lisa a grant mba pmp ac bronze cl may 19 2007 http www enterprisepmsolutions com l.
Skip this Video
Loading SlideShow in 5 Seconds..
Lisa A. Grant , MBA, PMP, AC-Bronze, CL May 19, 2007 enterprisePMsolutions PowerPoint Presentation
Download Presentation
Lisa A. Grant , MBA, PMP, AC-Bronze, CL May 19, 2007 enterprisePMsolutions

Loading in 2 Seconds...

play fullscreen
1 / 26

Lisa A. Grant , MBA, PMP, AC-Bronze, CL May 19, 2007 enterprisePMsolutions - PowerPoint PPT Presentation

  • Uploaded on

Lisa A. Grant , MBA, PMP, AC-Bronze, CL May 19, 2007 Iterative Development. Lessons Learned Best Practices. Jim Young, MS/IT, PMP Lisa A. Grant, MBA, PMP Daniel Vitek, MBA, PMP. Agenda. Introduction to Agile Methodology

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Lisa A. Grant , MBA, PMP, AC-Bronze, CL May 19, 2007 enterprisePMsolutions' - butch

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
lisa a grant mba pmp ac bronze cl may 19 2007 http www enterprisepmsolutions com 404-405-7951

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

May 19, 2007

Iterative Development

Lessons Learned Best Practices

Jim Young, MS/IT, PMP

Lisa A. Grant, MBA, PMP

Daniel Vitek, MBA, PMP

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


agile development
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 -


scrum is not an acronym
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.

what is scrum
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.


scrum process
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, oftenwithin thirty days, teams are building useful, demonstrable product functionality.


work burn down
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 fillingout compared to what isneeded?



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


active management
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 canstep in and resolve issues ifhelp is needed.


scrum resources
Scrum Resources

The Scrum Primer

Agile Software Development with Scrum

Agile Project Management with Scrum

Enterprise Scrum



Application of Agile Methodology

Lisa A. Grant, MBA, PMP

scrum on research activities
Scrum on Research Activities


New project utilizing Natural Language Processing (NLP) and a development team with no NLP experience


Allocate resources to new project 100%

Collocate resources

Utilize Scrum


dkms collaboration
DKMS Collaboration

Availability of a collaboration room

Decided Agile best suits our projects

Decided to try Scrum


dkms scrum
DKMS Scrum

Team of 5-7

Team is collocated in collaboration room

Sprints are 2 weeks

Low tech project tracking and reporting


why did it work
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


project process agreement
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.


requirements phase
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 Center’s Governance to the project business owner.


design phase
Design Phase

Define initialdesign

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 Center’s Governance.


test implementation phase
Test/Implementation Phase

Test reviews are delegated by Center’s 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 Center’s Governance.

At this time, how future reviews will be performed is also defined.


iterative review options
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).