Agile & PMI Project Management Mapping MAVERIC S POINT OF VIEW Vol. 7

Size: px
Start display at page:

Download "Agile & PMI Project Management Mapping MAVERIC S POINT OF VIEW. 10-10-2012 Vol. 7"

Transcription

1 Vol. 7 MAVERIC S POINT OF VIEW Agile & Abstract: The purpose of this whitepaper is to explore the points of parity and differences between two of the most widely used methodologies. PMI Management Mapping

2 Introduction PMI Management (PMI) is by far the most widely accepted project management methodology. Off late, Agile has emerged as a strong candidate in the project management domain due to faster execution and deliverable oriented requirements of business. Both these methodologies have gained themselves the reputation of best in class for project management for their own uniqueness. Though these methods look very different at a high level, they are actually mutually inclusive rather than exclusive. The principles of project management merge at a specific level even though the execution ways are different. Overview of PMI Management PMI divides the project lifecycle into various logical phases - Initiation, Planning, Execution, Monitoring & Control (M&C) and Closing. Though these phases are logically sequential, there is a lot of overlap between planning, execution and M&C phases. PMI advocates big bang delivery view where the end of the execution phase creates the complete deliverable for the customer. The intermediate deliverables are often not usable work products but rather used as a milestone for project delivery. PMI further divides the project management into 9 knowledge areas which represent the dimensions on which the project needs to be managed and continuously applied throughout the project lifecycle. PMI Management Knowledge Areas Interaction with Lifecycle Integration Scope Time Cost Quality Lifecycle Phase Initiation Planning Execution M&C Closing Procurement Risk Communication HR Knowledge Areas Interaction with Lifecycle 2

3 Overview of Agile Management Agile is all about breaking down the entire project outcome into multiple smaller usable outcomes each of which can be delivered in a given short span and then iteratively continuing the same process until all the smaller outcomes are achieved. In each of these short spans, called sprints, various project dimensions (scope, time, cost, etc.) are reassessed and incorporated into the deliverable. This multiple reassessment of project dimensions (sprints) brings agility to the entire project management process by adapting quickly to any changing dimension. The Daily Scrum Product Backlog Goal Backlog Work Day 1-4 Week Product Increment Impediment Backlog Vision Planning Session Story Time Session Review Retrospective Lifecycle Management This section shows how the PMBOK principles of project management are applied in different ways in PMI and Agile methods. In PMI, the knowledge areas continuously interact with the project lifecycle (which consists of lifecycle phases) from start to end. Each of the knowledge area details are progressively elaborated as the project moves forward. The final project deliverable is produced at the end of the project. Phase 1 Phase 2 Integration Scope Time Cost Quality Integration Scope Time Cost Quality Initiation Planning Execution M&C Closing Initiation Planning Execution M&C Closing HR Communication Risk Procurement HR Communication Risk Procurement Knowledge Areas Interaction with Lifecycle 3

4 In Agile, the entire project is divided into multiple sprints and each sprint represents a project in itself, having the same lifecycle as the entire project. Here, in each sprint lifecycle, again the same knowledge areas apply. While running each sprint, all the key dimensions of the project represented by knowledge areas are managed similar to the earlier method. Where the project lifecycle approach differs is the delivery of sprint deliverable. At the end of each sprint cycle, a usable project deliverable is created. This results in continuous value creation for the project. Each of these sprint deliverables is integrated at the end to create the complete project deliverable. The concept of phase gates or checkpoints which are used to make a transition from one phase to another in traditional project management is also applicable in Agile. Each of the sprint s closing process group serves as a checkpoint to see if the sprint backlog is cleared, schedule and sprint budgets are met, team is working productively and assessing the customer feedback on the sprint deliverables. All these assessments are fed into the next sprint planning. It is also used to determine if one should move to the next sprint or terminate the project, similar to the phase gate review in PMI. The diagram below shows how the Agile processes align with PMBOK process groups. The underlying principles of managing the projects are essentially the same, only the way they are achieved is different in both the methods. Agile adopts a more iterative approach to deliver than traditional project management. Agile Process Alignment with PMBOK Process Groups Initiation Planning Executing Monitoring Closing & Control Initiate Plan Overall No Yes All Requirements Met Close Plan Execute Control Close Planning Meeting Daily Scrum Meeting Review Meeting 4

