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Training of Agile Project
Management with Scrum
King Leong (Peter) Lo
100188178
Kwantlen HR Student
November 7, 2011




                            1
Training Objective
   All IT employees will be able to
    maximize productivity by applying
    Scrum methodology, reviewing their
    actual progress and adding value to
    the organization day by day.




                                          2
Agenda
   Introduction to Agile PM --------------------------
    p.5
   Research on Agile PM ------------------------------
    p.6
   Scrum Process --------------------------------------
    p.7
   Main Roles of Scrum PM --------------------------
    p.8
   Product Backlog List ------------------------------
    p.13
   Agile Prioritization --------------------------------
    p.14
   Sprint Backlog ------------------------------------- 3
Agenda (Cont’d)
   Tool 1 -- Task Boards --------------------------- p.25
   Tool 2 -- Sprint Backlog ------------------------ p.28
   Tool 3 -- Burn-down Chart --------------------- p.30
   Tool 4 -- Burn-up Chart ------------------------- p.35
   Testing -----------------------------------------------p.39
   Principles of Scrum PM ------------------------- p.42
   Causes of Project Failure ---------------------- p. 44
   Conclusion ----------------------------------------- p.46
   Q&A ------------------------------------------------- p.47
   References ---------------------------------------- p.49


                                                                  4
Introduction to Agile PM
 A new type of project management
 Allows IT teams to work more
  efficiently and flexibly.
 Allow them to catch up with the
  change of information technology
  (CCPaceSystems, 2011).




                                     5
Research on Agile PM




 (VersionOne, 2011, p.1)

                           6
Scrum Process




(Deemer, Benefield, Larman, & Vodde, 2010, p.5).
                                                   7
Main Roles of Scrum PM
1.   Product Owner
2.   ScrumMaster
3.   The Team
(Schwaber & Cohn, 2003).




                           8
Main Roles of Scrum PM
(Cont’d)
1.   Product Owner
     ◦ Create the organization’s vision;
     ◦ Create and release a Product Backlog list;
     ◦ Prioritize and update Product Backlogs
       items;
     ◦ Maximize return on investment (ROI) by
       giving the most valuable feature a priority
     (Schwaber & Cohn, 2003).



                                                 9
Main Roles of Scrum PM
(Cont’d)
2.   ScrumMaster
     ◦ Clarify the product vision and goals;
     ◦ Facilitate the team to turn the Product
       Backlog items into functionality;
     ◦ Hold Sprint meetings in the beginning of
       each iteration;
     ◦ Hold daily scrum meetings everyday;
     ◦ Remove potential barriers of the project;
     (Schwaber & Cohn, 2003).

                                                   10
Main Roles of Scrum PM
(Cont’d)
3.   The Team
     ◦ Divide Sprint Backlog items into small
       tasks;
     ◦ Decide how to manage their tasks;
     ◦ Decide how maximize productivity;
     ◦ Make a commitment to their tasks
     (Schwaber & Cohn, 2003).




                                                11
Main Roles of Scrum PM
(Cont’d)
How My Client Applies This Theory?
1. Product Owner – Alvin Sheng, the
   owner.
2. ScrumMaster – Han Yang, the IT
   leader.
3. The Team – Eric Lin & Venus Fung, IT
   employees.

(A. Sheng, personal communication,
September 19, 2011).
                                          12
Product Backlog List
  It contains all requirements from a
   customer, an IT development division,
   a marketing division, etc.
  The Product Owner needs to prioritize
   all items in the list and estimate time
   and budget for the project.
(Abrahamsson, Salo, Ronkainen, &
Warsta, 2002).


                                             13
Agile Prioritization
1.   Kano Analysis: Conduct survey and
     ask expert opinions to prioritise
     Product Backlog items (Cohn, 2008).
2.   Theme Screening: Create 5 to 9
     selection criteria, select a
     benchmark, and rank other
     themes/items (Cohn, 2008).



                                           14
Agile Prioritization (Cont’d)
3.   Theme Scoring: Create 5 to 9
     selection criteria, but use criteria to
     rate themes/ items (Cohn, 2008).
4.   Relative Weighting: Compare all
     themes and calculate their value and
     cost. The formula of Relative Value/
     Relative Cost (Cohn, 2008).



                                               15
Agile Prioritization (Cont’d)
Adding a New Item




(Griffiths, 2011)
                                        16
Agile Prioritization (Cont’d)
How My Client Applies This Theory?
 Alvin Sheng, the Product Owner, can:
  ◦ Fix time (Softhouse Consulting. n.d.).
  ◦ Prioritize all Product Backlog items based
    on ROI (Schwaber & Cohn, 2003).
    ROI = (Revenues – Costs)/ Costs (Saks &
     Haccoun, 2008).
    I personally suggest using Theme Scoring to
     prioritize items (Cohn, 2008).


