Deliver Projects On Time, Every Time

TA
Full‐day Tutorial
6/4/2013 8:30 AM

"Deliver Projects On Time,
Every Time"

Presented by:
Ken Whitaker
Leading Software Maniacs

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073
888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com

Ken Whitaker
Leading Software Maniacs

Ken Whitaker of Leading Software Maniacs™ (LSM) has more than twenty-five years of
software development executive leadership and training experience in a variety of technology
roles and industries, leading many commercial software development teams. He is an active
PMI® member, Project Management Professional certified, and a Certified ScrumMaster. Ken’s
presentations come from case studies, personal leadership experience, the PMI Project
Management Book of Knowledge (PMBOK® Guide), and his leadership books—Managing
Software Maniacs, Principles of Software Development Leadership, and I’m Not God, I’m Just a
Project Manager. Last year Ken introduced eLearning classes on pmuniversity.com and free,
project management tutorials on pmchalkboard.com. Learn more at leadingswmaniacs.com.

Deliver Projects On Time, Every
Time!
(Applying PMBOK Guide to Agile
Software Development)
®

Ken Whitakerı

Copyright © Leading Software Maniacs, LLC. All Rights
Reserved.

Are You in the Right Class?
§  There appears to be a gap …

Reserved.

Copyright © Leading Software Maniacs, LLC. All Rights Reserved.

Deliver Projects On Time, Every Time- AM 1

Are You in the Right Class?
§  This seminar is designed to bridge that gap

Reserved.

Time!
(Applying PMBOK Guide to Agile
Software Development)
®

Ken Whitakerı

Reserved.



Background
Ken Whitaker, PMP, CSM
§  Over 25 years of software leadership
experience
§  Speaker at dozens of software industry events
§  Creator of Software Success
“Delivery of On-time, Bug-Free Software” US/
Canadian tour
§  Project Management Professional (PMP)®
§  Certified ScrumMaster
Reserved.

Background
Ken Whitaker, PMP, CSM
§  Author of Managing Software
Maniacs (J Wiley & Sons)
§  Author of Principles of
Software Development
Leadership
(Course Technology PTR)

Reserved.



Drawing For a Free Book!
Leave your business card on the back table.
One free copy of Managing Software Maniacs
will be given away at the end of the class!

Reserved.

Drawing For a Free Book!
Leave your business card on the back table.
One free copy of Managing Software Maniacs
will be given away at the end of the class!

Reserved.



Legal Stuff …
Leading Software Maniac Marks
Applying Project Management Principles to Software Development
Leadership, Principles of Software Development Leadership, 4Ps,
Leading Software Maniacs, Soft-Audit, jus’ e’nuff, Nerd Herd Game, the
4Ps logo, the Leading Software Maniacs logo, and the Nerd Herd Game
logo are marks of Leading Software Maniacs, LLC.
Project Management Institute Marks
PMI, PMP, PMBOK, the PMI logo, and the PMI Registered Education
Provider logo are registered marks of the Project Management Institute,
Inc.

Reserved.

One simple question…

What do you want to learn today?
Reserved.


16


Agenda
Morning
§  Is a New Process Methodology Needed?
§  Align to Your Company Vision
§  Introduction to Agile Thinking
§  Overview of the Agile Workflow
§  What Have We Learned?

Reserved.

Agenda
Afternoon
§  How the Scrum Workflow Really Works
§  Define Project Scope the First Time
§  Successfully Transition to an Agile Organization

Reserved.



Agenda
Morning

Reserved.

Is a New Process Methodology
Needed?
Topics:
§  Statistics You May Not Want to Know About
§  The Importance of Process
§  Is Waterfall All That Bad?

Reserved.



Needed?
Disclaimer

This class is not a ScrumMaster
Certification class!

Reserved.

Needed?
Disclaimer

This class is
Sooo, if that’s what not a ScrumMaster
you thought—pack
Certification class!
your bags and
GIT OUT!

Reserved.



Needed?
Statistics You May Not Want to Know About
§  Was your project successful?

Succeeded
29%

Failed
18%

Challenged
53%

CHAOS 2004 Resolution of Projects survey results (The Standish Group)

Reserved.

Needed?
§  Key impacts from project failure
1.  Restarts
2.  Cost overruns
3.  Time overruns

CHAOS 2000 survey results (The Standish Group)

Reserved.



Needed?
§  Do large projects and large software companies
(with lots of resources) predict success?
Project Size

People

Time (in Months) Success Rate

< $750K

6

6

55%

$750K to $1.5M

12

9

33%

$1.5M

25

12

25%

> $10M

500

36

0%
CHAOS 2000 survey results (The Standish Group)

Reserved.

Needed?
§  And, there’s more …
§  Requirements change about 25% of the time
… talk about being set up for failure!

Reserved.



Needed?
§  Over 50% of requested features aren’t even used
Could this
be an
example of
the 80/20
rule?

Always
7%
Often
13%
Never
45%

Sometimes
16%

Rarely
19%

Jim Johnson, XP 2002 requested feature survey results (The Standish Group)

Reserved.

Needed?
The Importance of Process
§  PMI® provides guidance for process
management
§  About 300,000 project managers belong to PMI
§  Many are in the technology (software) world …
… and struggling with embracing agile concepts

Reserved.



Needed?
§  How many of you belong to PMI®?
§  PMI has worldwide recognition
§  How many of you that belong to PMI are
Project Management Professional (PMP)®
certified?
§  The PMBOK ® Guide is the key reference of PMI
and for PMP® certification
§  PMBOK ® Guide updated every four years
Copyright © Leading Software Maniacs, LLC . All Rights
Reserved.

Needed?
§  Project Management
The application of knowledge, skills, tools, and
techniques to project activities to meet project
requirements
§  Project Management System
The set of tools, techniques, methodologies,
resources, and procedures used to manage a
project
Reserved.



