agile pm toolbox
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Tool Creator: Roger Fance
Creation Date: May 2008
This toolbox has been developed for a Agile Coach (PM) who is undertaking a small Agile software development project to assist in getting the project upand running as quickly as possible and to centralise key project information.
Like a handyman's toolbox, not all the tools in this workbook may be useful or relevant for the situation at hand. In Agile, less is more. The PM should usediscretion in selecting and using only those tools that add value, understanding and control. If the tool is irrelevant in your environment, DON'T USE IT! If ttool is not exactly right for you, CHANGE IT! The toolbox has been developed in MS Excel rather than MS Word because of the useful sorting, filtering and
pivot table features that can assist you as the Project Manager to see new or derived views of the data, easily perform numerical calculations and obtainstatistical information. For example burn-down charts could be derived from the Feature List using the Pivot Tables and Charting functions within MS Exce
The worksheets have been loosely arranged in order left to right, following the Agile phases of ENVISION, SPECULATE, EXPLORE, ADAPT and CLOSE.However, Agile projects are not linear and any of these tools may be used, revisited or updated in any order to reflect current reality. Sample data hasbeen entered in italics to assist in understanding
Many cells have comments associated with them to assist you in understanding how they should be used. Hover your mouse over cells with a red
triangle in the top right corner to see the comment for that cell.
Collaboration and communication are critical factors in successful Agile project management. The contents of these worksheets should be completed inclose collaboration with the Project Team, Customers and other Stakeholders
Content will change frequently as the project iterations progress. To be able to compare with earlier content creation, it is suggested that this file is saved adated file once a week to provide an historical snapshot.
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Agile Values and Principles - a reminder of Agile values and principles for you anENVISION Product Vision - a one page vision of the product (application) descriENVISION Project Scope - a one page document providing key project informatiENVISION Participant Id - customers, stakeholders, project team and other parti
SPECULATE Feature List - the feature log for the product (application) being deSPECULATE Index Cards - A template that can be used to print A5 sized indexSPECULATE Iteration Plan - high level planning document for development itera
SPECULATE WBS Schedule - a suggested template for iteration planningSPECULATE Communication Plan - a plan for identifying the type and frequencySPECULATE Risk Log - a log to identify risks, severities, mitigations and ownersEXPLORE Issue Log - a log to record issues and their resolution progress
EXPLORE Iteration PSR - a suggested template for iteration (or other period) prEXPLORE Defect Log - a log to record bugs/defects during testing
ADAPT Decision Log - a log to record significant project decisionsADAPT Change Log - a log to record formal change requests and their project imCLOSE Retrospective - An tool to capture feedback from an iteration or project cl
Reference - miscellaneous reference information
TOOLS (click on a link below)
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d the project team to adopting key features, parameters and constraintsn and controlsipant details
eloped, including characteristics and planned development iterationards containing feature information to be used in Scrum sprint planningions, milestones and releases
of communication with stakeholders
ject status reporting
pactsose
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Agility
1 Agility is the ability to both create and respond to change (rapidly) in order to profit in a turbulent business environm2 Agility is the ability to balance flexibility and stability
Key Business Objectives for Agile Project Management (APM)
1 Continuous innovation - to deliver on current customer requirements
2 Product adaptability - to deliver on future customer requirements
3 Reduced delivery schedules - to meet windows and improve on Return on Investment (ROI)
4 People and process adaptability - to respond rapidly to product and business change5 Reliable results - to support business growth and profitability
Guiding Principles of Agile Project Management
Customer Value through Innovative Products
Deliver customer value
Employ iterative, feature-based delivery
Champion technical excellence
Leadership-Collaboration Management Style
Encourage explorationBuild adaptive (self-organising, self-disciplined) teamsSimplify
The Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others do it. Through this work
1 Individuals and interactions overprocesses and tools
2 Working software overcomprehensive documentation3 Customer collaboration overcontract negotiation
4 Responding to change overfollowing a plan
That is, while there is value in the items on the right, we value items on the left more
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Product Name
Elevator Test Statement For midsize companies' distribution warehouses who need advanced carton movement functionality
transferring system that provides dynamic warehouse reallocation and truck loading of multisized ca
competitive products, our product is highly automated and aggressively priced
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123456
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1 Examples?2
Product Vision
Sell Features
Detailed Feature Description
Operating Requirements
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Project Manager: Roger Fance
Product Manager: Fred Bloggs
Executive Sponsor: Andrew Smith
Fixed Flexible Accept Target
Scope 12,500FP
Schedule +/-6 weeksResources
Project Name: CRM Developm ent
Project Start Date: 03/01/2008
Clients:
Project Data Sheet