                                                   17
Sprint Backlog
 It is about 2 to 4 weeks each and is
  fixed (Stevens, 2008).
 Pieces of Product Backlog (Softhouse
  Consulting, n.d.).
 The highest prioritized Sprint Backlog
  will be complete first, and so on
  (Softhouse Consulting, n.d.).



                                           18
Project Scheduling
 ScrumMaster can estimate both
  backlog size and the team’s velocity
  (Cottmeyer, 2010).
 The team should discuss and share
  opinions with one another (Cohn,
  2005).




                                         19
Project Scheduling (Cont’d)
How My Client Applies This Theory?
 IT employees have to:
    ◦ Thoroughly understand what the Product Backlog list
      is.
    ◦ Divide the Product Backlog into pieces of Sprint
      Backlog.
       The timeline of each Sprint Backlog is 2 to 4 weeks long.
    ◦ Divide Sprint Backlog into Backlog tasks.
    ◦ Make a commitment to those tasks (Stevens, 2008).

   However, all IT employees are new to the
    organization, they need time to learn more about
    one another (A. Sheng, personal communication,
    September 19, 2011).

                                                                    20
Daily Scrum Meetings
 Usually 15 minutes long each
 The purpose is to share
  information, synchronize work and
  develop a short-term plan.
 Three basic questions :
    1. What task have you completed
       yesterday?;
    2. What task will you complete today?;
       and
    3. Are there any obstacles?
                                             21
Scrum Daily Meetings
(Cont’d)
How My Client Applies This Theory?
 The owner and IT employees can
  meet in the organization for 15
  minutes everyday in order to keep
  track of the team’s performance and
  remove barriers (Schwaber &
  Sutherland, 2011).



                                        22
Retrospective Meetings
  Usually 3 hours long each
  Meet at the end of each iteration/
   sprint
  Briefing
(Softhouse Consulting, n.d.).




                                        23
Retrospective Meetings
(Cont’d)
How My Client Applies This Theory?
 The owner and IT employees can
  meet for 3 hours at the end of each
  iteration/ sprint in order to review the
  team’s performance and improve
  future performance (Softhouse
  Consulting, n.d).



                                             24
Tool 1 – Task Boards
Sample of Task Boards




(Mountain Goat Software, n.d.).

                                  25
Tool 1 – Task Boards (Cont’d)
   Terms of Task Boards Above
    ◦ Story: Product Backlog item;
    ◦ To Do: Tasks needed to accomplish;
    ◦ In Process: Tasks has been started
      already;
    ◦ To Verify: Tasks needed to be tested;
    ◦ Done: Tasks completed
    (Mountain Goat Software, n.d.).


                                              26
Tool 1 – Task Boards (Cont’d)
How My Client Applies This Tool?
 I will teach you how to draw it in the
  lecture.

   The IT leader can:
    ◦ draw a task board on the wall of the
      organization
    ◦ Update the team’s progress
    ◦ Monitor the whole project
    (Mountain Goat Software, n.d.).
                                             27
Tool 2 – Sprint Backlog
Sample of Sprint Backlog




     (Deemer et al., 2010, p.11).

                                    28
Tool 2 – Sprint Backlog
       (Cont’d)
How My Client Applies This Tool?




  (Deemer et al., 2010, p.11).
                                   29
Tool 3 – Burn-down Chart
Example of Burn-down Chart




     (Wenzel, 2010).
                                  30
Tool 3 – Burn-down Chart
(Cont’d)
Explanation for Burn-down Chart
  Y-axis is the total amounts of
   remaining tasks needed to complete.
  X-axis is the iteration timeline on a
   daily basis.
  The blue line is the ideal progress
  The red line is the actual progress
(Wenzel, 2010).

                                           31
Tool 3 – Burn-down Chart
(Cont’d)
Analysis of Burn-down Chart
  Keep track of the actual progress.
  Compare the actual progress with the
   desired progress.
  The actual progress is on schedule if
   the red line is below the blue line.
  The actual progress is behind
   schedule if the red line is above the
   blue line.
(Wenzel, 2010).
                                           32
Tool 3 – Burn-down Chart
(Cont’d)
Reaction to Forecast Delay
  1. Reduce Scope         2. Increase Velocity




  (Stevens, 2008, p.15)      (Stevens, 2008, p.15)



                                                     33
Tool 3 – Burn-down Chart
(Cont’d)
How My Client Applies This Tool?
 I will teach you how to draw it in the
  lecture.

   E.g. The owner and IT leader can
    compare both actual and desired
    progress to keep track of the team’s
    performance (Wenzel, 2010) and react
    to it if needed (Stevens, 2008).
                                           34
Tool 4 – Burn-up Chart
Example of a Burn-up Chart




   (Richardson, 2008)
                                   35
Tool 4 – Burn-up Chart
(Cont’d)
Explanation for Burn-up Chart
  Y-axis is the total amounts of actual
   tasks needed to complete.
  X-axis is the iteration timeline on a
   daily basis.
  The blue line is the total amount of
   tasks/ scope
  The red line is the actual progress
(Richardson, 2008).

