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Agile PM 101 – Best Practices
GR8PM
Traditional Agile Hybrid Training � Coaching � Consulting
Copyright, GR8PM, 2013, all rights reserved.
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The claim that Agile is a revolution is an exaggeration! • Fact – Agile applies Lean Principles to project
management. It offers improved planning and team management practices.
Agile PM 101 – Best Practices
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Every Agile framework is missing two key components. • Fact – Every Agile framework is missing budgeting and
sophisticated scheduling tools. The PMBOK® Guide solves those problems and makes Agile better!
Agile PM 101 – Best Practices
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Agile, as practiced by many agilists, ignores the needs of the organizational-customer for estimating and planning. • Fact – Many Agilists ignore the proven scheme of ROM,
Budgetary, and Definitive estimates for reliable planning that supports the organizational-customer. The PMBOK® Guide solves that problem and makes Agile better
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None of those facts mean I am against Agile!
Please let me introduce myself.
Agile PM 101 – Best Practices
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Introduction: John Stenbeck, PMP, CSM, CSP, PMI-ACP
" Sr. PM Consultant for client-side ERP implementations
" Past President and VP of Prof. Dev. for PMI-SD
" Adjunct instructor at the University of California San Diego (UCSD)
" Trains technical professionals in Aerospace, Defense, High Technology, Financial Services, Bio-medical and Life-science fields
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1st PMI-ACP Exam Prep book, published Jan. 2012
1st PMI-ACP & CSP Prep book, published June 2013
1st Agile Government Contracting,
coming Oct. 2013
GR8PM Introduction:
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GR8PM Introduction: " PMP® and PMI-ACP® Exam Prep classes " Scrum Master Certification classes " Corporate On-site seminars:
" Command Course in Agile Project Management " Project Management Boot Camp " Crash Course in Leadership " Masters Course in Estimating and Risk Management
" Organizational Support Services: " Agile Enterprise Roll-out Consulting " Contract Project Managers
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GR8PM Introduction: Partial List of Past Clients " Booz Allen Hamilton, Inc., McLean, VA
" Guinness Bass Import Company, Greenwich, CT
" Lucent Technologies – Bell Labs, Allentown, PA
" Nike Corp., Beaverton, OR
" Oracle Corp., Redwood Shores, CA
" Orange County Public Works, Orange, CA
" Qualcomm Inc., San Diego, CA
" U.S. Army – Space & Terrestrial Comms., Fort Monmouth, NJ
" U.S.D.A. – National Finance Center, New Orleans, LA
" Visa – Smart Cards, Foster City, CA
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Agile PM 101 – Best Practices:
UNDERSTANDING THE ENVIRONMENT
GR8PM
Traditional Agile Hybrid Training � Coaching � Consulting
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Agile PM 101 – Best Practices: UNDERSTANDING THE ENVIRONMENT
Are You Ready For Some
Key Questions?
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Is Agile Really Needed? The last major tool recognized in the PMBOK (Second Edition) was Critical Chain in 1997.
What has changed since then? • Google launched in September, 1998
• The iPod was unveiled in October, 2001
• The BlackBerry “smartphone” was released in January, 2002
• NASA’s Phoenix lander extracted Martian ice in June, 2007
• The iPad was released in April, 2010
Key Questions:
Agile PM 101 – Best Practices: UNDERSTANDING THE ENVIRONMENT
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TIM
E COST
QUALITY
PMBOK® Guide, Third Edition
Cost
Scope
Qualit
y
Customer Satisfaction
Risk Ti
me
PMBOK® Guide, Fourth Edition
Iron Triangle transformed into Hell-of-a-Hexagon From Three to Fifteen Interrelationships.
Has Complexity Increased?
Agile PM 101 – Best Practices: UNDERSTANDING THE ENVIRONMENT
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Is Agile Being Used?
Agile PM 101 – Best Practices: UNDERSTANDING THE ENVIRONMENT
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Who is using Agile?
Agile PM 101 – Best Practices: UNDERSTANDING THE ENVIRONMENT
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Organizations
Agile PM 101 – Best Practices: UNDERSTANDING THE ENVIRONMENT
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PMI
CAPM
PMP
PgMP
PMI-RMP
PMI-SP ACP
SCRUM ALLIANCE
Certifications
Agile PM 101 – Best Practices: UNDERSTANDING THE ENVIRONMENT
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PMI-ACP® fastest growing in PMI history!