Needed?
Two class types of projects
§  Predictive
§  Adaptive

Reserved.

Needed?
§  Definitive guide for project best practices
§  Divided into nine knowledge areas
Integration

Scope

Time

Cost

Quality

Human
Resources

Communications

Risk

Procurement

Reserved.



Needed?
§  Five distinct, sequenced process groups
Process Groups
Initiating

Planning

Executing

Monitoring &
Controlling

Closing

Reserved.

Needed?
§  Each knowledge area defines processes
Process Groups
Implementation
Initiating

Planning

Executing

Monitoring &
Controlling

Closing

Reserved.



Needed?
Best Practice
§  Every project manager and every software
manager should:
§  Join PMI®
§  Become Project Management Professional
(PMP)® certified

Reserved.

Needed?
§  A process should provide predictability
§  Repeatable set of steps
§  Guidance for the team (rules of engagement)
§  Clear roles and responsibilities
§  Produces results that deliver quality projects
on time

Reserved.



Needed?
Famous Last Words
§  A not-so-famous marketing consultant said
“Any software development team can get by
without a process once …
… but they’ll always get beaten by a competitor
with a process in the long run.”

Reserved.

Needed?
Is Waterfall All That Bad?
§  A
logical,
ordered
set of
steps
Requirements

Design

Detailed Design

Coding & Debugging

Testing &
Documentation

Release
Time

Reserved.



Needed?
§  Highlights
Feature

Description

Specifications

Well-defined requirements and specifications

Schedules

Laid out usually to a specific date (desired)

Sequence of Events

One process after another (mostly)

Adaptable to Change Not at all, any change usually slips the schedule
Easy to Understand

Yes, especially to non-technical stakeholders

Involve Customers

Near the end of a project (or with a beta program)
Reserved.

Needed?

Waterfall projects encounter risks
late in a project’s life cycle

Risk Impact

§  There’s
the
impact
of
risk…

Waterfall

Time

Reserved.



Needed?
§  According to Steve McConnell’s Rapid
Development, there are waterfall variations
§  Sashimi waterfall
§  Waterfall with subprojects
§  Also, jot down how much time you and your
team dedicate to meetings per week on a
typical project?

Reserved.

Needed?
§  According to Agile & Iterative Development, the
waterfall method has some real deficiencies
1.  Users aren’t always sure what they want …
… and once they see the work, they’ll want
it changed
2.  Details usually come out during the work
3.  Forcing up-front specs are rarely accurate

Reserved.



Needed?
§  Final thoughts
§  Waterfall is a long series of consecutive steps
… that appear disconnected
§  Handoffs are typically sloppy
§  Success seems far, far away
§  Integration and late testing introduce risk
§  In practice, schedules are rarely predictable
Reserved.

Agenda
Morning

Reserved.



Align to Your Company Vision
Topics:
§  Partner with Product Management
§  Introducing the Decision Pyramid
§  Clearly Define the Project Charter

Reserved.

Project Integration Management Knowledge Area
§  How important is setting the vision at project
initiation?
Process Groups
Implementation
Initiating

Planning

Execution

Monitoring &
Controlling

Closing

Develop Project
Charter

Develop Project
Management
Plan

Direct and
Manage Project
Execution

Monitor and
Control Project
Work

Close Project or
Phase

…

Reserved.



Partner with Product Management
§  Close collaboration required
Project
Management
Product
Management

Development
Management

The “Boss” (Customer)

The Project Team

Clear ownership of the
Specification (the
WHAT)

Clear ownership in
building of the product
(the HOW)

Collaboration is required!

Reserved.

§  Frequent interactions assume:
§  Many decisions throughout life cycle
§  Unified overall roadmap
§  Success requires collaborating
§  Roles will blend and sometimes cross over

Reserved.



§  Deciding which features are in scope
Out of Scope
Possibly In Scope

E

In Scope

A

C

B

D
J

G

F

H

I
L
M
K

Reserved.

Introducing the Decision Pyramid
§  Let’s group Stakeholders into decision makers
(“decisionakers”)
Decisionaker

Description

Company

Most concerned about the business

Employee

The team producing the product or service

Customer

Users and resellers

Reserved.



§  Story Time…
§  Probability of failure
§  Decision to attempt all features
§  It didn’t go quite as expected
§  What was the decision criteria?

Reserved.

Movie Time

Excerpt copyright © 1990, 20th Century Fox, Miller’s Crossing. Joel and Ethan Coen.

Reserved.



§  Define how decisions are to be prioritized
#1 Decisionaker – the King of the
Mountain, who generally makes the
decision?

1
Company

?

#2 -- Who is next most
important if the #1 group can’t
decide?

2

Employee
Customer

3

#3 – Last but definitely not least,
Who provides the foundation that
everyone relies on (when #1 and
#2 can’t decide)?

Reserved.

§  So what does your Decision Pyramid look like?

1
Company

?

2

Employee
Customer

3

Reserved.



§  Here’s a sample Decision Pyramid that works

Customer
1
2
Company
3
Employee

Reserved.

Best Practice
§  Keep decision criteria simple and intuitive
§  Consistently apply Decision Pyramid
methodology
§  Remind the staff by reinforcing how decisions
are made
§  Take a lesson from Guy Kawasaki: “Make
meaning, not money.”

Reserved.



Time!

Reserved.

Clearly Define the Project Charter
§  How many of you start a project with a Project
Charter document?

Reserved.



§  What it is
Provides the initial requirements to formally
authorize a project
§  Who benefits
Every Stakeholder knows what the project is all
about

Reserved.

§  What is the output?
§  Designate a project manager
§  Provide information
§  Objectives are set
§  Results in the sponsor funding the project

Reserved.



§  What does it include?
§  Clarification of the business need
§  Justification for the project
§  Defines market requirements
§  Briefly describes the product or service

Reserved.