5 The table below details the activities in Agile and PMBOK for each of the process groups. The points in blue shows the similarities whereas the points in pink shows dissimilarities. Agile & PMBOK Process Synergy Agile Iteration Management Process Groups Initiation Planning Execution M&C Closure feasibility study Product owner takes care of stakeholder needs Iteration planning and timebox definition Time and cost is fixed, scope is flexible High level scope and effort planning Iterative and incremental delivery of working product Continuous interaction with the customer Iterative product development with integrated testing Tracks delivery of shippable products Taskboards, burndown charts, velocity lessons learned Customer signoff Iteration demo, review and Simpler estimation using effort chunks like small, medium or large effort Iterative scope refinement with minimal impact on project metrics More frequent review and meetings feasibility study Identify stakeholders Detailed scope, time, cost and quality planning Time, scope and cost is fixed Big bang delivery Customer interaction only during scope verification Tracks variance from the plan lessons learned Customer signoff PMBOK Phase Define phase objectives Detailed scope, time, cost and quality planning Sequential process of estimation > effort > time > resources > cost Product testing at the end of the phase Scope refinement through rigorous change control meetings with significant impact on project metrics Earned value method Review meetings happen during the closing process of phase Check phase gate exit criteria Application Areas Both PMI and Agile can be used in most of the given situations, however the effectiveness of one may be more in some specific types of project. PMI is most suited for projects with stable requirements and longer durations (over a year). Agile is suited for projects with shorter duration and evolving requirements. As compared to other domains, software development is extensively marked by shorter duration projects (6-8 weeks) and evolving requirements. As a result, Agile finds a remarkable application in this industry. On the other hand, domains like infrastructure projects, where we have much more clarity on the requirements, are a good opportunity for PMBOK application. 5

6 Conclusion The implementation approaches of both PMI and Agile are different but the fundamental principles of project management apply to both. PMI or Agile should not be seen as competing methodologies and are not meant to substitute one another. These methodologies have their own benefits in their specific context. References PMBOK 4 th edition Author Arnab Dey, Consultant - Process Assurance 6

7 MAVERIC SYSTEMS 2012 We re a leading provider of assurance services across the technology adoption lifecycle bringing tangible value to clients by singularly focusing on enhancing quality from requirements to release. Our Requirements Assurance, Application Assurance and Program Assurance bring end-to-end assurance capabilities to client engagements. We take accountability for requirements definition, requirements validation, comprehensive functional & non-functional testing and quality process assessment, definition & improvement. We support clients through managed testing services as well as testing of packaged applications. We have supported a large number of clients (in banking, insurance and telecom verticals) over the last decade through their transformation programs involving implementation of core business systems, CRM systems, payment systems, billing systems and other sub-systems. We power technology-led business transformation programs for leading corporates through our definitive domain expertise, superior knowledge of industry-standard solutions, innovative testing productivity accelerators and relentless passion. Headquartered in Chennai, we have offices in Mumbai, Bangalore, Dubai, Riyadh, London, New Jersey, Kuala Lumpur and Singapore. We also have a dedicated global offshore delivery center and a Testing R&D lab in Chennai. Maveric Systems Limited (Corporate Office): Fagun Mansion, 74, Ethiraj Salai, Egmore, Chennai Phone: Fax: Write to us at info@maveric-systems.com The contents of this document are entirely a Maveric perspective and is based on our experience and expertise in the industry. All rights reserved.

Ten Steps to Develop a Service Catalog

Ten Steps to Develop a Service Catalog 28-01-2013 Vol. 12 Abstract: Many senior IT managers today have a goal to run IT like a business. The Service Catalog is a critical first step for IT organizations to become more business and customer

More information

Configuration. & Release Management. Challenges for Diversified Technology Platforms

Configuration. & Release Management. Challenges for Diversified Technology Platforms 13-12-2012 Vol. 11 MAVERIC S POINT OF VIEW Application Change, Abstract: This paper demonstrates how an organization can successfully adopt an integrated Application Change, Configuration & Release Management

More information

How To Manage Release Management

How To Manage Release Management 11-12-2012 Vol. 10 MAVERIC S POINT OF VIEW Abstract: This paper highlights the guidelines that should be taken into consideration, including the tools and the processes, that are to be in place for efficient

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

Automation of Release and Deployment Management

Automation of Release and Deployment Management MAVERIC S POINT OF VIEW Automation of Release and Deployment Management ABSTRACT: This paper highlights why automation platforms for application release and deployment are becoming increasingly vital for

