Capstone - Chapter 3 ITPM
Planning in Scrum
- Create product backlog. - Create sprint backlog. - Create release backlog. - Plan work each day in the daily Scrum. - Document stumbling blocks in a list.
Initiating in Scrum
- Determine roles. - Decide how many sprints will compose each release and the scope of software to deliver.
Pre-initiation tasks
- Determine scope, time and cost constraints - Identify the project sponsor - Select the project manager - Develop a business case for a project - Meet with the project manager to review the process and expectations for managing the project - Determine if the project should be divided into 2 or more smaller projects
Monitoring and Controlling in Scrum
- Holding the sprint review and discussing challenges as part of the daily scrum - Resolve issues and blockers - Create and update burndown chart - Demonstrate the completed product during the sprint review meeting
Initiating Processes
- Include defining and authorizing a project or project phase. - Take place during each phase of a project - Required to end a project
Business Case includes: (pre-initiating)
- Introduction/Background - Business Objective - Current situation and problem/opportunity statement - Critical assumptions and constraints - Analysis of options and recommendations - Preliminary project requirements - Budget estimate and financial analysis - Schedule estimate - Potential Risks -Exhibits
Executing in Scrum
- Performing the daily work and sprint - Creating the potentially shippable product increment would fit under executing.
5 Project Management Process Groups **
1. Initiating 2. Planning 3. Executing 4. Monitoring 5. Closing
3 Artifacts in Scrum
1. Product Backlog 2. Sprint Backlog 3. Burndown Chart
4 Meetings in Scrum (that the ScrumMaster Facilitates)
1. Spring Planning Session 2. Daily Scrum 3. Spring Reviews 4. Sprint Retrospectives
8 Process groups of PRINCE2
1. Starting up a project 2. Planning 3. Initiating a project 4. Directing a project 5. Controlling a stage 6. Managing product delivery 7. Managing stage boundaries 8. Closing a Project
Six Sigma Methodologies
2 Main methodologies are used on Six Sigma Projects: DMAIC (Define, Measure, Analyze, Improve, and Control) is used to improve an existing business process DMADV (Define, Measure, Analyze, Design, and Verify) is used to create new product or process designs
Scrum team or development team
A cross-functional team of five to nine people who organize themselves and the work to produce the desired results for each sprint.
Stakeholder register
A document that includes details related to the identified project stakeholders. Public document. Includes Name, Position, Internal/External, Project Role and contact info
Product Backlog**
A list of features prioritized by business value.
kick-off meeting
A meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans
Sprint Reviews
A meeting in which the team demonstrates to the product owner what it has completed during the sprint.
Sprint Retrospectives
A meeting in which the team looks for ways to improve the product and the process based on a review of the actual performance of the development team.
Sprint Planning Session
A meeting with the team to select a set of work from the product backlog to deliver during a sprint. This meeting takes about four hours to a full day.
PRojects IN Controlled Environments (PRINCE2)**
A project management methodology developed in the United Kingdom that defines 45 separate subprocesses and organizes these into eight process groups. De facto standard in the United Kingdom.
Daily Scrum
A short meeting for the development team to share progress and challenges and plan work for the day. Ideally the team members are in the same place, the meeting usually lasts no more than 15 minutes, and itis held at the same time and place each day.
Project Management Plan
Coordinates and encompasses information from all other plans.
Standard
Describes best practices for what should be done
Methodology
Describes how things should be done
Stakeholder Management Strategy
Results of the stakeholder analysis can be documented in the stakeholder management strategy. Includes: Names, Level of Interest, Level of Influence, potential management strategies for gaining support or reducing obstacles from stakeholder
Process
Series of actions toward a particular result
Burndown Chart**
Shows the cumulative work remaining in a sprint on a day- by-day basis.
Work Breakdown Structure (WBS)
The WBS is a very important tool in project management because it provides the basis for deciding how to do the work. The WBS also provides a basis for creating the project schedule and for measuring and forecasting project performance.
Spring Backlog**
The highest-priority items from the product backlog to be completed within a sprint.
Product Owner
The person responsible for the business value of the project and for deciding what work to do and in what order, as documented in the product backlog.
Scrum Master
The person who ensures that the team is productive, facilitates the daily Scrum, enables close cooperation across all roles and functions, and removes barriers that prevent the team from being effective. - Scrum masters have authority over the process but not the people on the team
- Executing Tasks require the most resources and time, Followed by planning tasks. ** - Initiating and closing tasks are usually the shortest and require the least resources **
True
A project manager may need to make trade-offs between knowledge areas, such as between managing risk and resources
True
Agile approach is often used for projects in which the business team cannot clearly express the scope early in the product life cycle, but the team wants to provide a potentially shippable product earlier rather than later.
True
Always a good idea to have an agenda, action items and minutes for meetings
True
An agile project team typically uses several iterations or deliveries of software instead of waiting until the end of the project to provide one product.
True
An organization may initiate IT projects for several reasons, but the most important reason is to support business objectives.