Best Practice
§  According to the PMBOK

®

Guide:

There is no project
if there is no Project Charter.

Reserved.



Agenda
Morning

Reserved.

Introduction to Agile Thinking
Topics:
§  Quick Agile History Lesson
§  Developing Quality Products the Agile Way
§  Case Studies
§  Why Focus is So Critical

Reserved.



§  Started in 1986 with Fuji, Honda, Canon, …
… decided to build products differently
1.  Small, cross-functional teams
2.  Work is timeboxed (fail early, fail quick)
3.  Adapt to change along the way

Reserved.

§  Result: got to market faster, Japan shook its
“Made in Japan” stigma
§  Where did this concept came from anyway?

Reserved.



Quick Agile History Lesson
§  Inspired by W.
Edwards Deming
(an American!)
§  Belief that designed-in
quality development
requires frequent
P-D-S-A cycles

Plan

Do

Act

Study

Reserved.

§  In 2001, a software development workshop
coined the term “agile”
§  A number of competing agile software
methodologies were developed
Agile

Less structured,
more adaptable

Ad hoc

Scrum

XP

Waterfall

More structured,
less adaptable

Reserved.



§  Agile Alliance’s “The Agile Manifesto”
emphasizes time and team efficiency
Key Agile Principles
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

Reserved.

§  Scrum is not an acronym, but a Rugby term
§  Ken Schwaber and Jeff Sutherland created it
through evolution on aScrum isn’t just
real project
for
§  Formed the Scrum Alliancesoftware
and …
development,
neither!
… formalized Certified ScrumMaster training
§  Over 40,000 trained to date
§  Scrum is a key part of the “agile family”

Reserved.



Developing Quality Products the Agile Way
§  Certified ScrumMasters act as project
managers, but they report to the team
§  Customer (user) provides the guidance
§  Fixed timeboxed delivery (no exceptions)

Reserved.

§  Self-managed teams, minimal bureaucracy
§  Quality tests validate product along the way
§  Co-located and focused, focused, focused, …
§  Frequent communication and transparency

Reserved.



§  The Triple Constraint
is a popular PMBOK ®
Scope
Guide concept ...
... with dependent
relationships between
Quality
scope, cost, and time
Cost

Time

Reserved.

§  When the feature
set (scope) expands
Expand feature set
Scope
or the effort takes
longer
than expected ...
Quality
... cost and time
expand
Cost
Cost
... not good!

Time
Time

Reserved.



§  But with agile, the
Triple Constraint
Cost
Scope
is turned upside down
§  Scope (feature set) is
Quality
driven by predefined
Quality
budget (cost)
and schedule (time)
Cost

Time

Scope

Time

Reserved.

§  Using the Scope Management knowledge area
Process Groups
Implementation
Initiating

Planning

Executing

Monitoring &
Controlling

Collect
Requirements

Verify Scope

Define Scope

Closing

Control Scope

Create WBS

Reserved.




Risk
Impact

Agile projects attack
risks early

Waterfall
Agile

Time

… and risks steadily
decrease near release

Reserved.


Risk
Impact


Waterfall
Agile

Time

Reserved.



§  Risk Management knowledge area
Process Groups
Implementation
Initiating

Planning

Executing

Plan Risk
Management

Monitoring &
Controlling

Closing

Monitor and
Control Risks

Identify Risks
...

Reserved.

Case Studies
§  Nokia
§  Patient Keeper
§  Symantec
§  Salesforce.com
§  Real Software

Reserved.



Why Focus is So Critical
§  Habit is to multitask your senior staff
§  According to Peopleware, you are at your best
when you reach “flow”
§  According to Slack, immersion (or “emotional
inertia”) is what your want

Reserved.

Exercise
§  Open your workbook and make 3 columns like
Integers
Letters (A, z)
Roman
this:
1

A

I

…

…

…

26

Z

XXVI

§  You have 30 seconds to fill across the table
§  Ready?
§  Go!
Reserved.



Exercise
§  Open your workbook and make 3 columns like
Integers
Letters (A, z)
Roman
this:
1

A

I

…

…

…

26

Z

XXVI

§  You have 30 seconds to fill down the table
§  Ready?
§  Go!
Reserved.

Just the Facts
§  You can measure this with this simple formula:
E-factor % =

Uninterrupted hours
Body-present hours

§  For example if you have 6 uninterrupted hours
out of 8, your E-factor is 75%
§  If one person’s E-factor is 25% and another is
50% ...
… the first worker has to work twice as hard
Reserved.



§  According to Tom DeMarco’s Slack, balancing
too many tasks carries a price!

Hours of Producrtivity

Software Developer
Productivity
7
6
5
4
3
2
1
0

A steady decline in
available time (not
to mention lack of
focus)

1

2

3

4

5

Projects Task Switching Per Day

Reserved.

§  Focus with the Human Resource knowledge area
Process Groups
Implementation
Initiating

Planning

Execution

Develop Human
Resource Plan

Monitoring &
Controlling

Closing

Acquire Project
Team
Develop Project
Team
Manage Project
Team

Reserved.



§  Impact of excessive multitasking
§  Unhappy workers
§  Not living up to full potential
§  Costs more
§  Impacts the team
§  Let’s take just 1 minute and brainstorm …
… What can you do to improve a team’s focus?
Reserved.

Time!

Reserved.



Agenda
§ 
§ 
§ 
§ 
§ 

Is a New Process Methodology Needed?
Overview of the Agile Workflow
What Have We Learned?

Reserved.

Topics:
§  Key Agile Roles
§  The Agile Project Manager
§  Introduction to XP
§  Basic Scrum

Reserved.