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

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

Integrating PRINCE2 and Scrum for successful new product development

Integrating PRINCE2 and Scrum for successful new product development 1 Goal Professional Services Pty Ltd 2 Renewtek Pty Ltd Integrating PRINCE2 and Scrum for successful new product development Rankins G J 1 and Kearns M 2 This paper was presented at the Australian Institute

More 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

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

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

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

CHAPTER 3 : AGILE METHODOLOGIES. 3.3 Various Agile Software development methodologies. 3.4 Advantage and Disadvantage of Agile Methodology

CHAPTER 3 : AGILE METHODOLOGIES. 3.3 Various Agile Software development methodologies. 3.4 Advantage and Disadvantage of Agile Methodology CHAPTER 3 : AGILE METHODOLOGIES 3.1Introductions 3.2 Main Stages in Agile project 3.3 Various Agile Software development methodologies 3.4 Advantage and Disadvantage of Agile Methodology 3.1Introductions

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

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

Mastering the Iteration: An Agile White Paper

Mastering the Iteration: An Agile White Paper Rally Software Development Corporation Whitepaper Mastering the Iteration: An Agile White Paper Dean Leffingwell Abstract: The heartbeat of Agile development is the iteration the ability of the team to

More information

Agile Project Forecasting Techniques. "Who Says You Can't Plan Agile Projects?" Matt Davis, PMP, MCITP October 21, 2013

Agile Project Forecasting Techniques. Who Says You Can't Plan Agile Projects? Matt Davis, PMP, MCITP October 21, 2013 Agile Project Forecasting Techniques "Who Says You Can't Plan Agile Projects?" Matt Davis, PMP, MCITP October 21, 2013 Learning Objectives 1. Review the Agile Project Management approach and it's relation

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

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

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

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

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

Agile Scrum Foundation Training

Agile Scrum Foundation Training IMPROVEMENT BV Liskesweg 2A 6031 SE Nederweert www.improvement-services.nl info@improvement-services.nl tel: 06-55348117 Tools for Optimum Performance Agile Scrum Foundation Training ~ Scrum Master Sample

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

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

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

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

What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery?

What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery? What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery? Our Findings Lean-Agile methods are helping workgroups to significantly increase their productivity

More information

Building Software in an Agile Manner

Building Software in an Agile Manner Building Software in an Agile Manner Abstract The technology industry continues to evolve with new products and category innovations defining and then redefining this sector's shifting landscape. Over

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

Project Lifecycle Management (PLM)

Project Lifecycle Management (PLM) Project Lifecycle Management (PLM) Process or Tool? Why PLM? Project Definition Project Management NEW REQUEST/ INITIATIVES SUPPORT (Quick fixes) PROJECT (Start Finish) ONGOING WORK (Continuous) ENHANCEMENTS

More 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

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

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

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

Case Study on Critical Success Factors of Running Scrum *

Case Study on Critical Success Factors of Running Scrum * Journal of Software Engineering and Applications, 2013, 6, 59-64 http://dx.doi.org/10.4236/jsea.2013.62010 Published Online February 2013 (http://www.scirp.org/journal/jsea) 59 Case Study on Critical Success

More information

Applying Lean on Agile Scrum Development Methodology

Applying Lean on Agile Scrum Development Methodology ISSN:2320-0790 Applying Lean on Agile Scrum Development Methodology SurendRaj Dharmapal, Dr. K. Thirunadana Sikamani Department of Computer Science, St. Peter University St. Peter s College of Engineering

More 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

Earned Value and Agile Reporting

Earned Value and Agile Reporting Earned Value and Agile Reporting Anthony Cabri, Mike Griffiths Quadrus Development Inc. Abstract This paper reviews the concepts of Earned Value Management established in traditional project management,

More information

SWX: The Software Extension to the PMBOK Guide for Project Management

SWX: The Software Extension to the PMBOK Guide for Project Management SWX: The Software Extension to the PMBOK Guide for Project Management prepared and presented by Richard E. (Dick) Fairley, PhD, CSDP Software and Systems Engineering Associates (S2EA) SWX Software Extension

More information

Scrum. Speaker: Dan Mezick Email: info@newtechusa.com. URL: NewTechUSA.com. http://www.newtechusa.com Copyright 2002: All rights reserved

Scrum. Speaker: Dan Mezick Email: info@newtechusa.com. URL: NewTechUSA.com. http://www.newtechusa.com Copyright 2002: All rights reserved 3 Roles, 3 Ceremonies, 3 Artifacts, 3 Best Practices Scrum Speaker: Dan Mezick Email: info@newtechusa.com Phone: 203-234-1404 URL: NewTechUSA.com Scrum s THREE ROLES The actors in Scrum: Product Owner,

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

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

The Agile PMO. Contents. Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404

The Agile PMO. Contents. Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404 The Agile PMO Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404 Kevin.thompson@cprime.com Abstract The development of Agile processes

More 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

Exhibit 1--Project Life Cycle Phases (PMI, 2004, p. 23) Exhibit 2--Waterfall Approach to Software Development (Royce, 1970, pg. 2).

