Project Management Using Agile Methodology

Dan Davis Product Manager

ddavis@cutek.com

Common PM Practices• Waterfall Project Management

• Waterfall is a structured software development methodology, and often times rigid

Common PM Practices

• Tools

• Inbox Task List - “Squeaky wheel gets the grease”

• Notebooks, Spreadsheets, MS Project

Common PM Practices

• The project team has limited knowledge of the product end state

• The project team cannot predict the future

• Lack of control over changes (scope creep)

What is Agile Project Management?

Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. 

Agile project management approaches include scrum as a framework, extreme programming (XP) for building in quality upfront, and lean thinking to eliminate waste.

What is Scrum?

• Scrum is an iterative incremental process of project management/software development commonly used with agile project management.

• Older methods (“waterfalls”) focus on staying on track. Scrum is aimed at delivering business value all the time.

What is Scrum?

• Scrum is a set of practices and predefined roles

• Scrum Master - maintains the process and works similar to project manager (collaboration, communication, cadence)

• Product Owner - who represents the stakeholders

• Scrum Team - includes developers/analysts

What is Scrum?

Sprint Planning

• Development team effort w/ Scrum Master oversight

• Review development days for each resource

• Create stories and assign points for effort

• Recommend 2 week intervals

User Stories Format• I ndependent

• N egotiable

• V aluable

• E stimable

• S mall

• T estable

User Stories Format

• Example:As an <online banking member>, I want <change my address> so that <I can update immediately and any time>.

• Story Points - relative effort to complete each story

Daily Standup

Daily Standup• Strict 15 minute standup meeting

• What did I do?

• What will I do today?

• Do I see any blockers/impediments?

• Scrum Master may review Burn Down Reports and report to Product Owners and team

Backlog Grooming

• Stories are added/removing to future Sprints

• May be done at any time in the process

Sprint Review

• Capture individuals feedback on their sprints

• Capture velocity points for future planning

• Move unfinished stories to the next sprint

Retrospective Review

• The team’s perspective:

• What went well?

• What needs improved?

So, how do I get started?

• Start with daily 15 minute meetings

• Don’t let the tools get in the way of your productivity

• Collaboration has a priority over processes: don’t let the tool enforce a strict process. (It’s enough that they can review all activities if they wish)

So, how do I get started?

• Constant communication - report project statuses more frequently to product owners

• Proper project management has to have estimates and team velocity. It really doesn't matter what time/effort unit you will choose (user story points, hours, days, etc). Just don't fool yourself.

What are some tools?

• Sticky Notes / Index Cards

What are some tools?

• Trello

What are some tools?• JIRA

Bonus Topic: Change Management

• Is there a process? If so, who manages the process?

• Who decides what needs changed and when?

• Does anyone know when changes are taking place?

CM Suggestions• Create a Change Management Committee

• Hold weekly review meetings

• Include IT, operations, business lines, etc.

• Schedule changes during a set day of the week (i.e. Wednesday nights/Thursday mornings)

CM Suggestions• Submit formal change management requests

Questions or Comments?

Thank You

Dan Davis ddavis@cutek.com