Key Agile Roles
§  Product Owner: Ultimately responsible for the
project’s success
§  ScrumMaster: Agile, the
In Coordinator, facilitator, and
Project Manager
obstacle-remover
reports to the
§  Development Team: Works to deliver the
team!
project to market
§  Customer: The ultimate authority, the Boss!
(Somebody must be the customer advocate)
Reserved.

The Agile Project Manager
§  It is all about being flexible …
… while adhering to a plan and a process

Less structured,
more adaptable

Ad hoc

Scrum

XP

Waterfall

More structured,
less adaptable

Reserved.



Movie Time

Excerpt copyright © 1993, New Line Cinema, Gettysburg. Ron Maxwell.

Reserved.

Process Group

Common Definitions

Initiating

Starts these process cycles

Planning

Establishes objectives and processes

Executing

Implement processes (“do the work”)

Monitoring &
Controlling

Track and apply improvements prior to
beginning of the next implementation

Closing

Ends the process cycles (Release!)

Reserved.



PDSA

Process Group

Common Definitions

Initiating

Sets the vision, starts these process cycles

Plan

Planning


Do

Executing


Study

Monitoring &
Controlling


Closing


Act

Reserved.

§  How PMBOK ® Guide process groups relate
§  PDSA: Progressive elaboration is both a project
management
Planning
Executing
concept and
Plan
Do
Initiating
Closing
an agile
concept
Act

Study

Monitoring and Controlling

Reserved.



§  PDSA: Agile can map onto PMBOK® Guide
process groups
§  “Discover
Planning
Executing
and deliver”
Plan
Do
Initiating
Closing
cycles
iterate until
the project
Study
Act
is done
Monitoring and Controlling

Reserved.

PDSA

Process Group

Common Definitions

Initiating

Sets the vision, starts these process cycles

Plan

Planning


Do

Executing


Study

Monitoring &
Controlling


Closing


Act

Reserved.



Introduction to XP
Work performed: Pairs pick Story Cards,
Create tests first, integrate, and validate
often with the customer

Explore and
create initial
Stories
1

2

Release
Planning

3

4

Iteration
Planning

Continue if Story Cards aren’t completed

Reserved.

Introduction to XP
Feature

Description

Specifications

Described as “stories”

Schedules

Project will have a certain number of cycles

Sequence of Events

Short cycle development, iterations follow another

Adaptable to Change Thrives on change
Easy to Understand

Concept of pair programming can be confusing

Involve Customers

Cohabitation with the team may not be possible
Reserved.



Show of Hands
§  How many of you already build products
nightly? ____
§  How many of you have dedicated testers? ____
§  How many of you have invested in automated
testing tools and technology? ____
§  How many of you are lying? ____

Reserved.

Basic Scrum
§  Timeboxed mini-development cycles
§  Each
Timebox
Timebox
Timebox
timebox
Plan
Do
is a fixed
Iteration
3
Iteration
Iteration
1
cycle
2
Ok?
Ok?
Ok?
§  Each, a
Study
Act
series of
PDSAs
Are you
kidding?

“Let’s ship this
pig!”

Not bad, just
not yet

Reserved.



Best Practice
Agile Methodology is geared towards
reducing complexity into small chunks
(“Sushi Delivery”) …
The goal is for your team to
operate in a quality “delivery” rhythm …
The mechanics are tough,
but the benefits can be great!
Reserved.

Basic Scrum
§  Scrum flow is intuitive, customer-driven, and
emphasizes team collaboration
The Sprint

1

2

Product Backlog

Work: Daily development,
check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4

5

Meeting: Sprint
Review

Meeting: Sprint
Meeting: Create Planning
Meetings: Daily
Product Backlog
Scrum

Ship!

Reserved.



Basic Scrum
§  Step 1: Create the Product Backlog
The Sprint

1
Product Backlog

Meeting: Create
Product Backlog

Reserved.

Basic Scrum
§  Step 2: Sprint planning
The Sprint

1

2

Product Backlog

Sprint Backlog

Meeting: Sprint
Product Backlog

Reserved.



Basic Scrum
§  Step 3: The Sprint
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.

Basic Scrum
§  Step 4: Sprint Review
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4
Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.



Basic Scrum
§  Step 4: Sprint Review – Return for another
Sprint …
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4
Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.

Basic Scrum
§  Step 5: Sprint Review – or release the product!
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4

5

Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

ü
Ship!

Reserved.



Agile Software Project Best
Practices
Basic Scrum
§  Scrum Characteristics
Feature

Description

Specifications

Chisel away at feature backlog

Schedules

Fixed iterations

Sequence of Events

One iteration follows another in 30 day “sprints”

Adaptable to Change Thrives on change
Easy to Understand

Yes, few rules and very little documentation

Involve Customers

At sprint reviews at the end of each cycle
Reserved.

Best Practice
A Scrum-built product is
release-capable at the end of each Sprint …
… but may not be release-ready
We have rushed through a lot, we’ll cover this
entire process in more detail later …

Reserved.



The title of this training says it all: Deliver
Software Projects On Time, Every Time
§  The software industry as a whole is generally
not very productive
§  Waterfall technique isn’t adaptable to the work
that needs to “be discovered”
§  Customer-centric project decisions succeed
§  Embracing change (agile) transforms teams
§  Project management best practices can be agile
Reserved.

§  Having a company vision and reinforcing that
decision “tree” makes tough decisions easier
§  Embracing change (agile) transforms teams
§  Project management best practices can be agile
§  It is your job to keep staff focused
§  Scrum discovers and is adaptable to change

Reserved.



Time!

Reserved.



Agenda
Afternoon

Reserved.

How the Scrum Workflow Really
Works
Topics:
§  The Scrum "Walkabout"
§  Ways That Scrum Can Fail

Reserved.


Deliver Projects On Time, Every Time- PM 1

Works
The Scrum "Walkabout"
§  Scrum flow is intuitive, customer-driven, breaks
complex projects into pieces, and team-focused
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4

5

Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Ship!