Exhibit 1--Project Life Cycle Phases (PMI, 2004, p. 23) Exhibit 2--Waterfall Approach to Software Development (Royce, 1970, pg. 2). Agile Project Management and the PMBOK Guide Michele Sliger, President, Sliger Consulting, Inc. A common misconception in software project management is that in order to properly follow the practices outlined

More information

Agile project portfolio manageme nt

Agile project portfolio manageme nt Agile project portfolio manageme nt Agile project & portfolio summit at Harrisburg University May 9, 2016 Agile project portfolio management Agenda Portfolio management challenges Traditional portfolio

More information

Whitepaper. Agile Methodology: An Airline Business Case YOUR SUCCESS IS OUR FOCUS. Published on: Jun-09 Author: Ramesh & Lakshmi Narasimhan

Whitepaper. Agile Methodology: An Airline Business Case YOUR SUCCESS IS OUR FOCUS. Published on: Jun-09 Author: Ramesh & Lakshmi Narasimhan YOUR SUCCESS IS OUR FOCUS Whitepaper Published on: Jun-09 Author: Ramesh & Lakshmi Narasimhan 2009 Hexaware Technologies. All rights reserved. Table of Contents 1. Introduction 2. Subject Clarity 3. Agile

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

44-76 mix 2. Exam Code:MB5-705. Exam Name: Managing Microsoft Dynamics Implementations Exam

44-76 mix 2. Exam Code:MB5-705. Exam Name: Managing Microsoft Dynamics Implementations Exam 44-76 mix 2 Number: MB5-705 Passing Score: 800 Time Limit: 120 min File Version: 22.5 http://www.gratisexam.com/ Exam Code:MB5-705 Exam Name: Managing Microsoft Dynamics Implementations Exam Exam A QUESTION

More 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

Jukka Mannila KEY PERFORFORMANCE INDICATORS IN AGILE SOFTWARE DEVELOPMENT

Jukka Mannila KEY PERFORFORMANCE INDICATORS IN AGILE SOFTWARE DEVELOPMENT Jukka Mannila KEY PERFORFORMANCE INDICATORS IN AGILE SOFTWARE DEVELOPMENT Information Technology 2013 KEY PERFORFORMANCE INDICATORS IN AGILE SOFTWARE DEVELOPMENT Mannila, Jukka Satakunnan ammattikorkeakoulu,

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 SOFTWARE TESTING

AGILE SOFTWARE TESTING AGILE SOFTWARE TESTING Business environments continue to rapidly evolve, leaving many IT organizations struggling to keep up. This need for speed has led to an increased interest in the Agile software

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 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

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

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

serena.com An Introduction to Agile Software Development

serena.com An Introduction to Agile Software Development An Introduction to Agile Software Development June 2007 Table of Contents Executive summary... 3 Agile vs. waterfall: practical differences in methodology... 4 Two agile software development methodologies...

More information

An Agile Approach to Metrics :

An Agile Approach to Metrics : An Agile Approach to Metrics : Applied Macromeasurements to Ensure On-Time Delivery This article challenges the value of traditional metrics for managing product development schedules and presents a reality-based

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

Call for Tender for Application Development and Maintenance Services

Call for Tender for Application Development and Maintenance Services ADM Partners Reference #: 100001200 Call for Tender for Application Development and Maintenance Services Annex 2 - Agile Application Development and Maintenance Appendix A - OECD s Agile Practices and

More information

For External Use. Agile BI A story. Insight Session 16 September 2014. September 2014

For External Use. Agile BI A story. Insight Session 16 September 2014. September 2014 Agile BI A story Insight Session 16 September 2014 September 2014 Agenda Euroclear Who we are The Context Why we decided to go for Agile BI Agile BI in Project Management NBB reporting case study Agile