                                           36
Tool 4 – Burn-up Chart
(Cont’d)
Analysis of Burn-up Chart
  Keep track of the actual progress.
  Show every change of scope during
    iteration.
        *The burn-down chart cannot show
it.
 (Richardson, 2008).


                                           37
Tool 4 – Burn-up Chart
(Cont’d)
How My Client Applies This Tool?
 I will teach you how to draw it in the
  lecture.

   E.g. The owner and the IT leader can
    use a burn-up chart to keep track of
    changes of the project scope, such as
    adding or removing some codes
    (Richardson, 2008; A. Sheng,
    personal communication, October 19,
    2011).
                                            38
Testing
1.   Unit Testing:
     ◦ Test a new code and determine whether it
       works or not (Sousa, n.d.).
2.   Integration Testing:
     ◦ Combine all new codes with the system at
       the end of each sprint (Sousa, n.d.).
3.   Regression Testing:
     ◦ Make sure that all new codes and
       previous codes do not contradict to one
       another (Hartman, 2010).

                                                 39
Testing (Cont'd)
    Test Driven Development Methodology




                             (Yenduri & Perkins, n.d. , p.2)
                                                               40
Testing (Cont'd)
How My Client Applies This Theory?
 The IT leader can:
  ◦ Follow TDD methodology
  ◦ Write a simple test just enough for a new
    code to pass or fail at the beginning.
  ◦ Test the code gradually.
     If the code fails the test, rework the code.
     If the code passes the test, renew the test.
  ◦ Continue to test the code until it meets the
    specification/ requirement.
(Yenduri & Perkins, n.d.).
                                                     41
Principles of Scrum PM
 ROI Maximization (Schwaber &
  Cohn, 2003).
 Fixed time (Schwaber & Sutherland,
  2011).
 Cost control (Loeser, 2006).
 High product quality (Holler &
  Culling, 2010).
 Risk management & scope
  management (Karlesky & Voord,
  2008).                               42
Principles of Scrum PM
(Cont’d)
 Simplicity (Holler & Culling, 2010).
 Adaptability (Holler & Culling, 2010).
 Flexibility (Griffiths, 2011).
 Transparency (CCPaceSystems,
  2011).
 Collaboration and Commitment
  (Schwaber & Cohn, 2003; Holler,
  2010).

                                           43
Causes of Project Failure
 Inaccurate project estimates
  (Brown, 2011).
 Artificial project estimates
  (Brown, 2011).
 Lack of ongoing agile PM training
  (Holler & Culling, 2010).
 Different thoughts on project
  management (Holler & Culling, 2010).

                                     44
Causes of Project Failure
(Cont’d)
 Neglect of other aspects of the
  organization (Holler & Culling, 2010).
 Complexity (Holler & Culling, 2010).
 Neglect of capability (Holler &
  Culling, 2010).
 Lack of regression testing
  (Hartman, 2010).



                                           45
Conclusion
1.   Wrap up
2.   If you have any questions, please
     feel free to email me at
     lkl12abcde@hotmail.com or call me
     at (778) 688-7666/cell.




                                         46
Q&A


      47
Thank You!


             48
References
   Abrahamsson, P., Salo, O., Ronkainen, J., & Warsta, J. (2002). Agile Software
    Development Methods Review and Analysis. Retrieved October 31, 2011, from
    http://www.vtt.fi/inf/pdf/publications/2002/P478.pdf
   Brown, J. T. (2011). What Causes Bad Estimates …and What You Can Do About
    It. Retrieved November 1, 2011, from http://www.pmi.org/eNews/Post/2011_10-
    24/What_Causes_Bad_Estimates.html
   CCPaceSystems. (2011). Agile Project Management. Retrieved September 18,
    2011, from http://ccpace.com/Resources/documents/AgileProjectManagement.pdf
   Cohn, M. (2005). Agile Estimating and Planning. Techniques for Estimating (Chap.
    6, pp. 49-60). Retrieved November 1, 2011, from
    http://www.mountaingoatsoftware.com/system/hidden_asset/file/15/aep_sample.p
    df
   Cohn, M. (2008). Prioritizing Your Product Backlog. Slideshow [PowerPoint
    slides]. Retrieved October 30, 2011, from
    http://www.mountaingoatsoftware.com/system/presentation/file/78/Cohn_Prioritizin
    gYourBacklog.pdf
   Cottmeyer, M. (2010). The Agile Project Manager. Retrieved September 18, 2011,
    from
    http://www.versionone.com/pdf/V1_The_Agile_Project_Manager.pdf?mkt_tok=3Rk
    MMJWWfF9wsRolv6zOZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScphI
    /qLAzICFpZo2FFOH/KGdY9O9ftY
   Deemer, P., Benefield, G., Larman, C., & Vodde, B. (2010). The Scrum Primer
    (Version 1.2). Retrieved October 31, 2011, from
    http://www.goodagile.com/scrumprimer/scrumprimer.pdf

