scrum, User Stories, and More! CSCI 5828: Foundations of Software Engineering Lecture 22 11/06/2014 Scrum, User Stories, and More! CSCI 5828: Foundations of Software Engineering Lecture 22 11/06/2014 1 Goals Cover Material from our User Stories Book Chapter 15: Using Stories With Scrum Chapter 16: Additional

More information

THE BUSINESS VALUE OF AGILE DEVELOPMENT

THE BUSINESS VALUE OF AGILE DEVELOPMENT David Chappell March 2012 THE BUSINESS VALUE OF AGILE DEVELOPMENT Sponsored by Microsoft Corporation Copyright 2012 Chappell & Associates When it comes to creating custom applications, too many of us live

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

Scrum methodology report

Scrum methodology report Scrum methodology report Author: Tsholofelo Eunice Moitsheki Student number Tsholofelo Moitsheki (463642) Project Source and Documentation: http://kenai.com/downloads/dotsboxes/group%20report/dab5_scrum

More information

Agile Software Development. Stefan Balbo / Patrick Dolemieux

Agile Software Development. Stefan Balbo / Patrick Dolemieux Agile Software Development Stefan Balbo / Patrick Dolemieux Agile Software Development Stefan Balbo / Patrick Dolemieux Content Why go Agile? Introduction to Scrum - Process - Roles Agile Estimating and

More information

Managing a Project Using an Agile Approach and the PMBOK Guide

Managing 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 information

Course Title: Managing the Agile Product Development Life Cycle

Course 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 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

Agile Project Management By Mark C. Layton

Agile 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 information

Agile Software Development

Agile 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 information

Sprint with Scrum and get the work done. Kiran Honavalli, Manager Deloitte Consulting LLP March 2011

Sprint with Scrum and get the work done. Kiran Honavalli, Manager Deloitte Consulting LLP March 2011 Sprint with Scrum and get the work done Kiran Honavalli, Manager Deloitte Consulting LLP March 2011 Contents About Deloitte Consulting 3 Executive summary 4 About Scrum 5 Scrum phases 8 Lessons learned

More information

Agile Information Management Development

Agile Information Management Development Agile Information Management Development Agile Project Management Characteristics Acceptance and even welcome of changing requirements Incremental product delivery Define, develop and deliver early and

More information

Adapting 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 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 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

T14 "TIMELINES, ARTIFACTS AND OWNERS IN AGILE PROJECTS" Hubert Smits Rally Software Development BIO PRESENTATION 6/21/2007 1:30:00 PM

T14 TIMELINES, ARTIFACTS AND OWNERS IN AGILE PROJECTS Hubert Smits Rally Software Development BIO PRESENTATION 6/21/2007 1:30:00 PM BIO PRESENTATION T14 6/21/2007 1:30:00 PM "TIMELINES, ARTIFACTS AND OWNERS IN AGILE PROJECTS" Hubert Smits Rally Software Development Better Software Conference & EXPO June 18-21, 2007 Las Vegas, NV USA

More information

Agile Software Development

Agile Software Development Agile Software Development Use case for Agile Software Development Methodology in an Oil and Gas Exploration environment. White Paper Introduction No matter what business you are in, there are critical

More information

Process Methodology. Wegmans Deli Kiosk. for. Version 1.0. Prepared by DELI-cious Developers. Rochester Institute of Technology

Process 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 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

Scrum vs. Kanban vs. Scrumban

Scrum vs. Kanban vs. Scrumban Scrum vs. Kanban vs. Scrumban Prelude As Agile methodologies are becoming more popular, more companies try to adapt them. The most popular of them are Scrum and Kanban while Scrumban is mixed guideline

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

The 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 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 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

Agile Systems Engineering: What is it and What Have We Learned?

Agile 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 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 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

LEAN AGILE POCKET GUIDE

LEAN 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 information

SCRUM BODY OF KNOWLEDGE (SBOK Guide)

SCRUM 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 2013 SCRUMstudy, a brand of VMEdu, Inc. All rights reserved. Library of Congress Cataloging-in-Publication

More information

Would you like to have a process that unlocks ability to learn and produce faster?

