This presentation gives an insight on the Agile project management approach, comparing it to the other project manageent approaches in IT. It also shows how this is applied in practice in C.T.Co company.

1. Project Management in Agile Way
February 21, 2013
Andrey Elkin, PMP, C.T.Co

2. Who is who
C.T.Co
IT Service provider from 1999
(Re)insurance business
Agile Practices from 2000
Andrey Elkin
Program/Project Manager (8 in 2012, 12 in 2013)
~14 years in IT, ~7 years as PM
PMP and ITIL certified
page 2

3. Project Management in Agile way
What is Agile
page 3

4. Agile? What it is?
When we mean Agile
We think …
page 4

5. Agile? What it is?
page 5

6. Agile Way
Waterfall Agile
page 6

7. Agile Way vs Waterfall Way
page 7

8. Agile Software Development
Agile methods break tasks into small increments with
minimal planning
Iterations last from one to four weeks
Iteration involves a team working through a full
software development cycle
This helps minimize overall risk
Stakeholders produce documentation as required
Iteration goal = Shippable software at the end of each
iteration
Iteration = release
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9. How agile are you?
Do you use business value to prioritize requirements?
Do you have cross functional development teams?
Do they deliver working software regularly?
Do you review the process at the end of each iteration?
Are features small enough to be completed in a short
iteration?
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10. Agile Methods
SCRUM
KANBAN
page 10

11. Scrum
Scrum is an iterative, incremental framework for
managing complex work (such as new product
development) commonly used with agile software
development.
Scrum is a principle-based framework for continuous
learning that focuses on maximizing value delivery instead
of effort.
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12. Scrum. Who is who?
ROI – Product Owner
Quality – Dev Team Process – Scrum Master
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13. Scrum. How it works?
page 13

14. Scrum. Real Life
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15. Agile Methods
SCRUM
KANBAN
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16. KANBAN
Framework made for just-in-time (JIT) production
The process in KANBAN is going as a flow
No specific time for work package is set, Only WIP amount has
been defined
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17. Six principles of KANBAN
Do not send defective products to the subsequent
process
The subsequent process comes to withdraw only what is
needed
Produce only the exact quantity withdrawn by the
subsequent process
Equalize production
KANBAN is a means to fine tuning
Stabilize and rationalize the process
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18. KANBAN. How it works?
page 18

19. KANBAN. Real Life
page 19

20. Project Management in Agile way
Project/Release Planning
page 20

21. Software Development Lifecycle Model
Software development lifecycle model is based on the
effective blend of agile iterative and incremental delivery
methods with industry standard frameworks like Rational
Unified Process (RUP) and Capability Maturity Model
Integration (CMMI)
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22. Release Planning
Jan Mar May Jul Sep Nov Dec
Release 1.0
Release 2.0 page 22

23. Release Breakdown
High-level Architecture Iterations Ready Production Production
planning baselined delivered for rollout patch
completed Detailed UAT (if needed)
planning
completed
Enough specs to
initiate page 23
development

24. Real Life for Project
page 24

25. Real Life for Product
page 25

26. One more example of Real Life
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27. Iterations Flow
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28. Agile Model vs Waterfall Model
The emphasis is on producing regular visible working application
enhancements to demonstrate business value early, and
continuously improve the application through incremental and
iterative development
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29. Project Management in Agile way
Processes and Activities
page 29

30. Process Map
page 30

31. Project Management Activities
page 31

32. High Level Planning – Project Plan
Project Plan is compiled with the following content:
Planning Policies
Objectives Communications
Scope Change Management
Receivables Configuration Management
Deliverables Security Policy
Estimations Quality Assurance
Staffing Quality Control
Lifecycle
Schedule
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33. High Level Planning – Project Plan
Checkpoint reviews
Defined throughout the project, usually at milestone dates.
Review are done by both project managers and (preferably)
some of the project stakeholders.
Face-to-face checkpoint review meetings in addition to written
status reports: this will ensure that everyone does get the
necessary information.
Routing paths and contact persons
List of contact persons from both sides, including deputies, is
defined for all major areas.
Escalation paths are clearly defined.
page 33

34. Project Plan – Think on format???
page 34

35. Project Plan – Be flexible with format!!!
page 35

36. Estimation and Iteration Planning
In collaboration with project team
functionality is estimated and allocated
into Iterations
Team tasks are defined and plan is
compiled with the following content:
Feature / task name
ID of the feature / task
Status of the feature / task
Priority of the feature / task
Iteration the feature / task is assigned to
Estimates
Assumptions
Dependencies
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37. Estimation and Monitoring Plan
page 37

38. Release Development Plan
page 38

39. Estimation and Iteration Planning
Fullness and Transparency are the corn
stones for a good project steering and
Trust
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40. Too much, Too less
It costs you 100 USD
OR
All numbers are calculated by the formulas:
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41. Estimation Cone of Uncertainty
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42. Project Monitoring and Control
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43. Project Monitoring and Control
Daily stand-up meetings should take place (15-30
minutes) in order to discuss the current project status and
possible events that could influence the outcome of the
project
Project risks should be considered and analysed in order
to react timely and reduce the impact of the risks occurred
to the project outcome
page 43

44. Project Monitoring and Control
Status Report
Allow both project managers and the project review board
to track project progress
Submitted on a per-iteration basis (i.e. bi-weekly) in a
written form
The following information is always included:
Progress compared to baseline (schedule, efforts).
Forecasts for remaining part of the project, in numeric terms,
for efforts, deliveries, and milestones.
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45. Project Status Report
page 45

46. Day to Day Communication
Customer
Project Status Calls – Daily/Weekly
Status Reports and Meeting Notes
Chats and E-mails
Face-to-face meetings / workshops
Team
Stand-up meetings (work organization)
Review meetings (specs, problems, etc.)
Project news
Ad-hoc meetings (critical issues review)
page 46

47. Calendar for Very good week
page 47

48. Day to Day Communication
Status calls:
Are held more often than written status reports, and as follow-
up after status report review
Short checklist of open issues is a good practice as it enhances
effectiveness of the status calls
Face-to-face meetings:
Are held when the project team feels necessary rather than on
pre-scheduled basis
Help to avoid “e-mail ping-pong”
Purely remote communication creates more issues than mixed
face-to-face/remote approach
page 48

49. Project Management in Agile way
Do we really need PM in projects?
page 49

50. Nobody want to do this except us
page 50

51. Our reality
We ...
Sale our heads
Don’t forget about yourself in cost
calculation. You also would like to be paid
Plan our work
Minimize redundant paperwork to
minimal. Nobody read them after creation
Are Responsible about our results
Shout about risks as much as you have
voice. You are person who deliver
project/product
page 51

52. We speak to Everyone
You will not know each and every detail, but you
must be good comapnion in every talk
You will speak with
Client Executives – about Money?
Client Representatives– again about Money?
Company Executives – one more time about Money?
Your Boss – still about Money?
You Team – finally about Money?
Be open and you will know about all risks and
issues and ...... of course about money 
page 52

53. Do you see yourself? On left or right?

54. This is definitely not our project!!!
Sure???

55. Q&A?
Thank you!