                                                                                   49
References (1)
   Griffiths, M. (2011). Agile Prioritisation. Retrieved October 31, 2011, from
    http://leadinganswers.typepad.com/leading_answers/2011/07/agile-
    prioritisation.html
   Hartman, B. (2010). Failing with Agile: A How-to Guide. Slideshow [PowerPoint
    slides]. Retrieved September 18, 2011, from
    http://www.slideshare.net/lazygolfer/failing-with-
    agile?src=related_normal&rel=3275770
   Holler, R. (2010). Five Myths of Agile Development. Retrieved November 1, 2011,
    from
    http://www.versionone.com/pdf/5MythsOfAgileExplainedWP.pdf?mkt_tok=3RkMM
    JWWfF9wsRolv63NZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScpkI/qL
    AzICFpZo2FFOH/KGdY9O9ftY
   Holler, R. & Culling, I. (2010). From Agile Pilot Project to Enterprise-wide
    Deployment: Five Sure-fire Ways to Fail When You Scale. Retrieved November 1,
    2011, from
    http://www.versionone.com/pdf/ScalingAgileWP_0808.pdf?mkt_tok=3RkMMJWWf
    F9wsRolv63PZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScFgI/qLAzICF
    pZo2FFOH/KGdY9O9ftY
   Karlesky, M. & Voord, M. V. (2008). Agile Project Management (or, Burning Your
    Gantt Charts). Retrieved November 1, 2011, from
    http://www.atomicobject.com/files/EmbeddedAgilePMPaper.pdf




                                                                                  50
References (2)
   Loeser, A. (2006). Project Management and Scrum – A Side by Side
    Comparison. Retrieved November 1, 2011, from
    http://hosteddocs.ittoolbox.com/AL12.06.06.pdf
   Mountain Goat Software. (n.d). Training for Scrum Task Board Use.
    Retrieved November 1, 2011, from
    http://www.mountaingoatsoftware.com/scrum/task-boards
   Richardson, L. (2008). Forget Burndown Use Burnup Charts.
    Retrieved November 1, 2011, from
    http://www.nearinfinity.com/blogs/lee_richardson/forget_burndown_u
    se_burnup_charts.html
   Saks, A. M. & Haccoun, R. R. (2008). Managing Performance
    through Training and Development (5th ed.). Toronto: Nelson
    Education Ltd.
   Schwaber, K. & Cohn, M. (2003). The Need for Agile Project
    Management (Agile Times, vol. 1, January 2003). Retrieved
    November 2, 2011, from
    http://www.mountaingoatsoftware.com/system/article/file/14/Managin
    gAgileProjects.pdf
   Schwaber, K. & Sutherland, J. (2011). The Scrum Guide. The
    Definitive Guide to Scrum: The Rules of the Game. Retrieved
    October 31, 2011, from
    http://www.scrum.org/storage/scrumguides/Scrum_Guide.pdf          51
References (3)
   Sheng, A. (2011). All information of Mytrend Network Group, Inc. through personal
    communication.
   Softhouse Consulting. (n.d). Scrum in five minutes. Retrieved October
    31, 2011, from http://www.softhouse.se/Uploades/Scrum_eng_webb.pdf
   Stevens, P. (2008). Agile Project Management with Scrum. Retrieved November
    1, 2011, from http://www.sierra-charlie.com/download/Jugs-2008-08-final.pdf
   Sousa, S. D. (n.d). Agile Testing 1/2. Retrieved October 31, 2011, from
    http://www.my-project-management-expert.com/agile-testing.html
   VersionOne. (2011). Agile Development: A Manager’s Roadmap for Success.
    Retrieved November 3, 2011, from
    http://www.versionone.com/pdf/Agile_Managers_Roadmap.pdf?mkt_tok=3RkMMJ
    WWfF9wsRolv63MZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DSMVgI/qL
    AzICFpZo2FFOH/KGdY9O9ftY
   Wenzel, J. (2010). Burn Down Chart Tutorial: Simple Agile Project Tracking.
    Retrieved October 31, 2011, from http://joel.inpointform.net/software-
    development/burn-down-charts-tutorial-simple-agile-project-tracking/
   Yenduri, S. & Perkins, L.A. (n.d). Impact of Using Test-Driven Development: A
    Case Study. Retrieved November 1, 2011, from
    http://www.google.ca/url?sa=t&source=web&cd=3&ved=0CDUQFjAC&url=http%3
    A%2F%2Fciteseerx.ist.psu.edu%2Fviewdoc%2Fdownload%3Fdoi%3D10.1.1.94.
    9442%26rep%3Drep1%26type%3Dpdf&rct=j&q=agile%2C%20what%20is%20TT
    D%20approach&ei=0eiZTuiMFILWiAKMm6jbDA&usg=AFQjCNGocD0fkjSQd5Yh
    MpdihG1X7Rrr3Q&cad=rja