Marketing
Call Centre
Client Benefits
Better customer service
Sales
Accounting
Project Objective Statement:
The objective is to build a web-based CRM application that includes salestracking, order management, sales management and marketing. The system
needs to be operational by 30/06/08 and cost less than $2.5m
Trade-Off Matrix: (only 1 fixed and 1 flexible)
Reduce paperwork
More accurate order processing
Better customer account management
Performance Attributes
Call Centre volume of 3,500 calls per day
Worldwide web access
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Name Initials Contact Number Email Cost per day CV hyperlink Department Role
Fred Bloggs FB 0433 434 353 fredb@email.com.au $1,000 Developer
Participant Identification
mailto:fredb@email.com.aumailto:fredb@email.com.au -
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Feature
ID
Feature
Type
Iteration
ID Domain L1 Domain L2 Feature
Feature
Value
Dependent
on feature Importance Requirements
Estim
Develo
Comp
F1 Cust I1Payment
Processing
Process
payments from
Bank &Centrepay
Locked Bag
payment file$15,000 3 Fluctuating Med
F2 Tech I1Payment
Processing
Processpayments fromBank &
Centrepay
Bank Aust
post OTC$7,000 F1 2 Routine Lo
F3 Cust I2 Report
ProcessingMIS Reports
Client List
Report$5,000 1 Fluctuating Med
Feature List
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Feature ID
F1 Importance
Notes Estimate
How to demonstrate F3
Client List Report 1
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Iteration/
Milestone
ID Theme
Planned Start
Date
Planned End
Date
Actual Start
Date
Actual End
Date Status
I0
Foundational Architecture
and Infrastructure
I1
Payment Processing
features 30/01/2008 13/02/2008 30/01/2008 12/02/2008 Completed
I2 Reporting features 2/14/2008 2/28/2008 2/13/2008 In progress
I3 Call Centre features 2/29/2008 3/14/2008 Not started
I4
User features complete -
Testing / rework /
contingency 3/15/2008 3/29/2008 Not started M1 User features demo 3/30/2008 3/30/2008 Not started
I5
Administration and
Security 3/30/2008 4/13/2008 Not started
I6 Technology and Domain 4/14/2008 4/28/2008 Not started
I7
Non-functional features
demo 4/29/2008 4/29/2008 Not started
M2 UAT complete 4/30/2008 4/30/2008 Not started
R1 Phase 1 features release 5/20/2008 5/20/2008 Not started
Iteration / Milestone / Release Plan
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WBS ID Activity / Task Start Date End Date
Duration
(days) Resource Dependency
1 Iteration Theme
1.1 Contingency and rework from previous iteration
1.2 Requirements for following iteration
1.3 Design for following iteration
1.4 Refactor
1.5 Build
1.6 Integrate
1.7 Test
1.8 Document
1.9 User Training
1.10 Deploy
1.11 Customer review meeting1.12 Mini project team retrospective
Iteration WBS template
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Group Individual Email Address
Phone
Number
Information
Needed Frequency Medium
Responserequired
(days)
Communication Plan
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No. Owner
Date
Raised Risk Description Probability Impact Score Risk Response Risk Response Treatm
1 RF 20-Oct-08
Estimate assumptions turn out to
be incorrect Likely Moderate 15 Reduction
Constantly re-evaluate e
as new information com
and particulary focus on
in iteration reviews. Com
new estimates to all proj
stakeholders in a timely
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12
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17181920
Risk Log
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Issue
Number
Associated
Risk Number Owner Date Raised Issue Description Priority Issue Resolution Approach Assigned To
1 N/A RF 10/06/2008 Key Java developer has resigned High
Develop position description and seek
replacement through recruitment panel
ASAP RF2345678
910111213141516171819
20
Issue Log
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Defect
ID
Iteration
ID
Feature
ID Priority
Date
Raised Raised By Assigned To Description / Comments
Defect Log
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Project Manager Roger Fance Period dd/mm/yy to dd/mm/yy
Product Manager Fred Bloggs PSR # 1
Executive Sponsor Andrew Smith Iteration ID 1
MeasureStatus last period
G/A/RStatus this period
G/A/R Brief explanation ifA orR
Overall
Schedule
Budget
Milestones
Resourcing
Customer Satisfaction
Value Realisation
Project Status Report
Project Objective
G - Green Key indicator expectations are being met
A - AmberKey indicator expectations in jeopardy
R - Red Key indicator expectations are seriously endangered and need urgent attention
Project Key Indicators
Highlights (Extract for Management Reporting)
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No. opened last week No. opened this week No. closed this week Total open issues
Commentary
No. opened last week No. opened this week No. closed this week Total open risks
Commentary
Original Approved Total Revisions Total Forecast Variance %
Risks
Achievements this iteration
Not achieved this iteration Reasons
Planned achievements next iteration
Project Financials
Work Planning
See Issue Log for more detail
See Risk Log for more detail
Issues
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DecisionID Date Raised Raised By Decision Problem Proposed Response Actual Response
Decision Log
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Change
ID
Iteration
ID
Feature
ID Change description
Date
Raised
Date
Approved Approver Schedule impact Budget impact Status
Change Log
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3
75.00
Date Who What worked well? What didn't work well? What could
Iteration / Project Retrospective
Number of features delivered
Number of features not delivered
Percentage of features delivered
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Reference
Return to Toolbox navigation sheet
Product Requirements Dimension Bleeding Edge Leading Edge Familiar Well known
Erratic 10 8 7 7Fluctuating 8 7 6 5Routine 7 6 4 3Stable 7 5 3 1
Exploration FactorProduct Technology Dimension
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