Reserved.

Works
§  Step 0: Create the Project Vision
§  Management sets the project direction
§  Selects the team
’fore I forgit – the
Step 0? Isn’t that
Project Vision thang
the same as
§  Identify “rules of engagement” act as the
should
Scrum Planning?
§  Plan whatever you need toProject Charter!
do before
launching the team
§  But the longer you get started, the longer
you don’t get the product released
Reserved.



Works
§  Use Rough Order
+100%
of Magnitude
(ROM) technique +50%
+25%
§  Estimate a range
of Sprints where +10%
-10%
release will occur
-25%
§  (You can map key
milestones on top) -50%

Rough Order of
Magnitude
(ROM)

Delivery range

Definitive
Estimate

TF

Project initiation

IC
Time

Project closure

Reserved.

Works
Best Practice
The benefit of incremental product building
“You’ll rarely be remembered for missing a
feature …
but, you’ll never be forgotten for missing a
schedule.”

Reserved.



Works
The Sprint

1
Product Backlog

Meeting: Create
Product Backlog

Reserved.

Works
§  Includes three ingredients
1.  Feature descriptions
2.  Consensus estimating
3.  Priorities based on value
§  Scrum relies on a team-driven, efficient
method of defining the Product Backlog as
Stories
Reserved.



Works
§  Includes three ingredients
1.  Feature descriptions Remember the
Decision
2.  Consensus estimating
Pyramid?
3.  Priorities based on value
§  Scrum relies on a team-driven, efficient
method of defining the Product Backlog as
Stories
Reserved.

Works
§  Calculate a team member’s available time
Hours

Time Usage This Week

40

Maximum hours available

-5

In meetings

-5

Supporting customers

-8

Other projects

-0

Vacation/holiday

22

Total remaining available hours (55%!)
Reserved.



Works
Best Practice
Working more hours
doesn’t mean that the team
produces more output …
… for that very reason,
estimates must be realistic

Reserved.

Works
§  Step 2: Sprint planning
The Sprint

1

2

Product Backlog

Sprint Backlog

Meeting: Sprint
Product Backlog

Reserved.



Works
§  Step 2: Sprint Planning
§  Remaining Product Backlogs are prioritized
by the team (the Sprint Backlog)
§  Available team time is allocated
§  The Sprint Backlog is subdivided into tasks
and level of effort
§  Assignments and obstacles are identified
§  The Sprint starts!
Reserved.

Works
§  Step 2: Sprint Planning
§  How is level of effort (LOE) measured?
§  PMBOK® Guide relies on expert judgment
§  Technique used in Scrum planning (Step 1)
§  It starts with a simple
1/
2
card game …
13

3

?

Reserved.



Works
§  Step 2: Sprint Planning – the game
I thought it
was long
because …

What … Yapp,
yapp, yapp, …,
and more yapp
5
3

5
13

How …
yapping,
yapping, …

I thought it
was short
because …
5
?

5

13
/2

Reserved.

Works
Open Discussion

What are the benefits to this method of
estimating the level of effort?

Reserved.



Works
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.

Works
§  A Daily Scrum Meeting takes place with the
team and the ScrumMaster
§  Three critical topics are covered
1.  What was just completed?
2.  What are you working on next?
3.  What is hindering progress?
§  Say, what’s burning?
Reserved.



Works
§  Step 3: The Sprint – A Burndown chart of
remaining work is updated daily
Burndown Chart
35

Actual work
got behind

30
25

We more than
caught up …

20
15

10
5
0
DS1-W

DS2-T

DS3-F
Planned

DS4-M
Actual

DS4-T

… eventually
completing on time!

Reserved.

Works
Best Practice
§  The Daily Scrum meeting is the opportunity to
inspect and adapt
§  It isn’t enough to just “engineer” the work …
… test validation is equally as important (the
more automated the better!)

Reserved.



Works
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4
Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.

Works
§  Team presents product to the customer,
Product Owner, and other stakeholders
§  Re-evaluate how to adjust practices and
improve
§  Sprints need to complete (d-u-n-n)
§  The team has a decision to make …

Reserved.



Works
§  Step 4: Sprint Review – Return for another
Sprint …
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4
Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.

Works
§  Step 5: Sprint Review – or release the product!
The Sprint

1

I prefer
to call this
check-ins, builds,
the “Ship the Pig!” and validation
2
3
milestone

Product Backlog

Sprint Backlog

Sprint

4

5

Meeting: Sprint
Review

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

ü
Ship!

Reserved.



Works
Best Practice
A Scrum-built product is
release-capable at the end of each Sprint …
(… but may not be release-ready)

Reserved.

Works
§  Scrum iterative cycles = progressive elaboration
(PMBOK® Guide) = PDSA (Deming)
The Sprint

1

2

Product Backlog

check-ins, builds,
Do
Plan validation
and
3

Sprint Backlog

Sprint

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Act

4

5

Meeting: Sprint
Review
Ship!

Study

Reserved.



Works
Ways That Scrum Can Fail
§  Typically 20% attrition during transition to agile
1.  Old-style programmer won’t change
2.  Poor performer(s)
3.  Not a “completer” – 95% almost done is not
really done (d-u-n-n)
4.  First-line managers don’t want to lose
control
5.  Team members being defensive
Reserved.

Works
Ways That Scrum Can Fail
§  Practicing “almost Scrum-like”
§  No executive management commitment
§  Force-fitting a project that isn’t suited to Scrum
§  Not having basic iterative tools in place
§  Automatic build and source control
§  Automatic tests and framework
§  User documentation must be current
Reserved.



Time!

Reserved.

Agenda
Afternoon

Reserved.



Define Project Scope the First
Time
Topics:
§  Being Effective at Collecting Requirements
§  Creating the Product Backlog (WBS)
§  Verifying and Controlling Scope

Reserved.