Agile PM 101 – Best Practices: UNDERSTANDING THE ENVIRONMENT
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Agile PM 101 – Best Practices:
ALIGNING WITH THE PMBOK® Guide
GR8PM
Traditional Agile Hybrid Training � Coaching � Consulting
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2012
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Agile PM 101 – Best Practices: ALIGNING WITH THE PMBOK® Guide
We Value…
Individuals and Interactions Working Software
Customer Collaboration Responding to Change
Processes and Tools Comprehensive Documentation
Contract Negotiation Following a Plan
over over over over
We Would Add… not a …
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Traditional: Graphical WBS
Objective
Phase 1 Phase 2
Work Package 1
Work Package 2
Work Package 1
Work Package 2
Activity 1 Activity 2 Activity 3
Task 1 Task 2 Task 3
Agile / Scrum: Feature Structure
Product
Theme 1 Theme 2
Epic 1 Epic 2 Epic 3 Epic 4
Story 1
Story 2
Story 3
Task 1 Task 2 Task 3
DETAILS
Few & Broad
Many & Specific
Similar Taxonomy for Each Methodology
Agile PM 101 – Best Practices: ALIGNING WITH THE PMBOK® Guide
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Similar Taxonomy for Each Methodology
PMBOK:
1. Objective
2. Phase .
.
3. Work Pkg. .
4. Activity
5. Task
Definitions are completely arbitrary logical devices.
AGILE:
1. Product
2. Theme .
.
3. Epic .
4. Story
5. Task
DEFINITION:
1. Business-level Full Function Vision
2. What a User Class wants to see or experience (Sub-function; End-to-end workflow)
3. What a User will do and the result(s) they will see
4. Workflow component in User words
5. Technical job plus acceptance criteria
Agile PM 101 – Best Practices: ALIGNING WITH THE PMBOK® Guide
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Agile PM 101 – Best Practices: ALIGNING WITH THE PMBOK® Guide
Project Management Process Groups Initiating Planning Executing M & C Closing
Project Management Integration
Project Scope Management
Project Time Management
Project Cost Management
Project Quality
Management
Knowledge Areas
● Develop Project Charter
● Collect Requirements ● Define Scope ● Create WBS
● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule
● Plan Quality
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
● Verify Scope ● Control Scope
● Control Schedule
● Estimate Cost ● Determine Budget
● Control Costs
● Perform Quality Assurance
● Perform Quality Control
Project Management Integration
● Develop Project Charter
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
Fact – Integration Management
• Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for the overall project good.
— PMBOK® Guide, Third Edition
• Integration management is a juggling act of trade-offs and coordination as part of balancing the project execution and the expectations of the stakeholders.
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Agile PM 101 – Best Practices: ALIGNING WITH THE PMBOK® Guide
Project Management Process Groups Initiating Planning Executing M & C Closing
Project Management Integration
Project Scope Management
Project Time Management
Project Cost Management
Project Quality
Management
Knowledge Areas
● Develop Project Charter
● Collect Requirements ● Define Scope ● Create WBS
● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule
● Plan Quality
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
● Verify Scope ● Control Scope
● Control Schedule
● Estimate Cost ● Determine Budget
● Control Costs
● Perform Quality Assurance
● Perform Quality Control
Project Scope
Management
● Collect Requirements ● Define Scope ● Create WBS
● Verify Scope ● Control Scope
Fact – Scope Management
• Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
— PMBOK® Guide, Third Edition
Which is riskier, 2 critical paths or 1? Traditional fixes scope and tries to control 2 variables - time and cost. Agile fixes those two and controls 1 variable - scope.
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Agile PM 101 – Best Practices: ALIGNING WITH THE PMBOK® Guide
Project Management Process Groups Initiating Planning Executing M & C Closing
Project Management Integration
Project Scope Management
Project Time Management
Project Cost Management
Project Quality
Management
Knowledge Areas
● Develop Project Charter
● Collect Requirements ● Define Scope ● Create WBS
● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule
● Plan Quality
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
● Verify Scope ● Control Scope
● Control Schedule
● Estimate Cost ● Determine Budget
● Control Costs
● Perform Quality Assurance
● Perform Quality Control
Project Time Management
● Define Activities ● Sequence Activities ● Estimate Activity
● Control Schedule
Fact – Time Management
• Time management includes the processes required to accomplish timely completion of the project.
— PMBOK® Guide, Third Edition Using high-precision low-accuracy information to predict dates or plan sets a project up for failure. Manage time by forecasting instead of prediction.
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Agile PM 101 – Best Practices: ALIGNING WITH THE PMBOK® Guide
Project Management Process Groups Initiating Planning Executing M & C Closing
Project Management Integration
Project Scope Management
Project Time Management
Project Cost Management
Project Quality
Management
Knowledge Areas
● Develop Project Charter
● Collect Requirements ● Define Scope ● Create WBS
● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule
● Plan Quality
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
● Verify Scope ● Control Scope
● Control Schedule
● Estimate Cost ● Determine Budget
● Control Costs
● Perform Quality Assurance
● Perform Quality Control
Project Cost Management
● Collect Requirements ● Define Scope ● Create WBS
● Verify Scope ● Control Scope
Fact – Cost Management
• Project cost management includes the processes involved in planning, estimating, budgeting and controlling costs so that the project can be completed within the approved budget.
