The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.

1. Agile Scrum Training
April 2016
Semen Cirit

2. Introduction to
Agile Project
Management
Semen Cirit
April, 2016
Delivering Customer Value with Speed, Economy & Quality

3. • Why APM?
• What is APM?
oHistory of Agile and Lean
oThe Agile Landscape
oKey Agile Principles
oKey Agile Practices
oComplexity Theory Distilled
oAdaptive Project Model
oThe Agile Manager’s Role
oTransitioning to APM
Agenda
3

4. Why APM?

5. Increased Consumer Expectations
As consumers today we want and expect
innovative products: faster, cheaper and with better
quality than those we’ve seen in the past.

6. Increased Work Pressure
As knowledge workers, our business tools have
improved our capability to be productive, raising work
expectations.

7. However,
Instead of this…
Productivity driving Customer value
MisalIigned Expectations
7
We usually get this…
Misalignment of Value definitions
Or all too often, this.
Orthogonal opposition to Customer Value

8. What is APM?

9. History of Agile & Lean
History & Influences
Early 1900s
• Walter Shewhart: Plan-Do-Study-Act
Mid 1900s
• Edward Deming: Statistical process control (SPC),
Total quality management (TQM)
• Toyota: Toyota Production System (TPS)
• Peter Drucker: Knowledge Worker (A knowledge worker
is anyone who works for a living at the tasks of developing or
using knowledge.)
• Santa Fe Institute: Complex Adaptive Systems (CAS)
Late 1900s
• Womack and Jones: Lean Thinking
• Eli Goldratt: Theory of Constraints
• The Toyota Way
Evolution
Early 1990s
• Crystal Methods
• Lean Software Development
• Dynamic Software Development Method (DSDM)
Mid 1990s
• Feature Driven Development (FDD)
• eXtreme Programming (XP)
• Adaptive Software Development
• Scrum
• Kanban
2001: Manifesto for Agile Software Development
• http://www.agilemanifesto.org
2005: Declaration of Interdependence
• http://www.pmdoi.org/

10. Theory of Constraints
Type of Constraints
• Equipment: The way equipment is
currently used limits the ability of the
system to produce more salable
goods/services.
• People: Lack of skilled people limits the
system. Mental models held by people
can cause behaviour that becomes a
constraint.
• Policy: A written or unwritten policy
prevents the system from making more.
Resolving a constraint
•Gain agreement on the problem
•Gain agreement on the direction for a solution
•Gain agreement that the solution solves the
problem
•Agree to overcome any potential negative
ramifications
•Agree to overcome any obstacles to
implementation

11. Lean Thinking
Lean Thinking
Aligning customer satisfaction with
employee satisfaction. think about how
to organize human activities to deliver
more benefits to society and value to
individuals while eliminating waste.
Lean software development
•Eliminate waste
•Amplify learning
•Decide as late as possible
•Deliver as fast as possible
•Empower the team
•Build integrity in
•See the whole

12. Complexity Theory Distilled
• Living systems are complex, in that they consist
of a great many autonomous agents interacting
with each other in many ways
• The interaction of individual agents is governed by
simple, localized rules and characterized by
constant feedback
• Collective behavior is characterized by an
overlaying order, self-organization, and a
collective intelligence so unified that the group
cannot be described as merely the sum of its parts
• Complex order, known as emergent order,
arises from the system itself, rather than from an
external dominating force
• These complex, self-organizing Complex
Adaptive Systems (CAS) are adaptive in that
they react differently under different
circumstances, and co-evolve with their
environment

13. Adaptive Project Model
Agile projects can be seen as chaordic:
•Competition and Collaboration
• Agents: Individuals
• Mental Models: Vision and alignment
• Groups: Project teams
•Emergence and Self-Organization
• Interactions/Feedback: Information
exchange and relationships among
individuals
• Simple Rules: XP/Scrum/FDD Practices
•Learning and Adaptation
• Learning: Observation, monitoring,
measurement and reflection
• Adaptation: Process changes, team
adjustments
• Environment: Project environment
A chaordic project harmoniously blends characteristics of both chaos and order –
freedom and control, optimization and exploration, competition and
cooperation.