                                                                                    52

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Training of agile project management with scrum king leong lo (100188178)

  • 1. Training of Agile Project Management with Scrum King Leong (Peter) Lo 100188178 Kwantlen HR Student November 7, 2011 1
  • 2. Training Objective  All IT employees will be able to maximize productivity by applying Scrum methodology, reviewing their actual progress and adding value to the organization day by day. 2
  • 3. Agenda  Introduction to Agile PM -------------------------- p.5  Research on Agile PM ------------------------------ p.6  Scrum Process -------------------------------------- p.7  Main Roles of Scrum PM -------------------------- p.8  Product Backlog List ------------------------------ p.13  Agile Prioritization -------------------------------- p.14  Sprint Backlog ------------------------------------- 3
  • 4. Agenda (Cont’d)  Tool 1 -- Task Boards --------------------------- p.25  Tool 2 -- Sprint Backlog ------------------------ p.28  Tool 3 -- Burn-down Chart --------------------- p.30  Tool 4 -- Burn-up Chart ------------------------- p.35  Testing -----------------------------------------------p.39  Principles of Scrum PM ------------------------- p.42  Causes of Project Failure ---------------------- p. 44  Conclusion ----------------------------------------- p.46  Q&A ------------------------------------------------- p.47  References ---------------------------------------- p.49 4
  • 5. Introduction to Agile PM  A new type of project management  Allows IT teams to work more efficiently and flexibly.  Allow them to catch up with the change of information technology (CCPaceSystems, 2011). 5
  • 6. Research on Agile PM (VersionOne, 2011, p.1) 6
  • 7. Scrum Process (Deemer, Benefield, Larman, & Vodde, 2010, p.5). 7
  • 8. Main Roles of Scrum PM 1. Product Owner 2. ScrumMaster 3. The Team (Schwaber & Cohn, 2003). 8
  • 9. Main Roles of Scrum PM (Cont’d) 1. Product Owner ◦ Create the organization’s vision; ◦ Create and release a Product Backlog list; ◦ Prioritize and update Product Backlogs items; ◦ Maximize return on investment (ROI) by giving the most valuable feature a priority (Schwaber & Cohn, 2003). 9
  • 10. Main Roles of Scrum PM (Cont’d) 2. ScrumMaster ◦ Clarify the product vision and goals; ◦ Facilitate the team to turn the Product Backlog items into functionality; ◦ Hold Sprint meetings in the beginning of each iteration; ◦ Hold daily scrum meetings everyday; ◦ Remove potential barriers of the project; (Schwaber & Cohn, 2003). 10
  • 11. Main Roles of Scrum PM (Cont’d) 3. The Team ◦ Divide Sprint Backlog items into small tasks; ◦ Decide how to manage their tasks; ◦ Decide how maximize productivity; ◦ Make a commitment to their tasks (Schwaber & Cohn, 2003). 11
  • 12. Main Roles of Scrum PM (Cont’d) How My Client Applies This Theory? 1. Product Owner – Alvin Sheng, the owner. 2. ScrumMaster – Han Yang, the IT leader. 3. The Team – Eric Lin & Venus Fung, IT employees. (A. Sheng, personal communication, September 19, 2011). 12
  • 13. Product Backlog List  It contains all requirements from a customer, an IT development division, a marketing division, etc.  The Product Owner needs to prioritize all items in the list and estimate time and budget for the project. (Abrahamsson, Salo, Ronkainen, & Warsta, 2002). 13
  • 14. Agile Prioritization 1. Kano Analysis: Conduct survey and ask expert opinions to prioritise Product Backlog items (Cohn, 2008). 2. Theme Screening: Create 5 to 9 selection criteria, select a benchmark, and rank other themes/items (Cohn, 2008). 14
  • 15. Agile Prioritization (Cont’d) 3. Theme Scoring: Create 5 to 9 selection criteria, but use criteria to rate themes/ items (Cohn, 2008). 4. Relative Weighting: Compare all themes and calculate their value and cost. The formula of Relative Value/ Relative Cost (Cohn, 2008). 15
  • 16. Agile Prioritization (Cont’d) Adding a New Item (Griffiths, 2011) 16