Time
Being Effective at Collecting Requirements
§  What is a requirement anyway?
A feature definition that satisfies a customer
need
And, according to IEEE:
“Condition or capability needed by a user to
solve a problem or achieve an objective.”

Reserved.



Time
§  What is a requirement anyway?
And according to the PMBOK® Guide:
The project and product features/functions
needed to fulfill stakeholder’s needs and
expectations.

Reserved.

Time
§  The cost, according to Barry Boehm, of
correcting a requirement
“Up to 68 times more than if it had been
found at requirements definition”

Reserved.



Time
Best Practice
Your role is to remove fear of accountability from
the staff that has probably been …
… burned in the past!

Reserved.

Time
Movie Time

Excerpt copyright © 1986, 20th Century Fox, Aliens. James Cameron.

Reserved.



Time
§  Project Scope Management knowledge area
Process Groups
Implementation
Initiating

Planning

Execution

Monitoring &
Controlling

Collect
Requirements

Verify Scope

Define Scope

Closing

Control Scope

Create WBS

Reserved.

Time
Best Practice
If the project manager isn’t technical enough …
… partner with someone who is and
make decisions as a
unified leadership team

Reserved.



Time
§  Characteristics of a great set of requirements
§  Complete
§  Correct
§  Feasible
§  Necessary
§  Traceable
§  Verifiable
Reserved.

Time
Best Practice
§  When putting your requirements together, why
not use a simple table as a checklist?
How good are my requirements?

ü
ü

Complete
Correct
Feasible
…

Reserved.



Time
§  Interviews
§  Facilitated workshops
§  Brainstorming
Hey! I also like
these to identify
§  Questionnaires
risks …
§  The Delphi Technique

Reserved.

Time
§  Deciding which features are in scope
Out of Scope
Possibly In Scope

E

In Scope

Must Haves

In Scope
A

C

B

D
J

G

F

H

I

C

B

I

D

J

L
M
K

Nice to
Haves

Reserved.



Time
§  Possible group decision-making techniques
§  Unanimity
Everyone agrees
or it isn’t
prioritized

Reserved.

Time
§  Majority Rule
At least 50%
agree

Reserved.



Time
§  Consensus
Majority agrees
and the minority
agrees to support
the decision

Reserved.

Time
§  Dictatorship
Individual makes
the final decision

Reserved.



Time
Best Practice
§  Regardless of which group decision-making
technique is used …
§  Encourage a team culture based on effective
communications and team buy in
§  The team cannot become absorbed with every
detail
§  Product Owners need to account for more
detail while focusing on the user experience
Reserved.

Time
§  What are the key risks if requirements aren’t
done right?
§  Product not accepted by the customer
§  Creeping user requirements result in project
overruns and team morale issues
§  Ambiguous requirements are impossible to
verify (test)
§  What’s worse, on-time delivery isn’t possible
Reserved.



Time
Creating the Product Backlog (WBS)
§  Agile projects need a scope roadmap, too!
The Sprint

1

2

Product Backlog

check-ins, builds,
and validation
3

Sprint Backlog

Sprint

4

5

Meeting: Sprint
Review
Ship!

Meeting: Sprint
Meetings: Daily
Product Backlog
Scrum

Reserved.

Time
§  Project Scope Management knowledge area
Process Groups
Implementation
Initiating

Planning

Execution

Monitoring &
Controlling

Collect
Requirements

Verify Scope

Define Scope

Closing

Control Scope

Create WBS

Reserved.



Time
§  You need to breakdown the project into
manageable work components
§  Why?
1.  Eliminates Scope Creep
2.  Once you complete the work components,
the project should be complete
3.  Optionally deliver early by prioritizing those
backlog items with customer value first
Reserved.

Time
§  Basic work package creation flow

Collect
Requirements
Analyze the work to
meet project
objectives

“Work Packages”
(WBS and WBS
Dictionary)

Define Scope

Reserved.



Time
§  The Work Package is the lowest level that can be:
§  Scheduled
§  Cost estimated
§  Monitored
§  Controlled

Reserved.

Time
§  Sample hierarchical work packages

3 Core Calculation
“engine”

2 UI

“Packages”are
known but, need
more detail

3.1 Shipping/
Handling
Calculations

Ah ha! Finally the
Work Package

Overall modules,
details aren’t yet
known

3.2 Tax
Calculations

3.2.1 Build state
tax software
module

Reserved.



Time
§  What defines the product feature set?
Project Work =
sum(Work Package1, WorkPackage2, …)
So, my project is

defined by the
§  And how does this relate to agile projects?
combined work

Project Work = Sprint1( packages? L-I-B!
sum(Work Package1, WorkPackage2, …))
+
Sprint2(sum(Work Package1, …)) + …
Reserved.

Time
Verifying and Controlling Scope
§  Daily Scrums throughout the iterative process
§  Keeps team focused, controls scope
§  Remaining hours per task goes to 0 when verified
PB
01
01
01
01
01
02

ST
01
01A
01B
02
01
03

Product Backlog Tasks
WBS Dictionary and Task Description
WBS Dictionary 1
SubTask 1
SubTask 2
WBS Dictionary 2
SubTask 1
WBS Dictionary 3

PB.ST
01.01
01.01A
01.01B
01.02
01.01
02.03

Orig:

Remaining Hours
DS3-F
DS4-M

DS1-W
0
0
3
8
`
13
5
29

DS2-T

DS5-T

3
8
13
5
29

2
6
12
7
27

1
2
4

4
3

7

7

29

29

22

13

4

SR-T

0

ü
0

Reserved.



Time
Best Practice
§  Use the creation of a Product Backlog (WBS
and the WBS Dictionary) as a cross-functional
team building exercise

Reserved.

Time!

Reserved.



Agenda
Afternoon

Reserved.

