1. Project Management Foundations
Course 104 – Introduction to Agile Project Management Concepts

2. Target Student Audience
• Little to no experience with:
– Formal Project Management Concepts
– PMI Project Management Body of Knowledge
– Agile Project Management Concepts
– SCRUM Methodology
• Frustrated with:
– Poorly Organized Work Efforts
– Lack of Leadership in Project Efforts
– Applying “Waterfall-based” techniques to all
projects
– Project management approaches that have
excessive process and document requirements

3. Course 104 – Introduction to Agile Project Management Concepts
Course Syllabus:
Segment Introduction to Agile Project Management
One Concepts
Segment A Closer Look at SCRUM
Two
Segment
Applying Agile PM to Your Organization
Three
QUIZ Demonstrate What You’ve Learned!

4. Introduction to Agile Project
Management Concepts

5. What is Agile Project Management?
• Definition:
– “Iterative method of determining requirements for engineering and
information technology development projects in a highly flexible and
interactive manner”1
• Agile is most effective on projects that are:
– Very complex for the end user or project sponsorship to technically
understand
– Difficult to fully define the full scope or set of requirements at the
beginning of the project
– Likely to have many changes or updates during the project lifecycle
http://en.wikipedia.org/wiki/Agile_management

6. Historical Influences and Chronology of
Agile Methodology
1950s & 1960s 1990s
• Plan-Do-Check-Act (PDCA) Cycles • Crystal Methods
• Total Quality Management (TQM)
• Lean Software Development
• Rational Unified Process (RUP)
• Toyota Production System (TPS)
• Dynamic Software Development Method (DSDM)
1970s & 1980s • Observe-Orient-Decide-Act Loop (OODA)
• Lean Manufacturing • Feature Driven Development
• Six Sigma • eXtreme Programming (XP)
• Theory of Constraints (ToC) • Adaptive Software Development
• SCRUM Methodology
2000s:
• Software Development Life Cycle (SDLC)
• The Agile Manifesto
• http://www.agilemanifesto.org

7. The Agile Manifesto’s Statement of Values
Individuals and Interactions
Individuals and Interactions over Process and Tools
Process and Tools
Working Systems
Working Systems over Comprehensive Documentation
Comprehensive Documentation
Customer Collaboration
Customer Collaboration over Contract Negotiation
Contract Negotiation
Responding to Change
Responding to Change over Following a Plan
Following a Plan
While agile practitioners value the items on the left, they value the items on the right even more!
Source: www.agilemanifesto.org

8. The Twelve Principles of the Agile Manifesto
1. Customer satisfaction by rapid delivery of useful software
2. Welcome changing requirements, even late in development
3. Working software is delivered frequently (weeks rather than months)
4. Working software is the principal measure of progress
5. Sustainable development, able to maintain a constant pace
6. Close, daily cooperation between business people and developers
7. Face-to-face conversation is the best form of communication (co-location)
8. Projects are built around motivated individuals, who should be trusted
9. Continuous attention to technical excellence and good design
10. Simplicity is essential
11. Self-organizing teams
12. Regular adaptation to changing circumstances

9. Agile Principles in Action
Key Agile Principles: Delivering Customer Value with
Delivering Customer Value with
• Focus on Customer Value – Align project, Agile Project Management
Agile Project Management
product and team visions to deliver better
product quality – faster and cheaper. The right product, at the right time, for the
The right product, at the right time, for the
right price.
right price.
• Small Batches - Create a flow of value to
customers by “chunking” feature delivery into •Higher Quality: “Designed-to-fit”
•Higher Quality: “Designed-to-fit”
small increments.
product with flexibility to change.
product with flexibility to change.
• Small, Integrated Teams - Intense
collaboration via face-to-face communication, •Increased Throughput: Iterative and
•Increased Throughput: Iterative and
collocation, etc; diversified roles on integrated, incremental project and product “chunks”
incremental project and product “chunks”
self-organizing, self-disciplined teams. with earlier value delivery.
with earlier value delivery.
• Small, Continuous Improvements – Teams
reflect, learn and adapt to change; work informs •Reduced Waste: Lean, efficient processes
•Reduced Waste: Lean, efficient processes
the plan. with lower costs and higher productivity.
with lower costs and higher productivity.