  • 17. Agile Prioritization (Cont’d) How My Client Applies This Theory?  Alvin Sheng, the Product Owner, can: ◦ Fix time (Softhouse Consulting. n.d.). ◦ Prioritize all Product Backlog items based on ROI (Schwaber & Cohn, 2003).  ROI = (Revenues – Costs)/ Costs (Saks & Haccoun, 2008).  I personally suggest using Theme Scoring to prioritize items (Cohn, 2008). 17
  • 18. Sprint Backlog  It is about 2 to 4 weeks each and is fixed (Stevens, 2008).  Pieces of Product Backlog (Softhouse Consulting, n.d.).  The highest prioritized Sprint Backlog will be complete first, and so on (Softhouse Consulting, n.d.). 18
  • 19. Project Scheduling  ScrumMaster can estimate both backlog size and the team’s velocity (Cottmeyer, 2010).  The team should discuss and share opinions with one another (Cohn, 2005). 19
  • 20. Project Scheduling (Cont’d) How My Client Applies This Theory?  IT employees have to: ◦ Thoroughly understand what the Product Backlog list is. ◦ Divide the Product Backlog into pieces of Sprint Backlog.  The timeline of each Sprint Backlog is 2 to 4 weeks long. ◦ Divide Sprint Backlog into Backlog tasks. ◦ Make a commitment to those tasks (Stevens, 2008).  However, all IT employees are new to the organization, they need time to learn more about one another (A. Sheng, personal communication, September 19, 2011). 20
  • 21. Daily Scrum Meetings  Usually 15 minutes long each  The purpose is to share information, synchronize work and develop a short-term plan.  Three basic questions : 1. What task have you completed yesterday?; 2. What task will you complete today?; and 3. Are there any obstacles? 21
  • 22. Scrum Daily Meetings (Cont’d) How My Client Applies This Theory?  The owner and IT employees can meet in the organization for 15 minutes everyday in order to keep track of the team’s performance and remove barriers (Schwaber & Sutherland, 2011). 22
  • 23. Retrospective Meetings  Usually 3 hours long each  Meet at the end of each iteration/ sprint  Briefing (Softhouse Consulting, n.d.). 23
  • 24. Retrospective Meetings (Cont’d) How My Client Applies This Theory?  The owner and IT employees can meet for 3 hours at the end of each iteration/ sprint in order to review the team’s performance and improve future performance (Softhouse Consulting, n.d). 24
  • 25. Tool 1 – Task Boards Sample of Task Boards (Mountain Goat Software, n.d.). 25
  • 26. Tool 1 – Task Boards (Cont’d)  Terms of Task Boards Above ◦ Story: Product Backlog item; ◦ To Do: Tasks needed to accomplish; ◦ In Process: Tasks has been started already; ◦ To Verify: Tasks needed to be tested; ◦ Done: Tasks completed (Mountain Goat Software, n.d.). 26
  • 27. Tool 1 – Task Boards (Cont’d) How My Client Applies This Tool?  I will teach you how to draw it in the lecture.  The IT leader can: ◦ draw a task board on the wall of the organization ◦ Update the team’s progress ◦ Monitor the whole project (Mountain Goat Software, n.d.). 27
  • 28. Tool 2 – Sprint Backlog Sample of Sprint Backlog (Deemer et al., 2010, p.11). 28
  • 29. Tool 2 – Sprint Backlog (Cont’d) How My Client Applies This Tool? (Deemer et al., 2010, p.11). 29
  • 30. Tool 3 – Burn-down Chart Example of Burn-down Chart (Wenzel, 2010). 30
  • 31. Tool 3 – Burn-down Chart (Cont’d) Explanation for Burn-down Chart  Y-axis is the total amounts of remaining tasks needed to complete.  X-axis is the iteration timeline on a daily basis.  The blue line is the ideal progress  The red line is the actual progress (Wenzel, 2010). 31
  • 32. Tool 3 – Burn-down Chart (Cont’d) Analysis of Burn-down Chart  Keep track of the actual progress.  Compare the actual progress with the desired progress.  The actual progress is on schedule if the red line is below the blue line.  The actual progress is behind schedule if the red line is above the blue line. (Wenzel, 2010). 32
  • 33. Tool 3 – Burn-down Chart (Cont’d) Reaction to Forecast Delay 1. Reduce Scope 2. Increase Velocity (Stevens, 2008, p.15) (Stevens, 2008, p.15) 33
  • 34. Tool 3 – Burn-down Chart (Cont’d) How My Client Applies This Tool?  I will teach you how to draw it in the lecture.  E.g. The owner and IT leader can compare both actual and desired progress to keep track of the team’s performance (Wenzel, 2010) and react to it if needed (Stevens, 2008). 34