14. Agile Manifesto
14

15. 12 Principles
• 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.

16. 12 Principles
• 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.
• 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.

17. 12 Principles
• 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.

18. Decleration of Interdependencies
19

19. Corporate IT Leading Second Wave of Agile
Adoption
Agile software development processes are in use at
14% of North American and European enterprises,
and another 19% of enterprises are either interested
in adopting Agile or already planning to do so.
Early adopters of Agile processes were primarily
small high-tech product companies. But a second
wave of adoption is now underway, with enterprise
IT shops taking the lead.
These shops are turning to Agile processes to cut
time-to-market, improve quality, and strengthen
their relationships with business stakeholders.
Carey Schwaber, Forrester Research
Nov 30, 2005
Corporate IT Leading Second Wave of Agile
Adoption
Agile software development processes are in use at
14% of North American and European enterprises,
and another 19% of enterprises are either interested
in adopting Agile or already planning to do so.
Early adopters of Agile processes were primarily
small high-tech product companies. But a second
wave of adoption is now underway, with enterprise
IT shops taking the lead.
These shops are turning to Agile processes to cut
time-to-market, improve quality, and strengthen
their relationships with business stakeholders.
Carey Schwaber, Forrester Research
Nov 30, 2005
The Agile Landscape
Agile Methodologies
• eXtreme Programming
Kent Beck, Ward Cunningham, Ron Jeffries
• Scrum
Ken Schwaber and Jeff Sutherland
• Crystal Methods
Alistair Cockburn
• Feature Driven Development
Jeff DeLuca
• Dynamic Systems Development Method
DSDM Consortium
• Kanban
David Anderson
Agile Management Frameworks
• Agile Project Management
Jim Highsmith, Sanjiv Augustine
• eXtreme Project Management
Rob Thomsett, Doug DeCarlo
• Scaled Agile Framework
Dean Leffingwell
20

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

21. Key Agile Values

22. The Agile Manager’s Role
Agile Project Management (APM) is:
• Leading project teams in creating and responding to change through:
• Small batches
• Small, integrated teams
• Small, continuous improvements
• Light touch leadership: the work of energizing, empowering and enabling
project teams to rapidly and reliably deliver customer value:
• By engaging customers, and
• Continuously learning and adapting to their changing needs and
environments
23

23. Transitioning to APM
24
While many traditional project management skills translate to
APM, some transitions are necessary:
Agile Project Management Traditional Project Management
Focus on customer satisfaction and
interaction
Focus on plans and artifacts
Response to change via adaptive action Change controlled via corrective action
Progressive elaboration, rolling-wave
planning
Monumental up-front planning
Customer prioritized, time-boxed delivery Manager negotiated, scope-based delivery
Commitment management via feature
breakdown structure
Activity management via work breakdown
structure
Collaboration on self-disciplined and self-
organizing teams
Top-down control
Minimal set of context-sensitive, generative
practices
Prescriptive, heavyweight methods

24. Scrum

25. • Scrum is an agile process that allows us to focus on
delivering the highest business value in the shortest
time.
• It allows us to rapidly and repeatedly inspect actual
working software (every two weeks to one month).
• The business sets the priorities. Teams self-organize
to determine the best way to deliver the highest priority
features.
• Every two weeks to a month anyone can see real working
software and decide to release it as is or continue to
enhance it for another sprint.
Scrum in 100 words

26. Scrum has been used by:
•Microsoft
•Yahoo
•Google
•Electronic Arts
•High Moon Studios
•Lockheed Martin
•Philips
•Siemens
•Nokia
•Capital One
•BBC
•Intuit
•Intuit
•Nielsen Media
•First American Real Estate
•BMC Software
•Ipswitch
•John Deere
•Lexis Nexis
•Sabre
•Salesforce.com
•Time Warner
•Turner Broadcasting
•Oce

27. • Commercial software
• In-house development
• Contract development
• Fixed-price projects
• Financial applications
• ISO 9001-certified
applications
• Embedded systems
• 24x7 systems with 99.999%
uptime requirements
Scrum has been used for:
• Video game development
• FDA-approved, life-critical
systems
• Satellite-control software
• Websites
• Mobile phones
• Network switching applications
• ISV applications
• Some of the largest applications in
use

28. Project noise level
Simple
Complex
Anarchy
Com
plicated
Technology
RequirementsFar from
Agreement
Close to
Agreement
Closeto
Certainty
Farfrom
Certainty
Source: Strategic Management and
Organizational Dynamics by Ralph Stacey in
Agile Software Development with Scrum by
Ken Schwaber and Mike Beedle.

