Agile PM 101 – Best Practices1st PMI-ACP Exam Prep book, published Jan. 2012 1st PMI-ACP & CSP...

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1 1 Agile PM 101 – Best Practices GR8PM Traditional Agile Hybrid Training Coaching Consulting Copyright, GR8PM, 2013, all rights reserved. 2 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

Transcript of Agile PM 101 – Best Practices1st PMI-ACP Exam Prep book, published Jan. 2012 1st PMI-ACP & CSP...

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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

Agile PM 101 – Best Practices

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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

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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

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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

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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%

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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

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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

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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

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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

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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

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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

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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

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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?

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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  >  

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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  

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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  

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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

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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