— PMBOK® Guide, Third Edition
We cannot maximize business or customer value without working closely with the customer. The goal of estimating and budgeting – cost management – is to help the customer select the best cost/performance trade-off.
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Agile PM 101 – Best Practices: ALIGNING WITH THE PMBOK® Guide
Project Management Process Groups Initiating Planning Executing M & C Closing
Project Management Integration
Project Scope Management
Project Time Management
Project Cost Management
Project Quality
Management
Knowledge Areas
● Develop Project Charter
● Collect Requirements ● Define Scope ● Create WBS
● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule
● Plan Quality
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
● Verify Scope ● Control Scope
● Control Schedule
● Estimate Cost ● Determine Budget
● Control Costs
● Perform Quality Assurance
● Perform Quality Control
Project Quality
Management
● Plan Quality
● Perform Quality Assurance
● Perform Quality Control
Fact – Quality Management
• Project Quality Management processes include all the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. — PMBOK® Guide, Third Edition
‘Quality’ is what the customer gets out and is willing to pay for. Customers pay only for what is of use to them and gives them value. Nothing else constitutes ‘quality'. — Peter Drucker.
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Traditional: • Stakeholders & Sponsor
Agile / Scrum: • Stakeholders & Sponsor
• Program or Sr. Project Manager
• Jr. PM or Team Lead
• Team and SME’s
• Everybody else
• Product Owner
• Scrum Master
• Team and SME’s
• Everybody else
Traditional vs. Agile/Scrum
Similar Roles
Agile PM 101 – Best Practices: ALIGNING WITH THE PMBOK® Guide
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Agile PM 101 – Best Practices:
UNDERSTANDING & APPLYING AGILE
GR8PM
Traditional Agile Hybrid Training � Coaching � Consulting
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When is it best to do detailed estimating, (a) when you know very little or (b) when you know a lot?
TIME
ESTI
MAT
ING
Waterfall
Agile
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
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Fundamental Premise of Planning % Design Estimate
Estimate Types Complete Accuracy ROM 0 – 10 % +100% to – 50% Budget 15 – 25 % +30% to – 15% Definitive 45 – 100 % +15% to – 5%
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
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Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
TIME: T T+30 T+60 T+90 T+120 T+180
WORK
DEFINITIVE / BUDGETARY
ROM (SIZE)
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How is level-set planning and estimating done?
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
FEATURE USAGE
Feature Usage reported by Jim Johnson, Chairman, Standish Group Int’l, Inc. XP2002 Conference, Sardinia, Italy
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Concept of Last Responsible Moment
TIME
CO
ST a
nd R
ISK
VALUE of ADDED INFORMATION
COST or RISK of NOT DECIDING
LAST RESPONSIBLE
MOMENT
KEY QUESTION: What is the PURPOSE of planning and estimating?
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
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Agile Program Planning Concepts
" Program Planning – Capacity (Velocity) Forecast " 6 SME’s x 5 days x 4 weeks = 120 days " 120 days x 60% efficiency = 72 days " 72 days = Iteration Planning Limit
" Stories Durations: " Extra Small (XS) = 1 day " Small (S) = 2 days " Medium (M) = 3 days " Large (L) = 5 days " Extra Large (XL) = 8 days
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
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" Program Planning – Affinity Estimating
Smaller
XL L M S XS
Larger
PRIO
RIT
Y
HIGH
LOW
Agile Program Planning Concepts
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
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" Program / Release Planning Roadmap – 1 Year
Release #2 – 3 Months
Feature #7
Feature #8
Feature #9
Release #3 – 3 Months
Feature #10
Feature #11
Feature #12
Feature #1
Feature #2
Feature #3
Feature #4
Feature #5
Feature #6
Release #1 – 6 Months Feature
#1 Feature
#2 Feature
#3 Feature
#5 Feature
#6 Feature
#4
BACKLOG: Stories 1 – N
MMF
Agile Program Planning Concepts
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
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Release #1 – First 4 Months
Iteration #1 – 4 Weeks Iteration #2 – 4 Weeks Iteration #3– 4 Weeks Iteration #4– 4 Weeks
Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories Stories
Iteration #1 ESTIMATE
Iteration #2 ESTIMATE
Iteration #3 ESTIMATE
Iteration #4 PLANNING POKER
Iteration #7 AFFINITY ESTIMATING
Iteration #8 AFFINITY ESTIMATING
Release #2 – First 2 Months
Iteration #7– 4 Weeks Iteration #8– 4 Weeks
Feature Feature Feature Feature Feature Feature
Release #1 – Final 2 Months
Iteration #5 PLANNING POKER
Iteration #6 PLANNING POKER
Iteration #5 – 4 Weeks Iteration #6 – 4 Weeks
Stories Stories Stories Stories Stories Stories
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
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Agile’s Best Known Process
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
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CALENDAR – 4 WEEK ITERATION MON. TUES. WEDS. THURS. FRI.