29. Scrum
Cancel
Gift wrap
Return
Sprint
2-4 weeks
Return
Sprint goal
Sprint
backlog
Potentially shippable
product increment
Product
backlog
CouponsGift wrap
Coupons
Cancel
24 hours

30. Putting it all together
Image available at
www.mountaingoatsoftware.com/scrum

31. • Scrum projects make progress in a series of
“sprints”
• Analogous to Extreme Programming iterations
• Typical duration is 2–4 weeks or a calendar
month at most
• A constant duration leads to a better rhythm
• Product is designed, coded, and tested during the
sprint
Sprints

32. Sequential vs. overlapping development
Source: “The New New Product Development Game” by Takeuchi
and Nonaka. Harvard Business Review, January 1986.
Rather than doing all of one thing at
a time...
...Scrum teams do a little of
everything all the time
Requirements Design Code Test

33. • Plan sprint durations around how long you can
commit to keeping change out of the sprint
No changes during a sprint
Change

34. Scrum framework
•Product owner
•ScrumMaster
•Team
Roles
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Ceremonies
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts

35. Scrum framework
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Ceremonies
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts
•Product owner
•ScrumMaster
•Team
Roles

36. • Define the features of the product
• Decide on release date and content
• Be responsible for the profitability of the product
(ROI)
• Prioritize features according to market value
• Adjust features and priority every iteration, as
needed
• Accept or reject work results
Product owner

37. • 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
The ScrumMaster

38. • Typically 5-9 people
• Cross-functional:
• Programmers, testers, user experience designers,
etc.
• Members should be full-time
• May be exceptions (e.g., database administrator)
The team

39. • Teams are self-organizing
• Ideally, no titles but rarely a possibility
• Membership should change only between
sprints
The team

40. •Product owner
•ScrumMaster
•Team
Roles
Scrum framework
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Ceremonies

41. Sprint planning meeting
Sprint prioritization
• Analyze and evaluate product
backlog
• Select sprint goal
Sprint planning
• Decide how to achieve sprint goal
(design)
• Create sprint backlog (tasks) from
product backlog items (user stories
/ features)
• Estimate sprint backlog in hours
Sprint
goal
Sprint
goal
Sprint
backlog
Sprint
backlog
Business
conditions
Business
conditions
Team
capacity
Team
capacity
Product
backlog
Product
backlog
TechnologyTechnology
Current
product
Current
product

42. • A moderator (usually the product owner or an analyst) reads the description.
• Goal of Planning Poker in Scrum is not to derive an estimate that will withstand all future scrutiny.
• Each estimator privately selects a Planning Poker card representing his or her agile estimation.
• Once each estimator has made a selection, cards are simultaneously turned over and shown so that all participants
can see one another’s estimate.
• The highest and lowest estimators explain their perspective so that the team can know where they’re coming from.
• After discussion, each estimator re-estimates by selecting a card
• It rarely takes more than three rounds in agile estimation to reach the goal.
Planing Poker

43. Two part time boxed meeting: 8h/4w sprint.
1.Defines what will be delivered in the increment
Team selects items from the product backlog and defines a sprint goal
1.Defines how the increment will be achieved
•Items are converted into tasks & estimated
Participants: PO, SM, development team
Sprint planning
As a vacation
planner, I want to
see photos of the
hotels.
As a vacation
planner, I want to
see photos of the
hotels.
Code the middle tier (8 hours)
Code the user interface (4)
Write test fixtures (4)
Code the foo class (6)
Update performance tests (4)