Successfully Transition to an Agile
Organization
Topics:
§  Case Studies About Developer Motivation
§  Using Organizational Theory to Develop Teams
§  Establish a Culture of Effective Communications

Reserved.



Organization
Human Resource Knowledge Area
§  Motivating and leading teams through change
Process Groups
Implementation
Initiating

Planning

Execution

Develop Human
Resource Plan

Monitoring &
Controlling

Closing

Acquire Project
Team
Develop Project
Team
Manage Project
Team

Reserved.

Organization
Movie Time

Excerpt copyright © 1999, 20th Century Fox, Office Space. Mike Judge.

Reserved.



Organization
Case Studies About Developer Motivation
§  According to a recent IEEE Computer Society
study, Tracy Hall concludes motivation has four
key impacts
Productivity
Quality

Motivates

Success
Retention

You!
Project Team

Reserved.

Organization
§  Back in the 1980s:
Developers enjoyed learning and being
challenged …
… but had little interest in socializing
§  Recently:
Shift where motivation has a lot to do with
personality and their working environment
…
Reserved.



Organization
§  Important motivational factors for developers
No wonder motivational “enticements” aren’t effective with the “nerd herd”

# Motivational Factor

Highlights

1 Identification with task

Clear goals, team identifies with product quality

2 Great management

Direction is known, effective communications

3 Employee participation

Involved, working with others is a positive

4 Career path

Opportunities, knows what is expected

5 Variety of work

Learning, making use of skills, being “stretched”
Reserved.

Organization
Best Practice
§  According to Project Management Practitioner’s
Handbook, you can dramatically enhance an
employee’s satisfaction
§  Job rotation
§  Job enlargement

Reserved.



Organization
Using Organizational Theory to Develop Teams
§  Basic theories that every manager should know
§  Maslow’s Hierarchy of Needs
§  McGregor’s Theory X and Theory Y
§  Hierarchy of Needs combined with Theory X
and Theory Y
§  Tuckman’s Team Development model

Reserved.

Organization
§  Maslow’s
Self-Actualization
Hierarchy of
Needs

Higher needs

SA

Esteem

Acceptance

Security

Physiological
Lower needs

Reserved.



Organization
§  Maslow’s Hierarchy of Needs
Definition

Highlights

Physiological

Basic biological/workplace needs

Security

Freedom fear, company is growing, stable management

Acceptance

Part of the team, accepted, key participant

Esteem

Feeling of importance, recognized, clear career path

Self-Actualization

Working to full potential, passionate, love their work

Reserved.

Organization
§  Theory X
organizations
You
take a lot more
management
Theory X
Theory Y
Distrust,
Confidence and
§  Theory Y allows
micromanage staff
trust,
empower staff
you to lead

“I work ‘cause I
have to”

“I work ‘cause I
want to”

Reserved.



Organization
§  McGregor’s Theory X and Theory Y
Need

Theory X

Theory Y

Staff members

Not motivated to work

Very motivated, strong
desire to work

Management
(you!)

Forced to micromanage

Empower the team to do
the work

Overall theme

Distrust between staff
and management

Trust between staff and
management

Reserved.

Organization
§  McGregor’s Theory Y organizations benefits
§  You can focus on removing barriers for the
team
§  When staff wants to do well, “untapped
energy” and creativity takes place
§  Prevailing belief of a high degree of job
satisfaction in doing a great job

Reserved.



Organization
§  Hierarchy of
Needs
combined with
Theory X
and Theory Y

Higher needs

SA

Theory
Y

Esteem

Acceptance

Theory
X

Security

Physiological
Lower needs

Reserved.

Organization
§  Bruce Tuckman developed a team-development
psychology back in 1965
§  It is still taught to this day …
* You
might call it is
… and forgotten about the day after these taught
stages HELL!
§  Premise is that a team transitions through, at
most, five distinct stages during a project

Reserved.



Organization
Best Practice
Why care about the Tuckman Team
Development model?
1.  Your role is generally to direct the team
2.  But your communication and leadership
style should adjust depending on the stage

Reserved.

Organization
§  The Tuckman Team Development model
Why are we here
1.  Forming
Forming
and what should we
do?
2.  Storming
How much power
Storming
do I exert?
3.  Norming
Together for the
Norming
4.  [Performing]
common good
Autonomous team
5.  Adjourning
Performing
without need for
supervision (rare!)

Adjourning

The project is over,
NOW what?

Reserved.



Organization

§  Forming
Stage
Forming

What Happens?

Your Leadership Style

Team agrees on project goals,
members are on their best
behavior, level of trust develops

Directive

Validation
Each member should be able to recite the 30-second “elevator speech”

Reserved.

Organization

§  Storming
Stage
Storming

You Happens?
What may have to go
back to Forming if
Conflict,team never open
your anxiety, and
expressionunified!
really of ideas

Listening *

Validation
This stage is necessary for team development and ultimately can produce
better software products
* with directive reinforcement

Reserved.



Organization

§  Norming
Stage
Norming

What Happens?


Trust, relationship building,
success takes shape

Participative *

Validation
Maintaining this model takes constant attention, if teamwork starts to break
down or team members become confrontational, you are really back in the
Storming stage
* with feedback cross-checks

Reserved.

Organization

§  Performing
Stage
Performing

Remember when weStyle
Your Leadership
talked about focus? A
High-performing results, team
team Participative

is a
in the “flow”
is unified
performin’ team.
What Happens?

Validation
Team almost runs without any management at all!

Reserved.



Organization

§  Adjourning (aka Mourning)
Stage

What Happens?

Adjourning


Project closure tasks are
performed, teams disband

Proactive

Validation
Can be both positive or negative, the focus is to ensure that the spirit of
lessons learned are openly discussed to improve the organization—you
must have a transition plan

Reserved.