SPRINT PLAN & BEGIN
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
REVIEW & RETRO
SPRINT PLAN & BEGIN
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
STAND-UP & WORK
PLANNING POKER
STAND-UP & WORK
STAND-UP & WORK
Iteration Cycle
Agile PM 101 – Best Practices: UNDERSTANDING & APPLYING AGILE
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Agile PM 101 – Best Practices:
DRILLING DEEPER INTO AGILE
GR8PM
Traditional Agile Hybrid Training � Coaching � Consulting
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Traditional: Graphical WBS
Objective
Phase 1 Phase 2
Work Package 1
Work Package 2
Work Package 1
Work Package 2
Activity 1 Activity 2 Activity 3
Task 1 Task 2 Task 3
Agile / Scrum: Feature Structure
Product
Theme 1 Theme 2
Epic 1 Epic 2 Epic 3 Epic 4
Story 1
Story 2
Story 3
Task 1 Task 2 Task 3
DETAILS
Few & Broad
Many & Specific
Similar Taxonomy for Each Methodology
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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Level 1 - Product: iPad, v1.0, Web Access & Communication
Level 2 - Themes:
• Video Watching
• Game Playing
• Music Listening
• Traveling
• E-Mailing
Level 3 – Epics (for E-Mailing):
• Manage Contacts
• Create Messages
• Store & Retrieve Messages
• Attach & Link Content
• Filter Viruses & Spam
1 THEME
MANY EPICS
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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Level 3 – Epics (for E-Mailing):
• Create Messages
• Manage Contacts
• Store & Retrieve Messages
• Attach & Link Content
• Filter Viruses & Spam
Level 4 – Stories:
• Create Contact
• Update Contact
• Delete Contact
• Sort Contacts
1 EPIC MANY
STORIES
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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Level 4 – Stories:
• (Prior Slide) Level 5 – Tasks:
• Define Fields
• Define DB
• Define GUI
• Check Duplicates
• Validate Format
• Import Function
MANY TASKS
ONE STORY
Does this remind you of Progressive Elaboration and
Rolling Wave Planning?
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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Priority Size User Story Descrip.on
As a: <Stakeholder or Role>
I want to: <Requirement or Feature DescripMon>
So that: <Reason or JusMficaMon>
Acceptance Criteria
Given: <Specific situaMon>
When: <Specific acMon>
Then: <Desired result >
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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Priority Size User Story Descrip.on
As a: Email User
I want to: Sort my emails
So that: I can find emails from specific people
Acceptance Criteria
Given: I am logged into my email account
When: I want to sort my emails
Then: I can sort them by sender
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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Fibonacci Sizing & Planning Poker:
1. The Fibonacci series = 1, 2, 3, 5, 8, 13, 21, 34, 55… • Defined by the non-linear recurrence equation: Fn = Fn-1 + Fn-2
2. Process first establishes a “midpoint” and then the relative size of other items in the group
3. Leverages our physiological “wiring” because humans are Pattern-based organisms!
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Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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Test Driven Development
TDD PROCESS FLOW
CREATE WELL-‐DEFINED TEST
TAKE TEST
DO SOMETHING
TAKE TEST
PASS TEST; DEFINE NEXT TEST
FAIL TEST
FAIL TEST
PASS TEST; DEFINE NEXT TEST
ALL TESTS PASSED;
DEVELOPMENT STOPS
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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Tracking Systems
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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Typical Burndown Report
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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EVM & Burn-up Chart
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
Wor
k C
ompl
eted
Days
Baseline; Planned Value
1 2 3 4 15 5 6 7 8 9 10 11 12 13 14
Actual Cost
Stories Completed Earned Value
Earned Value
Stories Completed
Actual Cost
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TOTAL PROJECTS BY FRAMEWORK
Implications for Project Leaders
Agile PM 101 – Best Practices: DRILLING DEEPER INTO AGILE
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THE SIX PHASES OF A PROJECT
1. Enthusiasm
2. Disillusionment
3. Panic
4. Search for the Guilty
5. Punishment of the Innocent.
6. Praise & Honor for theNon-participants.
GR8PM
Traditional Agile Hybrid Training � Coaching � Consulting