1. Agile Project Management

2. Announcements 2

3. Credit Suisse Information Session & Networking Event
Tuesday, September 12 at 6:00pm CIS Building—1st floor auditorium (CIS 1008)
Information Session
Please join us! Eligible students (those graduating between December 2018 and May/June 2019) are encouraged to attend our Credit Suisse Information Session. Credit Suisse representatives will host an information session to discuss our Raleigh-based 2018 Technology Summer Analyst program and answer questions about the application process.
Please click here to RVSP.

4. Announcements Outline: Process Groups – Traditional Agile Methodology
Intranet Site Project
Agile Methodology

5. Project Management Process Groups
Project management process groups include
initiating processes
planning processes
executing processes
monitoring and controlling processes
closing processes

6. Traditional Approach: Linear/Waterfall Strategy

7. Traditional Approach: Linear/Waterfall Strategy
Pre-Initiation
Generate Business Case (includes high level estimates on scope, cost, time, etc.)
Identify Sponsor and PM
Initiation
Project Charter
Stakeholder Identification

8. Traditional Approach:
Planning
Team Contract
Scope Statement
WBS
Gantt chart
Risks
Execution
PM acquires team then directs and manages work
Milestone reporting
Update progress (handle human resource issues)
Manage Communications
Ensure stakeholders remain engaged

9. Traditional Approach:
Monitor and Controlling
Change Control
Validate/Control Scope
Scheduling (forecasts)
Progress Reports
Closing
Final report and presentation
Client sign-off
Lessons-learned

10. Case Study: JWD Consulting’s Project Management Intranet Site
Case Background PM, Sponsor, Stakeholders Project Description

11. Project Pre-initiation
Senior managers often perform several pre-initiation tasks, including the following:
Determine the scope, time, and cost constraints for the project
Identify the project sponsor
Select the project manager
Develop a business case for a project
Meet with the project manager to review the process and expectations for managing the project
Determine if the project should be divided into two or more smaller projects

12. JWD Pre-initiation
What did JWD do for Pre-Initiation?

13. Project Initiation
Initiating a project includes recognizing and starting a new project or project phase

14. JWD Project Charters and Kick-off Meetings
Charters are normally short and include key project information and stakeholder signatures Kick-Off Meeting

15. JWD Stakeholder Mgmt Output: Register and Strategy
Management Strategy

16. Project Planning Primary Purpose: Guide Execution
Every knowledge area includes planning information
Key outputs included in the JWD project.
Document Location
PM Software
Wiki

17. Scope Statement TABLE 3-9 Scope statement (draft version)
Project Title: Project Management Intranet Site Project Date: May 18 Prepared by: Erica Bell, Project Manager,
Project Summary and Justification
Product Characteristics and Requirements: 1. Templates and tools
2. User submissions
3. Articles
4. Requests for articles
5. Links
6. The “Ask the Expert” feature must be user-friendly and capable of soliciting questions and immediately acknowledging that the question has been received in the proper format….
Summary of Project Deliverables Project management-related deliverables …
Product-related deliverables…

18. Figure 3-4. JWD Consulting Intranet Site Project Baseline Gantt Chart

19. List of Prioritized Risks

20. Project Executing Usually takes the most time and resources
JWD Milestone Report

21. Project Monitoring and Controlling
Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions

22. Project Closing
Involves gaining stakeholder and customer acceptance of the final products and services
Project
Normal
Operations
Closing

23. Agile Project Management
“Gartner predicts agile development will be used on 80% of all software development projects.”
What does this mean?
Why is it gaining popularity?
Gaining ground in PM community with certifications
APMG-International
PMI – Agile Certified Practitioner
Certified Scrum Master

24. Agile Makes Sense for Some Projects, But Not All
“Agile will be seen for what it is … and isn’t …. Project management organizations embracing Agile software and product development approaches will continue to grow while being faced with the challenge of demonstrating ROI through Agile adoption.”*
When not to use Agile PM
*J. Leroy Ward, “The Top Ten Project Management Trends for 2011,” projecttimes.com
(January 24, 2011).

25. Agile Makes Sense for Some Projects, But Not All
Goal
(ends)
Not
Clear 4 3 1 2
Solution
(means)
*Fernandez & Fernandez (2009), “Agile Project Management – Agilism versus Traditional Approach,” Journal of Computer Information Systems.

26. PM Network: At Odds?
Myths surrounding Agile PM:

27. Manifesto for Agile Software Development
“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
*Agile Manifesto,

28. From: https://platinumedge.com/blog/agile-roadmap-to-value

29. Scrum
According to the Scrum Alliance, Scrum is the leading agile development method for completing projects with a complex, innovative scope of work. (State of Scrum Report)

30. Scrum Roles
Primary Roles
Other potential Roles

31. Scrum Artifacts An artifact is a useful object created by people
Scrum artifacts include:

32. Scrum Ceremonies

33. Scrum Framework
Information Technology Project Management, Seventh Edition

34. Product Backlog
From jazz.net

35. Sprint Planning and Backlog
From

36. Product vs. Sprint Backlog
Item
Product Backlog
Sprint Backlog
Level of detail
Estimation units
Document ownership
Revised
Duration
Workbook
From msdn.microsoft.com

37. Burndown Chart

38. Agile, the PMBOK® Guide, and a New Certification
The PMBOK® Guide describes best practices for what should be done to manage projects. Agile is a methodology that describes how to manage projects. The Project Management Institute (PMI) recognized the increased interest in Agile, and introduced a new certification in 2011 called Agile Certified Practitioner (ACP).

39. Agile Approach: JWD Consulting’s Project Management Intranet Site
An agile project team typically uses several iterations or deliveries of software instead of waiting until the end of the project to provide one product.

40. Unique Scrum Activities by Process Group

41. Pre-Initiation and Initiation
Pre-Initiation and Initiation major tasks
# of releases and functionality by release
Sprints in release
Charter
Stakeholder Register
Kick-off Meetings

42. Planning Similar to Traditional Process Groups Differences:
Scope Statement and can use a Gantt chart for the entire project schedule; other planning similar (risk, etc.)
Differences:

43. JWD Intranet Site Project Baseline Gantt Chart Using Scrum Approach
3 releases vs.
1 release

44. JWD Product and Sprint Backlogs

45. Executing Similarities to Traditional Process Groups Differences:
Still produce products, lead people, etc.
Differences:
Information Technology Project Management, Seventh Edition

46. Monitoring and Controlling
Similarities to Traditional Process Groups
Still check actual work vs. planned work
Differences:
Information Technology Project Management, Seventh Edition

47. Sprint Board

48. Figure 3-7. Burndown Chart
Information Technology Project Management, Seventh Edition

49. Closing Similarities to Traditional Process Groups Differences:
Focus on acceptance of deliverables and reflection
Differences:

50. Chapter Summary Project Management Process Groups
Main activities of each process group mapped to knowledge areas
Information technology project management methodologies
JWD Consulting – Predictive vs. Agile
Biggest Difference: providing three releases of useable software versus just one