10. How The Agile Lifecycle Works
Key Agile Practices:
• Release Planning
• Sprint Planning
• Daily Scrum/Standup
• Fixed-length sprints
• Sprint Review
• Sprint Retrospective
Identify top-priority items and deliver
Identify top-priority items and deliver
them rapidly using:
them rapidly using:
• Small batches
• Small batches
• Small integrated teams
• Small integrated teams
• Small, continuous improvements
• Small, continuous improvements

11. Agile Software Development
Methodology

12. A Closer Look At
SCRUM

13. What is SCRUM?
• Definition:
– “SCRUM is an iterative and incremental development framework for
managing technology projects and product development. Its focus is on
a flexible, holistic product development strategy where a development
team works as a unit to reach a common goal as opposed to a
traditional, sequential (waterfall) approach.”

14. How Scrum Works
• Projects are made up of self-organizing teams
• Requirements are captured as a list of tasks placed on a
“product backlog” chart
– These task items make up what is known as a “user story”
• Product development is conducted along a series of month-
long “sprints” made up of a logical amount of tasks that can
delivered in that timeframe
• No specific design and development practices are prescribed
– The self-organizing teams determine the best way to successfully
complete the tasks within the sprint

15. What is a Sprint?
• Scrum projects make progress
in a series of “sprints”
• Typical duration of each sprint
is 30 days although anywhere
between 2-6 weeks is usually
acceptable
• The product outcome planned
for the sprint is completely
designed, built and tested
during the sprint ©The Code Project Open License (CPOL)
• Once a sprint is started, it is
allowed to finish without
modification

16. Scrum & Change Management
Before/After Sprint During Sprint

17. Scrum Roles
• Product Owner
• ScrumMaster
• Scrum Team

18. The Product Owner
• Represents the “Voice of the Customer”
• States requirements of the product as a “User Story”
• Defines the features of the product
• Decides on release date and content
• Is accountable for ensuring the product has a
business need and value
• Prioritizes features according to the defined business
need/value
• Adjusts features and priority every iteration (between
sprints)
• Accepts or rejects the work results both at the end of
each sprint and at the final product review

19. The ScrumMaster
• Represents management to the project
• Responsible for enacting Scrum values and
practices
• Removes impediments
• Ensure that the team is fully functional and
productive
• Enable close cooperation across all roles and
functions
• Shield the team from external interferences

20. The Scrum Team
• Typically limited to 5-9 people
• “If the team can't be fed by two pizzas, then it's too
big” – Steve Bezos, CEO of Amazon
• Cross-functional skill sets
• Members should be dedicated full-time
• May be some exceptions for niche players
• Teams are self-organizing
• Membership should change only between
sprints

21. Scrum Activities
• Establish the Product Backlog
• Create the Sprint Backlog
• Sprint Planning
• Sprint Execution / Daily SCRUM
• Sprint Closing Activities
• Product Backlog Refining

22. Establish The Product Backlog
• Completed and prioritized by
the Product Owner
• A list of all desired work on
the project
• A list of the “must have’s” vs.
the “nice to haves’”
• Usually captured as a “user
story” that describes the need,
value and use of the item
• Reprioritized at the start of
each sprint

23. A Sample Product Backlog
User Story Initial Estimate
As a salesperson, I would like to allow a prospect to email me
6
directly with questions
As a customer, I want to be able to order direct from the web 5
As a customer, I want to be able to cancel or change my order from
3
the web
As a warehouse manager, I want to be able to get an automated
8
“pick list” of the customer’s order emailed to my team
Eliminate paper handling between sales and the warehouse 8
Integrate with financial management systems 30
Integrate with inventory management systems 50

