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Lisa A. Grant, MBA, PMP, AC-Bronze, CL

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Iterative Development Lisa A. Grant, MBA, PMP, AC-Bronze, CL May 19, 2007 http://www.enterprisePMsolutions.com Lessons Learned Best Practices Jim Young, MS/IT, PMP – PowerPoint PPT presentation

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Title: Lisa A. Grant, MBA, PMP, AC-Bronze, CL


1
Iterative Development
  • Lisa A. Grant, MBA, PMP, AC-Bronze, CL
  • May 19, 2007
  • http//www.enterprisePMsolutions.com

Lessons Learned Best Practices
Jim Young, MS/IT, PMP Lisa A. Grant, MBA,
PMP Daniel Vitek, MBA, PMP
2
Agenda

  • Introduction to Agile Methodology
  • Application of Agile Methodology
  • Integration with the Enterprise Performance Life
    Cycle
  • Questions Answers

2
3
Introduction to Agile Methodology
Jim Young, MS/IT, PMP
4
Agile Development

  • Characteristics of Agile Development
  • Minimize risk by developing software in multiple
    shorter iterations.
  • Each iteration passes through a full software
    development cycle.
  • At the end of each iteration, stakeholders
    re-evaluate project priorities to optimize return
    on investment.
  • Agile methods emphasize face-to-face
    communication over written documents.
  • Collocation is encouraged to facilitate
    communication.
  • Wikipedia - http//en.wikipedia.org/wiki/Scrum_28
    development29

4
5
Scrum is not an Acronym
  • Scrum is borrowed from rugby. It is a way of
    restarting the game. Opposing teams interlock and
    compete to gain control of the ball that is
    tossed into the middle of group.

6
What is Scrum?

  • Scrum is an iterative, incremental process for
    developing any product or managing any work. It
    produces a potentially shippable set of
    functionality at the end of every iteration. It's
    attributes are
  • Scrum is an agile process to manage and control
    development work.
  • Scrum is a wrapper for existing engineering
    practices.
  • Scrum is a team-based approach to iteratively,
    incrementally develop systems and products when
    requirements are rapidly changing
  • Scrum is a process that controls the chaos of
    conflicting interests and needs.
  • Scrum is a way to improve communications and
    maximize co-operation.
  • Scrum is a way to detect and cause the removal of
    anything that gets in the way of developing and
    delivering products.
  • Scrum is a way to maximize productivity.
  • Scrum is scalable from single projects to entire
    organizations. Scrum has controlled and organized
    development and implementation for multiple
    interrelated products and projects with over a
    thousand developers and implementers.
  • Scrum is a way for everyone to feel good about
    their job, their contributions, and that they
    have done the very best they possibly could.
  •                                                 
                                                      
                                                      
                                                      
                                                      
                                                      
                                     

6
7
Scrum Process


Scrum focuses an entire organization on building
successful products. Scrum can be implemented at
the beginning of a project, in the middle, or to
rescue a troubled development. Without major
changes, often within thirty days, teams are
building useful, demonstrable product
functionality.
7
8
Work Burn-Down

  • Management is Concerned About
  • Sprint progress how is the team progressing
    towards meeting their Sprint goal?
  • Release progress will the release be on time
    with the quality and functionality desired?
  • Product Progress how is the product
    filling out compared to what is needed?

8
9
Observation

  • Scrum provides direct visibility into the project
  • Management can attend and observe the daily Scrum
    meetings. During these meetings they can observe
    team spirit, each member's participation, team
    member interaction, work that is being completed,
    and impediments to progress

9
10
Active Management


Management is actively involved with Scrum on a
daily basis. During daily Scrum status meeting,
management listens closely to team member reports
and compares this to their expectations. For
example, if someone has been working on a trivial
task for three days, it is likely that that team
member needs help. Management assesses team
velocity Is the team stuck, are they
floundering, are they making progress? Management
can step in and resolve issues if help is needed.
10
11
Scrum Resources

  • The Scrum Primer http//www.scrumprimer.com/
  • Agile Software Development with Scrum
  • Agile Project Management with Scrum
  • Enterprise Scrum

11
12
Application of Agile Methodology
Lisa A. Grant, MBA, PMP
13
Scrum on Research Activities

  • Problem
  • New project utilizing Natural Language Processing
    (NLP) and a development team with no NLP
    experience
  • Solution
  • Allocate resources to new project 100
  • Collocate resources
  • Utilize Scrum

13
14
DKMS Collaboration

  • Availability of a collaboration room
  • Decided Agile best suits our projects
  • Decided to try Scrum

14
15
DKMS Scrum

  • Team of 5-7
  • Team is collocated in collaboration room
  • Sprints are 2 weeks
  • Low tech project tracking and reporting

15
16
Why did it Work?

  • Sprints time-boxed activities i.e. research
  • Planning with outcomes in mind
  • Each activity had a deliverable
  • Presentation of deliverable at sprint end
  • Quick input from Stakeholders
  • Team could easily talk and solve problems

16
17
Sprint


17
18
Integration with the Enterprise Performance Life
Cycle
Daniel Vitek, MBA, PMP
19
Iterative Cycles (Sprints)


19
20
EPLC Framework


20
21
Project Process Agreement

  • Requirements Design Phases are the primary
    difference between iterative and non-iterative
    approaches.
  • Through the use of a Project Process Agreement
    document, the EPLC can be tailored to accommodate
    a variety of projects and approaches, including
    those utilizing Agile development.

21
22
Requirements Phase

  • Identify initial requirements.
  • Decompose to feature/function level.
  • Triage delivery based on priority.
  • Consider initial testing/implementation strategy.
  • Perform EPLC Requirements Review.
  • Responsibility delegated by Centers Governance
    to the project business owner.

22
23
Design Phase

  • Define initial design
  • Operating system platform, development language,
    system architecture, database schema, etc.
  • Perform initial EPLC Design Review.
  • Perform iterative Design Reviews.
  • The most appropriate approach is defined by each
    Centers Governance.

23
24
Test/Implementation Phase

  • Test reviews are delegated by Centers Governance
    to the project manager.
  • During the first development iteration that
    contains a formal product implementation an
    Operational Readiness Review must be performed by
    the Centers Governance.
  • At this time, how future reviews will be
    performed is also defined.

24
25
Iterative Review Options

  • Iteration reviewed at the beginning of each new
    iterative cycle.
  • Outlines all iterations then review iterations at
    the beginning of each new release cycle.
  • Project review at specific duration increments.
  • Project review at specific project completion
    thresholds ( complete).
  • Project review at specific variance thresholds
    (/-10 from baseline or budget).

25
26
Questions Answers
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