1. Project Management and the Agile Manifesto
By Nanar Chahverdian
October 4, 2017

2. Nanar Chahverdian Project Manager Senior Software Engineer
EPAM Systems
November 2014 – Present
Senior Software Engineer
March 2014 – November 2014
Software Engineer
Netsoft USA
August 2011 – March 2014
Project Management Professional (PMP® )
audience experience?

3. Project Life Cycle Approaches (PMBOK® Guide)
A project life cycle is the series of phases that a project passes through from its initiation to its closure.
Predictive or plan-driven – In this approach the product and deliverables are defined at the beginning of the project and any changes to the scope are carefully managed.
Adaptive or change-driven – In this approach the product is developed over multiple iterations and detailed scope is defined for each iteration only as the iteration begins.
PMBOK, 38

4. Software Development Life Cycle (SDLC)

5. SDLC Approaches and Models
Big Bang Model
Predictive or plan-driven
Waterfall Model
Adaptive or change-driven
Agile Methodology

6. Big Bang Model

7. Waterfall Model

8. Iterative, Incremental Model

9. Agile Software Development
A group of software development methodologies based on iterative development, where requirements and solutions evolve via collaboration between self-organizing cross-functional teams.
The term was coined in the year 2001 when the Agile Manifesto was formulated.
Agile software development uses iterative development as a basis but advocates a lighter and more people-centric viewpoint than traditional approaches.
Agile processes fundamentally incorporate iteration and the continuous feedback that it provides to successively refine and deliver a software system.

10. http://agilemanifesto.org/ http://agilemanifesto.org/
1-interact, communicate, talk
2-provide solutions, not problem descriptions
3-understand what your client needs, not what he writes
4-be ready for changes, situation can change

11. Principles behind the Agile Manifesto
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for  the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a  preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need,  and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development  team is face-to-face conversation.

12. Principles behind the Agile Manifesto
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts  its behavior accordingly.

13. Agile Frameworks

14. SCRUM
Iterative and incremental Agile framework for development and management of software.
Potential shippable product
Story
grooming

15. Scrum Roles

16. Product Owner (builds the product)

17. Scrum Master (builds the product in a right way)

18. Development team (creates a product)
Understand The Process importance and conforms to it
Organize effectively to reach the Goals
Suggest solutions for the better product

19. Scrum ceremonies

20. Sprint planning Product Owner presents items to be done
Team estimates and commits to the number of user stories
Scrum Master helps to facilitate and engages

21. Daily Scrum Meeting (Stand Up)
“…meeting every morning to communicate
problems, solutions, and promote team focus.” (XP)
“…a 15 minute time-boxed event … to synchronize
activities and create a plan for the next 24 hours.”
(Scrum)

22. Sprint Review Development team: Presents done stories (demo).
Answers questions.
Product owner:
Accepts/rejects stories.
Provides feedback.
Updates product backlog.

23. Sprint Retrospective
The meeting to inspect performance last Sprint and adapt the process Purpose is learning and improvement (not a performance review)
Set the stage
Gather data
Generate insights
Next sprint starts with result of previous sprint retrospective

24. Artefacts Product backlog Sprint backlog Burn down chart Increment
Story
Bug
Chore
Epic
Prototype
Sprint backlog
Burn down chart
Increment
Burn down chart
Visualization of remaining effort for a given period of time.
Used to track the product development effort remaining.
Axis x, days
Axis y, effort
Guideline
Progress line

25. PMI Agile Certified Practitioner (PMI-ACP)®
If you’re experienced using agile approaches, have good collaboration skills, eagerly embrace complexity and thrive on rapid response times, then your talents are in demand.
The PMI Agile Certified Practitioner (PMI-ACP)® formally recognizes your knowledge of agile principles and your skill with agile techniques. It will make you shine even brighter to your employers, stakeholders and peers.