  • 35. Tool 4 – Burn-up Chart Example of a Burn-up Chart (Richardson, 2008) 35
  • 36. Tool 4 – Burn-up Chart (Cont’d) Explanation for Burn-up Chart  Y-axis is the total amounts of actual tasks needed to complete.  X-axis is the iteration timeline on a daily basis.  The blue line is the total amount of tasks/ scope  The red line is the actual progress (Richardson, 2008). 36
  • 37. Tool 4 – Burn-up Chart (Cont’d) Analysis of Burn-up Chart  Keep track of the actual progress.  Show every change of scope during iteration. *The burn-down chart cannot show it. (Richardson, 2008). 37
  • 38. Tool 4 – Burn-up Chart (Cont’d) How My Client Applies This Tool?  I will teach you how to draw it in the lecture.  E.g. The owner and the IT leader can use a burn-up chart to keep track of changes of the project scope, such as adding or removing some codes (Richardson, 2008; A. Sheng, personal communication, October 19, 2011). 38
  • 39. Testing 1. Unit Testing: ◦ Test a new code and determine whether it works or not (Sousa, n.d.). 2. Integration Testing: ◦ Combine all new codes with the system at the end of each sprint (Sousa, n.d.). 3. Regression Testing: ◦ Make sure that all new codes and previous codes do not contradict to one another (Hartman, 2010). 39
  • 40. Testing (Cont'd) Test Driven Development Methodology (Yenduri & Perkins, n.d. , p.2) 40
  • 41. Testing (Cont'd) How My Client Applies This Theory?  The IT leader can: ◦ Follow TDD methodology ◦ Write a simple test just enough for a new code to pass or fail at the beginning. ◦ Test the code gradually.  If the code fails the test, rework the code.  If the code passes the test, renew the test. ◦ Continue to test the code until it meets the specification/ requirement. (Yenduri & Perkins, n.d.). 41
  • 42. Principles of Scrum PM  ROI Maximization (Schwaber & Cohn, 2003).  Fixed time (Schwaber & Sutherland, 2011).  Cost control (Loeser, 2006).  High product quality (Holler & Culling, 2010).  Risk management & scope management (Karlesky & Voord, 2008). 42
  • 43. Principles of Scrum PM (Cont’d)  Simplicity (Holler & Culling, 2010).  Adaptability (Holler & Culling, 2010).  Flexibility (Griffiths, 2011).  Transparency (CCPaceSystems, 2011).  Collaboration and Commitment (Schwaber & Cohn, 2003; Holler, 2010). 43
  • 44. Causes of Project Failure  Inaccurate project estimates (Brown, 2011).  Artificial project estimates (Brown, 2011).  Lack of ongoing agile PM training (Holler & Culling, 2010).  Different thoughts on project management (Holler & Culling, 2010). 44
  • 45. Causes of Project Failure (Cont’d)  Neglect of other aspects of the organization (Holler & Culling, 2010).  Complexity (Holler & Culling, 2010).  Neglect of capability (Holler & Culling, 2010).  Lack of regression testing (Hartman, 2010). 45
  • 46. Conclusion 1. Wrap up 2. If you have any questions, please feel free to email me at lkl12abcde@hotmail.com or call me at (778) 688-7666/cell. 46
  • 47. Q&A 47
  • 49. References  Abrahamsson, P., Salo, O., Ronkainen, J., & Warsta, J. (2002). Agile Software Development Methods Review and Analysis. Retrieved October 31, 2011, from http://www.vtt.fi/inf/pdf/publications/2002/P478.pdf  Brown, J. T. (2011). What Causes Bad Estimates …and What You Can Do About It. Retrieved November 1, 2011, from http://www.pmi.org/eNews/Post/2011_10- 24/What_Causes_Bad_Estimates.html  CCPaceSystems. (2011). Agile Project Management. Retrieved September 18, 2011, from http://ccpace.com/Resources/documents/AgileProjectManagement.pdf  Cohn, M. (2005). Agile Estimating and Planning. Techniques for Estimating (Chap. 6, pp. 49-60). Retrieved November 1, 2011, from http://www.mountaingoatsoftware.com/system/hidden_asset/file/15/aep_sample.p df  Cohn, M. (2008). Prioritizing Your Product Backlog. Slideshow [PowerPoint slides]. Retrieved October 30, 2011, from http://www.mountaingoatsoftware.com/system/presentation/file/78/Cohn_Prioritizin gYourBacklog.pdf  Cottmeyer, M. (2010). The Agile Project Manager. Retrieved September 18, 2011, from http://www.versionone.com/pdf/V1_The_Agile_Project_Manager.pdf?mkt_tok=3Rk MMJWWfF9wsRolv6zOZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScphI /qLAzICFpZo2FFOH/KGdY9O9ftY  Deemer, P., Benefield, G., Larman, C., & Vodde, B. (2010). The Scrum Primer (Version 1.2). Retrieved October 31, 2011, from http://www.goodagile.com/scrumprimer/scrumprimer.pdf 49