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

An Introduction to Agile Performance Management

An Introduction to Agile Performance Management ! 1 An Introduction to Agile Performance Management by Jeffrey B. Rothman, Ph.D. An Introduction to Agile This is a high level introduction to Agile -- a well known productivity framework for software

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

Scaling Scrum. Colin Bird & Rachel Davies Scrum Gathering London 2007. conchango 2007 www.conchango.com

Scaling Scrum. Colin Bird & Rachel Davies Scrum Gathering London 2007. conchango 2007 www.conchango.com Scaling Scrum Colin Bird & Rachel Davies Scrum Gathering London 2007 Scrum on a Slide Does Scrum Scale? Ok, so Scrum is great for a small team but what happens when you have to work on a big project? Large

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

Agile Software Development

Agile Software Development Agile Software Development Lecturer: Raman Ramsin Lecture 5 Scrum: Sprint Rules 1 Sprints: General Rules 1. A sprint spans: Sprint Planning, Sprint Execution, Sprint Review, and Sprint Retrospective. 2.

More information

Today: Software Development Models (cont)

Today: Software Development Models (cont) Today: Software Development Models (cont) CPSC 491 Development Processes (aka Development Lifecycle) Define the steps, and their order, to be carried out The main steps (or phases) generally include: 1.

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

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 Is Not Just for Software

Scrum Is Not Just for Software Scrum Is Not Just for Software A real-life application of Scrum outside IT. Robbie Mac Iver 2/9/2009. Agile methods like Scrum can be applied to any project effort to deliver improved results in ever evolving

More information

Overview of Scrum. Scrum Flow for one Sprint. 2015 SCRUMstudy.com. All Rights Reserved. Daily Standup. Release Planning Schedule. Create.

Overview of Scrum. Scrum Flow for one Sprint. 2015 SCRUMstudy.com. All Rights Reserved. Daily Standup. Release Planning Schedule. Create. Overview of Scrum Scrum is the most popular Agile framework. It is an adaptive, iterative, fast, flexible, and effective method designed to deliver significant value quickly and throughout a project. Scrum

More information

Quality Assurance in an Agile Environment

Quality Assurance in an Agile Environment Quality Assurance in an Agile Environment 1 Discussion Topic The Agile Movement Transition of QA practice and methods to Agile from Traditional Scrum and QA Recap Open Discussion www.emids.com 2 What is

More 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

MM Agile: SCRUM + Automotive SPICE. Electronics Infotainment & Telematics

MM Agile: SCRUM + Automotive SPICE. Electronics Infotainment & Telematics MM Agile: SCRUM + Automotive SPICE Electronics Infotainment & Telematics 20 Novembre, 2010 INDEX Introduction Why MM Agile Approach? How did we align classical and agile approach? How do we implement SCRUM?

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

Teaching an Elephant to Dance. Patterns and Practices for Scaling Agility

Teaching an Elephant to Dance. Patterns and Practices for Scaling Agility Teaching an Elephant to Dance Patterns and Practices for Scaling Agility Steve Povilaitis Enterprise Agile Coach LeadingAgile steve@leadingagile.com http://www.linkedin.com/in/stevepov/ Twitter: @stevepov

More information

PMP Examination Tasks Puzzle game

PMP Examination Tasks Puzzle game PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in

More information

Rolling Wave Planning: Manage Projects Without Going Under

Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under W. Charles Slaven MBA PMP CSSBB CPA (inactive) Director, Lean Deployment and Continuous

More information

0. INTRODUCTION 1. SCRUM OVERVIEW

0. INTRODUCTION 1. SCRUM OVERVIEW Scrum and CMMI: A High level assessment of compatibility Srinivas Chillara 1 and Pete Deemer 2 Abstract: This article s purpose is to assess the compatibility of Scrum with CMMI and also provide a base

More information

The Agile Project Manager

The Agile Project Manager The Agile Project Manager PMI Madrid, 29/1/2014 1 Jose Barato Consulting, Training and Tools in Project Management PMPeople (Managing Director) PMI Madrid Chapter (Director) PM-IB (founder, Vice-President)

More information

Bridging the Gap Between Acceptance Criteria and Definition of Done

Bridging the Gap Between Acceptance Criteria and Definition of Done Bridging the Gap Between Acceptance Criteria and Definition of Done Sowmya Purushotham, Amith Pulla sowmya.sudha@gmail.com, amith.pulla@intel.com Abstract With the onset of Scrum and as many organizations