Would you like to have a process that unlocks ability to learn and produce faster? Would you like to have a process that unlocks ability to learn and produce faster? Agile - your unfair advantage in the competition. BUILD LEARN MEASURE DEFINED MEASURABLE REPEATABLE COLLABORATIVE IMPROVABLE

More information

A 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) 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 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

Agile Software Project Management with Scrum

Agile Software Project Management with Scrum Agile Software Project Management with Scrum Viljan Mahnic, Slavko Drnovscek University of Ljubljana, Faculty of Computer and Information Science Trzaska 25, SI-1000 Ljubljana, Slovenia viljan.mahnic@fri.uni-lj.si,

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

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

When is Agile the Best Project Management Method? Lana Tylka

When 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 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

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

Agile Project Management A Primer. Brian Stewart AVU ACEP Nairobi 17 th 2013

Agile Project Management A Primer. Brian Stewart AVU ACEP Nairobi 17 th 2013 Agile Project Management A Primer Brian Stewart AVU ACEP Nairobi 17 th 2013 http://www.coleyconsulting.co.uk/images/waterfall-model.gif Problems with waterfall model Over-planning Insufficient Communication

More information

Introduction to Scrum

Introduction to Scrum Introduction to Scrum Recorded by Michael James [Existing slide with MJ] Welcome to Module 1 of CollabNet s Scrum Training Series: Introduction to Scrum. This is a brief introduction to topics that are

More information

Table of contents. Performance testing in Agile environments. Deliver quality software in less time. Business white paper

Table of contents. Performance testing in Agile environments. Deliver quality software in less time. Business white paper Performance testing in Agile environments Deliver quality software in less time Business white paper Table of contents Executive summary... 2 Why Agile? And, why now?... 2 Incorporating performance testing

More information

Agile Development. Redefining Management in Project Management. Neil Stolovitsky

Agile Development. Redefining Management in Project Management. Neil Stolovitsky The PROJECT PERFECT White Paper Collection Abstract Agile Development Redefining Management in Project Management Neil Stolovitsky Agile development has been around for nearly a decade. However, its popularity

More information

Governments information technology

Governments information technology So l u t i o n s Blending Agile and Lean Thinking for More Efficient IT Development By Harry Kenworthy Agile development and Lean management can lead to more cost-effective, timely production of information

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

UC Santa Barbara. CS189A - Capstone. Christopher Kruegel Department of Computer Science UC Santa Barbara http://www.cs.ucsb.

UC Santa Barbara. CS189A - Capstone. Christopher Kruegel Department of Computer Science UC Santa Barbara http://www.cs.ucsb. CS189A - Capstone Christopher Kruegel Department of Computer Science http://www.cs.ucsb.edu/~chris/ How Should We Build Software? Let s look at an example Assume we asked our IT folks if they can do the

More information

Agile Practitioner: PMI-ACP and ScrumMaster Aligned

Agile Practitioner: PMI-ACP and ScrumMaster Aligned Agile Practitioner: PMI-ACP and ScrumMaster Aligned The PMI Agile Certified Practitioner (PMI-ACP) ScrumMaster credential validates your ability to understand agile principles, agile concepts, and establishes

More information

Using Scrum to Streamline Web Applications Development and Improve Transparency. Michelle Frisque

Using Scrum to Streamline Web Applications Development and Improve Transparency. Michelle Frisque Using Scrum to Streamline Web Applications Development and Improve Transparency Michelle Frisque September 2010 OVERVIEW! Background! The problem! The proposed solutions:! Creation of Web Committee! Implementing

More information

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy

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

How to optimize offshore software development with Agile methodologies

How to optimize offshore software development with Agile methodologies How to optimize offshore software development with Agile methodologies Prasad Chaudhari prasadvc@gmail.com 14 Mai 2012, Munich 1 Still why do companies outsource? 2 Have you heard of these problems with

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

Strategic View on Various Sub-paradigms of Agile Methodology and Sig Sigma Approach

Strategic View on Various Sub-paradigms of Agile Methodology and Sig Sigma Approach International Journal of Information and Computation Technology. ISSN 0974-2239 Volume 3, Number 3 (2013), pp. 153-162 International Research Publications House http://www. irphouse.com /ijict.htm Strategic

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

Introduction to Scrum for Managers and Executives

Introduction 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 information

Scrum for Project Managers

Scrum for Project Managers Scrum for Project Managers Examining the Project Manager s role in a successful Scrum organization Angela Druckman Certified Scrum Trainer adruckman@collab.net Presentation Overview Scrum in a perfect

More information

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual

More information

Mike Cohn - background

Mike Cohn - background Scrum for Video Game Development 1 Mike Cohn - background 2 What is Scrum? One of the agile processes Iterative and incremental Produces demonstrable working software every two to four weeks Results- and