24. Establishing the Sprint Backlog
• The Scrum Team selects items from the
product backlog they can commit to
completing within the planned sprint duration
• Sprint backlog is created based on the user
stories selected
• Tasks are identified and each is estimated for
time required
– 1 hour minimum to 40 hours maximum
• The ScrumMaster facilitates the discussion
but the SCRUM Team is responsible for
completion
• High-level design framework is considered to
As a salesperson, I would like ensure the end product
to allow a prospect to email
me directly with questions
• Design mailto: form and interface (2)
• Position interface on ‘Contact Us’ Page (1)
• Configure mail routing protocols (2)
• Map mail routing and store in sprint design log
(1)

25. Managing The Sprint Backlog
• Individuals sign up for work tasks of their own choosing
 Work is never assigned
• Estimated work remaining is updated daily
• Any work that can’t be readily defined should be saved for the end of the
sprint and updated as more becomes known
• Once the Sprint Backlog is defined, it is LOCKED and no changes can be
made by those outside of the Scrum Team until the sprint is over
 Any team member can add, delete or change the sprint backlog

26. A Sample Sprint Backlog
Tasks
Tasks Mon Tues Wed Thur
Mon Tues Wed Thur Fri
Fri
Design mailto: form and interface 2 1
Position interface on ‘Contact Us’
Page 1 1 1
Configure mail routing protocols 2 1
Map mail routing and store in sprint
design log 1 1 1 1
TOTAL EFFORT REMAINING  6 4 2 1 0

27. Sprint Execution
The Daily Scrum:
•Stand-up Meeting
•No longer than 20 minutes
•Anyone is welcome, but only Team
Members, ScrumMaster, and Product
Owner can talk
•Daily Scrum is NOT a problem
solving meeting
•Three questions are asked of each
Team Member:
1. What did you do yesterday?
• Not a status report but a list of tasks
The ScrumMaster will provide completed and started
general status updates, discuss issue 1. What are you working on today?
resolution plans and conduct Q&A in • A commitment to the Team about what
you plan to accomplish
a separate meeting following the 1. What is getting in your way?
Daily Scrum

28. SCRUM Board
Not Started In Progress Verify / Test Done
Map Mail Routing Position Interface Check
and Store In Sprint on ‘Contact Us’ Design mailto:
Infrastructure
Page Form and Interface
Design Log
Validated on
03/31
Meet with Product
Owner regarding
Configure Mail question on different Test Mail
Routing email addresses Routing
Protocols

29. “Real-World” SCRUM Board Example
Thanks to our friends at the Visual Management Blog! http://www.xqa.com.ar/visualmanagement/

30. Sprint Tracking & Burndown Charting
Sprint 1 Backlog Daily Progress
5
4.5
4
Ideal Progress
3.5
Current Trend 3
2.5
2
1.5
1
Sort Sprint Tasks Update Task Slips
W
m
R
0.5
h
g
n
a
e
o
k
)
(
r
i
0
Sprint implementation days 5 Effort Remaining on implementation da
Trend calculated based on last 5 Days Totals 4 4 4 2 1
Task name Story ID Responsible Status Est. 1 2 3 4 5
Design mailto: form and interface 1 1 1
Position interface on ‘Contact Us’ Page 1 1 1 1
Configure mail routing protocols 1 1 1
Map mail routing and store in sprint design log 1 1 1 1 1

31. The Sprint Review
• The Scrum Team presents the following:
• What was accomplished during the sprint
• What was not accomplished during the sprint
• Any issues encountered during the sprint
• Any changes needed during the sprint
• The Scrum Team will demo or showcase the product, feature or other
deliverable that was completed at the end of the sprint
• The Sprint Review is an informal meeting with the following rules:
• No more than two (2) hours to prepare
• No slides…No handouts
• Whole team participates