  • 50. References (1)  Griffiths, M. (2011). Agile Prioritisation. Retrieved October 31, 2011, from http://leadinganswers.typepad.com/leading_answers/2011/07/agile- prioritisation.html  Hartman, B. (2010). Failing with Agile: A How-to Guide. Slideshow [PowerPoint slides]. Retrieved September 18, 2011, from http://www.slideshare.net/lazygolfer/failing-with- agile?src=related_normal&rel=3275770  Holler, R. (2010). Five Myths of Agile Development. Retrieved November 1, 2011, from http://www.versionone.com/pdf/5MythsOfAgileExplainedWP.pdf?mkt_tok=3RkMM JWWfF9wsRolv63NZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScpkI/qL AzICFpZo2FFOH/KGdY9O9ftY  Holler, R. & Culling, I. (2010). From Agile Pilot Project to Enterprise-wide Deployment: Five Sure-fire Ways to Fail When You Scale. Retrieved November 1, 2011, from http://www.versionone.com/pdf/ScalingAgileWP_0808.pdf?mkt_tok=3RkMMJWWf F9wsRolv63PZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DScFgI/qLAzICF pZo2FFOH/KGdY9O9ftY  Karlesky, M. & Voord, M. V. (2008). Agile Project Management (or, Burning Your Gantt Charts). Retrieved November 1, 2011, from http://www.atomicobject.com/files/EmbeddedAgilePMPaper.pdf 50
  • 51. References (2)  Loeser, A. (2006). Project Management and Scrum – A Side by Side Comparison. Retrieved November 1, 2011, from http://hosteddocs.ittoolbox.com/AL12.06.06.pdf  Mountain Goat Software. (n.d). Training for Scrum Task Board Use. Retrieved November 1, 2011, from http://www.mountaingoatsoftware.com/scrum/task-boards  Richardson, L. (2008). Forget Burndown Use Burnup Charts. Retrieved November 1, 2011, from http://www.nearinfinity.com/blogs/lee_richardson/forget_burndown_u se_burnup_charts.html  Saks, A. M. & Haccoun, R. R. (2008). Managing Performance through Training and Development (5th ed.). Toronto: Nelson Education Ltd.  Schwaber, K. & Cohn, M. (2003). The Need for Agile Project Management (Agile Times, vol. 1, January 2003). Retrieved November 2, 2011, from http://www.mountaingoatsoftware.com/system/article/file/14/Managin gAgileProjects.pdf  Schwaber, K. & Sutherland, J. (2011). The Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. Retrieved October 31, 2011, from http://www.scrum.org/storage/scrumguides/Scrum_Guide.pdf 51
  • 52. References (3)  Sheng, A. (2011). All information of Mytrend Network Group, Inc. through personal communication.  Softhouse Consulting. (n.d). Scrum in five minutes. Retrieved October 31, 2011, from http://www.softhouse.se/Uploades/Scrum_eng_webb.pdf  Stevens, P. (2008). Agile Project Management with Scrum. Retrieved November 1, 2011, from http://www.sierra-charlie.com/download/Jugs-2008-08-final.pdf  Sousa, S. D. (n.d). Agile Testing 1/2. Retrieved October 31, 2011, from http://www.my-project-management-expert.com/agile-testing.html  VersionOne. (2011). Agile Development: A Manager’s Roadmap for Success. Retrieved November 3, 2011, from http://www.versionone.com/pdf/Agile_Managers_Roadmap.pdf?mkt_tok=3RkMMJ WWfF9wsRolv63MZKXonjHpfsX57%2BssWKe0lMI/0ER3fOvrPUfGjI4DSMVgI/qL AzICFpZo2FFOH/KGdY9O9ftY  Wenzel, J. (2010). Burn Down Chart Tutorial: Simple Agile Project Tracking. Retrieved October 31, 2011, from http://joel.inpointform.net/software- development/burn-down-charts-tutorial-simple-agile-project-tracking/  Yenduri, S. & Perkins, L.A. (n.d). Impact of Using Test-Driven Development: A Case Study. Retrieved November 1, 2011, from http://www.google.ca/url?sa=t&source=web&cd=3&ved=0CDUQFjAC&url=http%3 A%2F%2Fciteseerx.ist.psu.edu%2Fviewdoc%2Fdownload%3Fdoi%3D10.1.1.94. 9442%26rep%3Drep1%26type%3Dpdf&rct=j&q=agile%2C%20what%20is%20TT D%20approach&ei=0eiZTuiMFILWiAKMm6jbDA&usg=AFQjCNGocD0fkjSQd5Yh MpdihG1X7Rrr3Q&cad=rja 52