More information

Business Analysts in an Agile World. Christian Antoine

Business Analysts in an Agile World. Christian Antoine Business Analysts in an Agile World Christian Antoine What is this about Value of software Building the right product Building the product right Where do BA s fit in this What this is not Back to basics

More information

Frank 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 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 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

Agile Development in Today s Industry. Duke CS408 Session 2014

Agile 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 information

Getting Agile with Scrum

Getting Agile with Scrum Getting Agile with Scrum Mike Cohn November 11, 2008 1 Mike Cohn - background 2 Agenda Overview of Scrum Product backlogs Sprints and sprint backlog Tracking progress Scrum meetings 3 The Agile Manifesto

More information

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder alshall@netobjectives.com @AlShalloway co-founder of Lean-Systems Society co-founder Lean-Kanban

More information

www.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes

www.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 information

METRICS DRIVEN CONTINUAL SERVICE IMPROVEMENT USING AGILE CONCEPTS

METRICS 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 information

Scrum In 10 Slides. Inspect & Adapt

Scrum In 10 Slides. Inspect & Adapt Scrum In 10 Slides Inspect & Adapt Why Scrum? 52.7% projects cost 189% of their original estimates 60% of functionality delivered is rarely or never used 80% of the value comes from 20% of the functionality

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

ACP Exam Prep Plus Desk Reference including the Project Management Agile Body of Knowledge TM (PMABOK TM )

ACP Exam Prep Plus Desk Reference including the Project Management Agile Body of Knowledge TM (PMABOK TM ) ACP Exam Prep Plus Desk Reference including the Project Management Agile Body of Knowledge TM (PMABOK TM ) Contents Homework Assignment for 2 PDUs... 1 Chapter Close-Out... 2 Terminology Matching Exercise...

More information

Chapter 6. Iteration 0: Preparing for the First Iteration

Chapter 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 information

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people:

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: AGILE HANDBOOK OVERVIEW WHAT IS THIS? This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: Someone who is looking for a quick overview on

More information

Agile Requirements Definition and Management (RDM) How Agile requirements help drive better results

Agile Requirements Definition and Management (RDM) How Agile requirements help drive better results Thought Leadership: Requirements Definition and Management Agile Requirements Definition and Management (RDM) How Agile requirements help drive better results Jason Moccia One of the myths of Agile software

More information

Certified ScrumMaster (CSM) Content Outline and Learning Objectives January 2012

Certified 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 information

SCRUM 1. Upon what type of process control is Scrum based? a. Empirical b. Hybrid c. Defined d. Complex

SCRUM 1. Upon what type of process control is Scrum based? a. Empirical b. Hybrid c. Defined d. Complex SCRUM 1. Upon what type of process control is Scrum based? a. Empirical b. Hybrid c. Defined d. Complex 2. The three pillars of empirical process control are: a. Respect for People, Kaizen, Eliminating

More information

Agile Scrum and PMBOK Compatible or Contrary?

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 information

The traditional project management uses conventional methods in software project management process.

The traditional project management uses conventional methods in software project management process. Volume 5, Issue 1, January 2015 ISSN: 2277 128X International Journal of Advanced Research in Computer Science and Software Engineering Research Paper Available online at: www.ijarcsse.com Analysis of

More information

Who Doesn t Want to be Agile? By: Steve Dine President, Datasource Consulting, LLC 7/10/2008

Who Doesn t Want to be Agile? By: Steve Dine President, Datasource Consulting, LLC 7/10/2008 Who Doesn t Want to be Agile? By: Steve Dine President, Datasource Consulting, LLC 7/10/2008 Who wants to be involved in a BI project or program that is labeled slow or inflexible? While I don t believe

More information

Certified ScrumMaster (CSM) Content Outline and Learning Objectives January 2012

Certified 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 information

Project Management and Scrum A Side by Side Comparison by Anne Loeser, October 2006

Project Management and Scrum A Side by Side Comparison by Anne Loeser, October 2006 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

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

Taking the first step to agile digital services

Taking the first step to agile digital services Taking the first step to agile digital services Digital Delivered. Now for Tomorrow. 0207 602 6000 mbailey@caci.co.uk @CACI_Cloud 2 1. Background & Summary The Government s Digital by Default agenda has

More information

Introduction. Contents. Introducing the DSDM Agile Project Framework. Introducing DSDM

Introduction. 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 information

AGILE - QUICK GUIDE AGILE - PRIMER

AGILE - QUICK GUIDE AGILE - PRIMER AGILE - QUICK GUIDE http://www.tutorialspoint.com/agile/agile_quick_guide.htm Copyright tutorialspoint.com AGILE - PRIMER Agile is a software development methodology to build a software incrementally using