32. The Sprint Retrospective
• Conducted after every sprint
• Entire project stakeholder group should participate:
• ScrumMaster
• Product Owner
• Scrum Team
• Customers, End Users, Senior Leaders and Others
• Discuss how the last sprint went
• What is (and is not) working
• Issues encountered
• Changes needed

33. Product Backlog Refining
• Assess remaining Product Backlog
• Add / Delete / Modify Product Backlog
• Re-Prioritize Product Backlog
• Start Next Sprint Planning

34. Applying Agile Project
Management To Your
Organization

35. Making The Transition To Agile
Traditional Project Management Agile Project Management
Focus on plans and document artifacts Focus on customer satisfaction and interaction
Change controlled via formal request process Change is expected, planned and adapted as
needed
Resource-intensive up-front planning Progressive, iterative, rolling-wave planning
Sponsor dictated, scope-based delivery Product Owner prioritized, time-boxed delivery
Activity management via work breakdown Task planning and execution flow based on Team
structure Member commitment
Top-down control Collaboration of self-disciplined and self-
organizing teams
Rigid, formal management methods Minimal set of loose guidelines and best
practices

36. Tailoring Agile To Fit Your Organization
Adopt key features of the process
• Release and Iteration Planning
• Product and Iteration Backlogs
• Tracking via Burndown charts
• Team co-located in team rooms
• Core team dedicated to project
Define allowable actions
• Estimation done only by performers
• Prioritization done only by product owners
Prioritize work opportunities
• Priorities always decided in Sprint Planning Meetings
Establish and synchronize delivery pace
• 4-Week Sprints as a default
Minimize sunk project costs
• Sprint Resets or Stops allowable only in extreme circumstances

37. Agile Project Management Best Practices
1. Daily SCRUM Stand-Up Meetings
o Follow the three (3) question format
o Enforce who is (and is not) allowed to speak at the meeting
1. Team Co-Location
o Common areas to collaborate and meet
o Private spaces for thinking and focused work
1. Planning Poker
o Fun, card-game based activity to develop work task effort/time estimates
1. Resource Pairing
o Team-based work assignments rather than solo efforts/tasks
1. Use a “Scrum Board”
1. Great visual management tool!
• Small Release Cycles
o Keep sprints under six (6) weeks in length
o Thirty (30) days is preferred

38. Review What You’ve
Learned

39. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 1:
• The ______________ is
developed and
prioritized by the
Product Owner.

40. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 1: Answer:
• The ______________ is Product Backlog
developed and
prioritized by the
Product Owner.

41. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 2:
The Agile Manifesto states
that agile values individuals
and interactions over
________ and ________.

42. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 2: Answer:
The Agile Manifesto states Process and Tools
that agile values individuals
and interactions over
________ and ________.

43. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 3:
True or False.
The definition of Agile Project
Management is the Iterative
method of determining
requirements for engineering
and information technology
development projects in a
highly flexible and interactive
manner.

44. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 3: Answer:
True or False. True.
The definition of Agile Project
Management is the Iterative
method of determining
requirements for engineering
and information technology
development projects in a
highly flexible and interactive
manner.

45. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 4:
• What are the three
questions asked during
every Daily Scrum
Stand-Up Meeting?

46. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 4: Answer:
• What are the three 1. What did you accomplish yesterday?
questions asked during 2. What are you working on today?
every Daily Scrum 3. What is getting in your way?
Stand-Up Meeting?

47. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 5:
• One of the most
important methods for
communicating the
progress of the sprint is
the _______________.

48. Course 104 – Introduction to Agile Project Management Concepts
- QUIZ -
Question 5: Answer:
• One of the most Sprint Burn-Down Chart
important methods for
communicating the
progress of the sprint is
the _______________.

49. CONGRATULATIONS!
You have successfully completed:
Project Management Foundations
Course 103 – Project Stakeholder Management
PRESENTED BY:
Think For A Change, LLC.

50. For more information on best/next practices,
educational training, tools, techniques and
process models for:
• Project Management
• Innovation Management
• Product Management
• Leadership
Please visit: http://www.thinkforachange.com