Organization
Show of Hands
§  Pick one of your current teams
§  Where are they in Tuckman’s model?
§  Your goal is to move the team to the right

Forming

Adjourning
Storming

Norming

Performing

Reserved.



Organization
Establish a Culture of Effective Communications
§  In Ed Yourdon’s Death March, he states some
very important communications rules
§  Total transparency
§  Clear communication of risks
§  By the way, full transparency is an agile
(Scrum) requirement

Reserved.

Just the Facts

Your team expects you to communicate
According to the PMBOK® Guide, about
90% of your time
should be spent communicating!

Reserved.



Organization
Human Resource Knowledge Area
§  Communicating through change and project
delivery
Process Groups
Implementation
Initiating

Planning

Execution

Monitoring &
Controlling

Identify
Stakeholders

Plan
Communications

Distribute
Information

Closing

Report
performance

Manage
Stakeholder
Expectations
Reserved.

Organization
§  Understand your Stakeholders
Stakeholders

Interested

Supportive

information

information

Very
supportive

Not supportive

information

information

You! The
Communicator!

Reserved.



Organization
§  Being absolutely clear and transparent

Reserved.

Organization
Best Practice

Your project’s success depends on how
effectively

you communicate

Reserved.



§  As long as you stick to agile (Scrum) roles and
responsibilities, your projects should be
successful
§  Keeping project scope “in check” (no gold
plating) will make all of the difference
§  Understanding basic individual and team
motivational theory should help retain staff and
reduce project risk
Reserved.

§  Last, but not least, effective communications
techniques will set your team apart and reduce
project risk
§  Throughout this presentation we’ve shown how
the basics of the PMBOK® Guide can be applied
to your agile project

Reserved.



References
§  Agile Alliance. Manifesto for Agile Software Development
(www.agilealliance.org).
§  Agile Alliance. Declaration of Interdependence (www.pmdoi.org).
§  Beck, Kent. Extreme Programming Explained: Embrace Change, Second
Edition. Boston: Addison-Wesley, 2005.
§  Boehm, Barry, J.R. Brown, and M. Lipow. “Quantitiate Evaluation of
Software Quality,” Second IEEE International Conference on Software
Engineering. Los Alamitos, CA: IEEE Computer Society Press, 1976.
§  Connolly, Mickey and Richard Rianoshek. The Communication Catalyst:
The Fast (But Not Stupid) Track to Value for Customers, Investors, and
Employees. Chicago: Dearborn trade Publishing, 2002.

Reserved.

References
§  Cohn, Mike. Agile Estimating and Planning. Upper Saddle River, NJ:
Pearson Education, 2006.
§  Davis, Alan M. Software Requirements: Objects, Functions, and States.
Englewood Cliffs, NJ: PTR Prentice Hall PTR, 1993.
§  DeCarlo, Doug. eXtreme Project Management: Using Leadership,
Principles, and Tools to Deliver Value in the Face of Volatility. San
Francisco: Jossey-Bass, 2004.
§  DeMarco, Tom. Slack: Getting Past Burnout, Busywork, and the Myth of
Total Efficiency. New York: Random House, 2002.
§  DeMarco, Tom and Timothy Lister. Peopleware: Productive Projects and
Teams, 2nd Edition. New York: Dorset House Publishing, 1999.
§  Dr. Dobb’s Portal. The Agile Manifesto. www.ddj.com. J. Wiley and Sons,
1994.
Reserved.



References
§  Jones, Capers. Applied Software Measurement: Global Analysis of
Productivity and Quality, Third Edition. New York: McGraw-Hill, 2008.
§  Hall, Tracy, Helen Sharp, Sarah Beecham, Nathan Baddoo, and Hugh
Robinson. “What Do We Know About Developer Motivation?” IEEE
Software, July/August 2008, 25(4), pp. 92-94 (http://
ieeexplore.ieee.org/xpl/freeabs_all.jsp?arnumber=4548414).
§  IEEE. IEEE Std 830-1998: “IEEE Recommended Practice for Software
Requirements Specifications.” Los Alamitos, CA: IEEE Computer Society
Press, 1998.
§  Kawasaki, Guy. “Entrepreneurship’s 10 Commandments.” Forbes. Jun
11, 2009 (www.forbes.com/2009/06/11/guy-kawasaki-whartonentrepreneurs-management-wharton.html).

Reserved.

References
§  Kliem, Ralph L. and Irwin S. Ludin. Project Management Practitioner’s
Handbook. New York: AMACON, 1998.
§  Larman, Craig. Agile and Iterative Development: A Manager’s Guide.
Boston: Pearson Education, 2004.
§  McConnell, Steve. Rapid Development: Taming Wild Software
Schedules. Redmond, WA: Microsoft Press, 1996.
§  Mulcahy, Rita. PM Crash Course: Tricks of the Trade for Project
Managers. Minneapolis: RMC Publications, 2006.
§  Newkirk, James and Robert C. Martin. Extreme Programming in
Practice. Boston: Addison-Wesley, 2001.

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References
§  Project Management Institute, Inc. A Guide to the Project Management
Body of Knowledge: PMBOK® Guide, 4th Edition. Newton Square, PA:
Project Management Institute, 2008.
§  Schwaber, Ken. Agile Project Management with Scrum. Redmond, WA:
Microsoft Press, 2004.
§  SD Times. Taking the Extreme Out of XP Methods. www.sdtimes.com.
Feb 1, 2005.
§  Takeuchi, Hirotaka and Ikujiro Nonaka. The New New Product
Development Game. Harvard Business Review. Jan-Feb 1986.
§  The Standish Group. Chaos Reports (1994-2006).
www.standishgroup.com.

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References
§  Whitaker, Ken. Principles of Software Development Leadership:
Applying Project Management Principles to Agile Software
Development. Boston: Course Technology PTR, 2009.

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