More information

The Evolving State of ESPM

The Evolving State of ESPM Foreword Introduction Part One The Evolving State of ESPM xxxi xxxiii 1 Chapter 1 The Changing Landscape of Software Development What Is a Software Development Project? Examples of Two Software Development

More information

Testing and Scrum. Agenda. Fall 2007 Scrum Gathering

Testing and Scrum. Agenda. Fall 2007 Scrum Gathering Testing and Scrum Fall 2007 Scrum Gathering Ralph van Roosmalen Agenda Introduction The Classical Test Approach Organization Test Documentation Test Activities Recruitment Reporting Test Automation Lessons

More information

Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects

Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects Transdyne Corporation CMMI Implementations in Small & Medium Organizations Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects Dana Roberson Quality Software Engineer NNSA Service

More information

The Truth About Agile Software Development with Scrum, The Facts You Should Know

The Truth About Agile Software Development with Scrum, The Facts You Should Know The Truth About Agile Software Development with Scrum, The Facts You Should Know Copyright Notice of rights All rights reserved. No part of this book may be reproduced or transmitted in any form by any

More information

6 Oct 2011. Agile: Creating a Culture of Quality, Value and Feedback. Agile. Creating a Culture of Quality, Value and Feedback.

6 Oct 2011. Agile: Creating a Culture of Quality, Value and Feedback. Agile. Creating a Culture of Quality, Value and Feedback. Agile Creating a Culture of Quality, Value Rally Software 1 Rally Software Development Privately owned, venture-backed enterprise, founded in Boulder, CO in 2002, with 300 employees, Offices in London

More information

Digital Marketplace Services Service Definition

Digital Marketplace Services Service Definition Digital Marketplace Services Service Definition Arrk Limited Manchester Science Park Pencroft Way Manchester M15 6JJ Tel: +44 161 227 9900 Fax: +44 016 227 9966 www.arrkgroup.com Registered In England

More information

Thoughts on Agile. These types of project are known as closed or semi-closed projects: the objective is clear 2.

Thoughts on Agile. These types of project are known as closed or semi-closed projects: the objective is clear 2. What is Agile: Agile is a way of developing software and other soft products focused on flexibility and adapting to changing user or customer requirements to maximise value. In many circumstances the end

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

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

Agile Project Management with Scrum

Agile Project Management with Scrum Agile Project Management with Scrum Resource links http://www.agilealliance.org/ http://www.agilemanifesto.org/ http://www.scrum-master.com/ 1 Manifesto for Agile Software Development Individuals and interactions

More information

CMS XLC Guidelines for Agile Projects

CMS XLC Guidelines for Agile Projects Centers for Medicare & Medicaid Services CMS XLC Guidelines for Agile Projects v 1.0 09/03/2014 Record of Changes Version Date Author/Owner Description of Change 1.0 09/03/2014 XLC Steering Committee Formal

More information

Balancing the Outsourcing Equation

Balancing the Outsourcing Equation Whitepaper Balancing the Outsourcing Equation A Blueprint on how to obtain the benefits of outsourcing without the risks. 2013 Blueprint Software Systems Inc. All rights reserved Executive Summary This

More information

When Project Management meets Agile

When Project Management meets Agile When Project Management meets Agile By Adam Ryall 19 May 2014 Overview This whitepaper provides a summary of the points discussed in the Core Consulting Group Breakfast Event held in April 2014 Author

More information

Agile Methodology for Data Warehouse and Data Integration Projects

Agile Methodology for Data Warehouse and Data Integration Projects W H I T E P A P E R Agile Methodology for Data Warehouse and Data Integration Projects Karthik Kannan, Informatica Professional Services This document contains Confidential, Proprietary and Trade Secret

More information

Agile Planning & Metrics That Matter

Agile Planning & Metrics That Matter Agile Planning & Metrics That Matter www.agileforgovernment.com Transformation Strategy & Roadmap Agile & Cultural Training AgilityHealth Assessments Coaching AgileVideos.com About Me Sally Elatta Sally@AgileTransformation.com

More information

Statistics New Zealand is Agile Continued Implementation of AGILE Process at Statistics NZ

Statistics New Zealand is Agile Continued Implementation of AGILE Process at Statistics NZ Distr. GENERAL WP.22 17 May 2011 ENGLISH ONLY UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE (UNECE) CONFERENCE OF EUROPEAN STATISTICIANS EUROPEAN COMMISSION STATISTICAL OFFICE OF THE EUROPEAN UNION (EUROSTAT)

More information