True
Developers break down user stories into technical stories. Then they use technical stories to translate user requirements into the technical specifications necessary to create the defined user functionality.
True
During the closing processes of any project, project team members must deliver the final product, service, or result of the project and update organizational process assets, such as project files and a lessons- learned report.
True
During the closing processes, the project team works to gain acceptance of the end products, services, or results and bring the phase or project to an orderly end. Key outcomes of this process group are formal acceptance of the work and creation of closing documents, such as a final project report and lessons-learned report.
True
Human resource issues often occur during project execution, especially conflicts.
True
In contrast, projects with less rigid constraints, experienced and preferably co-located teams, smaller risks, unclear requirements, and more flexible scheduling would be more compatible with an agile approach.
True
It is better to have a moderate or even small amount of success on an important project than huge success on a project that is unimportant.
True
Many of the project management activities occur as part of the planning process group
True
Many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project. However, it is equally important to document change requests and update planning documents as part of execution.
True
Monitoring and controlling processes measure progress toward the project objectives, monitor deviation from the plan, and take corrective action to match progress with the plan.
True
Monitoring and controlling processes overlap all of the other project management process groups because changes can occur at any time.
True
Project management is an integrative endeavor. Decisions and actions taken in one knowledge area at a certain time usually affect other knowledge areas.
True
Project phases are not process groups
True
Projects can have different combinations of phases, but all projects and all project phases need to include all 5 process groups.
True
Projects with heavy constraints, inexperienced and dispersed teams, large risks, generally clear up-front requirements, and a fairly rigid completion date are best done using a predictive approach.
True
Research suggests that companies working to implement best practices should spend at least 20 percent of project time in initiating and planning
True
Strategic planning should serve as the foundation for deciding which projects to pursue
True
Tailoring the Project Management Process groups to meet individual project needs increases the chance of success in managing projects. **
True
The PMBOK Guide is a Standard, not a methodology
True
The best project managers spend more time on planning (and every other process group than executing). Spending more time on planning should lead to less time spent on execution, which should reduce the time and money spent on projects
True
The executing process group takes the actions necessary to complete the work described in the planning activities. The main outcome of this process group is delivering the actual work of the project.
True
The main purpose of project plans is to guide project execution
True
You can apply the process groups for each major phase or iteration of a project, or you can apply the process groups to an entire project.
True
Artifact
useful object created by people. An artifact can be called a deliverable in other project management approaches.
Issues
Items that do not have to be solved in next 24 hours
Blockers
Items that need to be addressed immediately
Initiating
Main outputs are project charger and stakeholder register.
Monitoring and controlling
Monitoring and controlling is the process of measuring progress toward project objectives, monitoring deviation from the current plan, and taking corrective action to match progress with the current plan.
Project Management Process Group
Progress from initiating activities to planning activities, executing activities, monitoring and controlling activities and closing activities
Rational Unified Process (RUP) Framework
RUP is an iterative software development process that focuses on team productivity and delivers software best practices to all team members
Closing in Scrum
Reflecting during the sprint retrospective would fit under closing
User Stories
User stories are short descriptions written by customers of what they need a system to do for them. These descriptions should be about three sentences long. They provide the basis for time estimates for the sprint planning meeting. User stories should be testable and small enough that programmers can complete and unit test their code in a timely manner.
Agile Methods
adaptive product life cycle used when deliverables have a high degree of change and a high frequency of delivery
Team Charter
an important tool to help a project team work together. Includes: Code of conduct, participation, communication, problem solving and meeting guidelines for the team
List of Prioritized Risks
as the project progresses, this information will be updated and expanded in a risk register, which also includes information on root causes of the risks, warning signs that potential risks might occur, and response strategies for the risks.
Process groups are not mutually exclusive
true - Monitoring and controlling occurs throughout project life span, meaning concurrently with initiating, planning, executing and closing processes.
Organization's Strategic Plan
expresses the vision, mission, goals, objectives, and strategies of the organization
Executing Processes
include coordinating people and other resources to carry out the various plans and create the products, services, or results of the project or phase. Ex: directing and managing project work, managing project knowledge, acquiring resources, conducting procurements
Planning Processes
include devising and maintaining a workable scheme to ensure that the project addresses the organization's needs. - To account for changing conditions on the project and in the organization, Project teams often revise plans during each phase of the project life cycle
Closing Processes
include formalizing acceptance of the project or project phase and ending it efficiently - Administrative activities are often involved in this process group, such as archiving project files, documenting lessons learned and receiving formal acceptable of the delivered work as part of the phase or project
Monitoring and Controlling Processes
include regularly measuring and monitoring progress to ensure that the project team meets the project objectives. - The project manager and staff monitor and measure progress against the plans and take corrective action when necessary - Ex: Reporting performance
Sprint
sprint normally lasts two to four weeks, during which specific work must be completed and made ready for review.
Stakeholder Analysis
technique that project managers can use to help understand and increase support of stakeholders throughout the project
Scope Statement
the scope statement lists the product characteristics and requirements, summarizes the deliverables, and describes project success criteria in detail.