44. • Parameters
• Daily
• 15-minutes
• Stand-up
• Not for problem solving
• Whole world is invited
• Only team members can talk
• ScrumMaster facilitates
• Helps avoid other unnecessary meetings
The daily scrum

45. • These are not status for the ScrumMaster
• They are commitments in front of peers
Everyone answers 3 questions
What did you do yesterday?What did you do yesterday?
1
What will you do today?What will you do today?
2
Is anything in your way?Is anything in your way?
3

46. • Team presents what it accomplished during the
sprint
• Typically takes the form of a demo of new
features or underlying architecture
• Informal
• 2 hour prep time rule
• No slides
• Whole team participates
• Invite the world
The sprint review

47. • Periodically take a look at what is and is not
working
• Typically 15–30 minutes
• Done after every sprint
• Whole team participates
• ScrumMaster
• Product owner
• Team
• Possibly customers and others
Sprint retrospective

48. • Whole team gathers and discusses what they’d like
to:
Start / Stop / Continue
Start doingStart doing
Stop doingStop doing
Continue doingContinue doing
This is just one
of many ways to
do a sprint
retrospective.

49. Backlog refinement
•Middle of the sprint is a good time for grooming
•Treat the backlog grooming meeting just like the first part of the
Sprint Planning Meeting
•Make sure the PO knows that, during all of this sprint's backlog
grooming sessions, they will be expected to present enough work to last
about 2 Sprints *beyond* the current sprint.
•Make sure everyone understands that estimates and Product backlog
order are not final until a PBI has been accepted into a sprint.
•Definitely feel free to split PBI's during this meeting.
•Don't be afraid to discuss a couple of items that are further needs
break down on backlog
•Don't be afraid to introduce late breaking PBI's. Try to minimize
them, but embrace them when they happen
Participants: PO, SM, development team + additional business unit
Grooming

50. •Product owner
•ScrumMaster
•Team
Roles
Scrum framework
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Ceremonies
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts

51. • The requirements
• A list of all desired work on the
project
• Ideally expressed such that each item
has value to the users or customers
of the product
• Prioritized by the product owner
• Reprioritized at the start of each
sprint
• Living list that is never complete
• Ordered: value, risk, priority &
necessity
• Estimated by the team
Product backlog
This is the
product backlog
This is the
product backlog

52. Used to assess when work is
complete on the product
increment.
•Defined by the product owner or
relavant person
•Unique for the whole team
•Must allow immediate release
•Quality increases with maturity
Definition of Done

53. A sample product backlog
Backlog item Estimate
Allow a guest to make a reservation 3
As a guest, I want to cancel a reservation. 5
As a guest, I want to change the dates of a
reservation.
3
As a hotel employee, I can run RevPAR
reports (revenue-per-available-room)
8
Improve exception handling 8
... 30
... 50

54. • A short statement of what the work will be
focused on during the sprint
The sprint goal
Database Application
Financial services
Life Sciences
Support features necessary for
population genetics studies.
Support more technical indicators
than company ABC with real-time,
streaming data.
Make the application run on SQL
Server in addition to Oracle.

55. • Individuals sign up for work of their own choosing
• Work is never assigned
• Estimated work remaining is updated daily
Managing the sprint backlog

56. • Any team member can add, delete or change the
sprint backlog
• If work is unclear, define a sprint backlog item with
a larger amount of time and break it down later.
Sometimes it can be return a new item for Product
Backlog on Grooming Session
• Update work remaining as more becomes known
Managing the sprint backlog

57. A sprint backlog
TasksTasks
Code the user interface
Code the middle tier
Test the middle tier
Write online help
Write the foo class
MonMon
8
16
8
6
8
TuesTues
4
12
16
8
WedWed ThurThur
4
11
8
4
FriFri
8
8
Add error logging
8
10
16
8
8

58. Hours
40
30
20
10
0
Mon Tue Wed Thu Fri
TasksTasks
Code the user interface
Code the middle tier
Test the middle tier
Write online help
MonMon
8
16
8
6
TuesTues WedWed ThurThur FriFri
4
12
16
7
11
8
10
16 8
50

59. Thank you
Twitter: @semencirit
E-mail: semen.cirit@gmail.com