More information

The Penn Medicine Academic Computing Services (PMACS) Website Development Process

The Penn Medicine Academic Computing Services (PMACS) Website Development Process The Penn Medicine Academic Computing Services (PMACS) Website Development Process (rev. Mar 2013) Project Management Using Scrum The PMACS software developers and design teams use an Agile method of project

More information

Firebrand s training to prepare you for Scrum.org s Professional Scrum Master Certification

Firebrand s training to prepare you for Scrum.org s Professional Scrum Master Certification Firebrand s training to prepare you for Scrum.org s Professional Scrum Master Certification Courseware Slides & Notes Version 2.3 www.firebrandtraining.com Scrum Master Foundations Theory, Practice & Assessment

More information

References: Hi, License: Feel free to share these questions with anyone, but please do not modify them or remove this message. Enjoy the questions!

References: Hi, License: Feel free to share these questions with anyone, but please do not modify them or remove this message. Enjoy the questions! Hi, To assist people that we work with in Scrum/Agile courses and coaching assignments, I have developed some Scrum study-questions. The questions can be used to further improve your understanding of what

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

Agile Scrum Training. Nice to meet you. Erik Philippus. Erik Philippus (1951) www.improvement-services.nl www.agile-architecting.com.

Agile Scrum Training. Nice to meet you. Erik Philippus. Erik Philippus (1951) www.improvement-services.nl www.agile-architecting.com. Erik Philippus IMPROVEMENT BV erik@agile-architecting.com 1 IMPROVEMENT BV Nice to meet you Erik Philippus (191) IMPROVEMENT BV 3 years of experience in industrial automation Foxboro, ESA, Philips Medical,

More information

An Introduction to Scrum

An Introduction to Scrum An Introduction to Scrum An Introduction to Scrum Presented by We re losing the relay race The relay race approach to product development may conflict with the goals

More information

Secrets of a Scrum Master: Agile Practices for the Service Desk

Secrets of a Scrum Master: Agile Practices for the Service Desk Secrets of a Scrum Master: Agile Practices for the Service Desk #askitsm @ITSMAcademy @ITSM_Lisa @ITSM_Donna ITSM Academy About ITSM Academy NextGen ITSM Education: Certified Process Design Engineer (CPDE)

More information

Managing Agile Projects in TestTrack GUIDE

Managing Agile Projects in TestTrack GUIDE Managing Agile Projects in TestTrack GUIDE Table of Contents Introduction...1 Automatic Traceability...2 Setting Up TestTrack for Agile...6 Plan Your Folder Structure... 10 Building Your Product Backlog...

More information

Extreme programming (XP) is an engineering methodology consisting of practices that ensure top-quality, focused code. XP begins with four values:

Extreme programming (XP) is an engineering methodology consisting of practices that ensure top-quality, focused code. XP begins with four values: Scrum with XP By Kane Mar, Ken Schwaber. Introduction Scrum and extreme programming (XP) are both Agile methodologies. We've heard controversy regarding the value of each, with people familiar with each

More information

From Agile by Design. Full book available for purchase here.

From Agile by Design. Full book available for purchase here. From Agile by Design. Full book available for purchase here. Contents Introduction xiii About the Author xix Chapter 1 Adjusting to a Customer-Centric Landscape 1 It s a Whole New World 1 From Customer-Aware

More information

CRITICAL ANALYSYS OF THE SCRUM PROJECT MANAGEMENT METHODOLOGY

CRITICAL ANALYSYS OF THE SCRUM PROJECT MANAGEMENT METHODOLOGY N ft n il Ionel CRITICAL ANALYSYS OF THE SCRUM PROJECT MANAGEMENT METHODOLOGY The Academy of Economic Studies Bucharest, Management Faculty, 6 Romana Square, Sector 1, Bucharest, Management Chair, E-mail:

More information

Scrum. in five minutes

Scrum. in five minutes Scrum in five minutes Scrum and agile methods are hot topics these days A simple method for the management of complex projects... Older methods focus on staying on track; Scrum is aimed at delivering business

More information

Is PRINCE 2 Still Valuable in an Agile Environment?

Is 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 information

Scrum Guide. By Ken Schwaber, May, 2009

Scrum Guide. By Ken Schwaber, May, 2009 Scrum Guide By Ken Schwaber, May, 2009 Scrum has been used to develop complex products since the early 1990s. This paper describes how to use Scrum to build products. Scrum is not a process or a technique

More information