OIS 5640 Project Management

Risk grid

Risk Grid: Org. attributes on the y axis (change resistant on top --> change ready on bottom ) vs. Change characteristics on x axis (small, incremental on left --> large, disruptive on right) Identify where you are on the risk grid. (lower left corner = low; upper left & lower right = medium; upper right = high)

Flow Maps

SIPOC (supplier, input, process, output, customer) Process flow: Current state/future state maps Value stream maps (focus on defining material and information flow) Spaghetti maps (record the in and out of the movement of people, materials, movement, etc.)

MoSCoW (approach to product backlog)

Sort items into these categories - they determine priority: Must have: fundamental Should have: important for system to work correctly Could have: useful additions that add value Would like to have: nice to have, but not now

T/F: Agile projects typically do more overall planning than traditional projects.

True

T/F: If the project diverges from the original plan, this could be a sign that our initial plan was flawed.

True

T/F: Knowledge work projects tend to have high rates of change.

True

Spiral model

a risk-driven software development process model. Based on the unique risk patterns of a given project, the spiral model guides a team to adopt elements of one or more process models, such as incremental, waterfall, or evolutionary prototyping.

Sprint

a short, time-boxed period when a scrum team works to complete a set amount of work

Sponsor Roadmap

-- Start-up -- PMO Team: Recruit/Train Managers: Build management support Execution Team: Create awareness -- Design -- PMO Team: Provide direct support Managers: Develop sponsorship Execution Team: Educate -- Implement -- PMO Team: Maintain momentum Managers: Align leadership, manage resistance Execution Team: Reinforce and reward

What do you do during initiation?

-Project chartering -Identify the personas - who are the customers they're trying to serve? -Create a backlog -Perform high-level estimates -Understand whether effort A requires more than effort B (relative prioritization) -create road map

Scrum Framework

-Roles: Product Owner, Scrum Master, Team -Ceremonies: Sprint Planning, Sprint Review, Sprint Retrospective, Daily Scrum meeting -Artifacts: Product Backlog, Sprint Backlog, Burndown Charts

How much float does critical path have?

0 (zero)

What is the duration of a milestone?

0 (zero)

DMAIC - Define - Team Structure

01: Executive Champion/Sponsor Set vision, goals and objectives Identify gaps and opportunities Approve projects and resources - Ex: VP of HR 02: Process Owner Monitor project progress Sustain approved solution - Ex: HR Manager 03: Project Lead Execute project plan Lead team to drive improvement Identify additional opportunities - PMO Project Manager 04: Ad-hoc Team Members Participate in improvement Standardize work Maintain process after project completion - Ex: new employees, hiring managers, facilities, IT, accounting, etc.

Root Cause Analysis

1. 5 whys 2. Current Reality Tree (CRT) 3. Fishbone Diagram (Ishikawa Diagram) 4. FMEA

3 elements of a user story (Three Cs)

1. Card - nowadays, virtual format 2. Conversation 3. Confirmation

root cause analysis - Current Reality Tree (CRT)

1. Cause and Effect Relationship 2. How to construct: - Describe UDEs (Undesirable effects) from the top (symptoms of a deeper common cause) - Ask "why" to depict a chain of cause-and-effect reasoning (or using "if..., and if..., then..." in a reverse order) - Converge on a root cause

root cause analysis - 5 whys

1. Cause and Effect Relationship 2. Repetitively ask "why" to determine the root cause of a defect or problem 3. "Five why" is not a fixed rule

T/F: A firm that is practicing scrum is agile.

False

T/F: Agile projects often do more upfront planning than traditional projects

False

T/F: If we create plans at the last responsible moment, they will not change.

False

T/F: Mid-course adjustments on agile projects are not common.

False

What is a persona?

Fictional character used to understand target audience Help team understand user's needs, experience, behaviors, goals, creates empathy, and helps team stay focused on product development

What does a Personal Profile include?

Fictional name - refer to in future Picture - easy for team to relate to Age - tells about lifestyle and product choices What he/she does Relationship with the product Experience with other products/challenges

Scrum Activity 5 - Sprint Retrospective

Final "inspect" and "adapt" for the sprint - Should be <45 minutes / week of sprint It serves for the Scrum Team to inspect the past Sprint and plan for improvements to be enacted during the next Sprint.

Project portfolio management - concept

Focuses on going the right projects at the right time by selecting and managing projects as a portfolio of investments Increases business value by aligning projects with an organization's strategic direction, making the best use of limited resources, and building synergies between projects "doing the right things" - strategic Ex: Snap SLC project portfolio management, resource planning

Product vision statement template?

For [target customer] who [needs.... to solve this problem], the [product name] is a [product category] that [product benefits, reason to buy] unlike [competitors], our product [value proposition, differentiators]

Project - concept

Has a defined start and end point and specific objectives that, when attained, signify completion "doing things right" - tactic Ex: UK inContact Implementation

Why Process Mapping

Help teams to visualize the process to • discover redundancies, inefficiencies... • Discuss the gaps between "reality" (current) and "ideal" (future) Empower team to drive positive changes Train new employees on best practices

For large teams, how do you conduct daily scrums?

Scrum of scrums (of scrums): 1. What has your team done since we last met? 2. What will your team do before we meet again? 3. IS there anything getting in your team's way? 4. Are you about to put something in another team's way?

Top reasons for change resistance

- Lack of awareness of why a change is needed - Change-specific resistance - Change saturation - Fear - Lack of support from management or leadership

Sprint Review - best practices

- Minimal prep time - Team Demo what is done - PowerPoint is not a must (rather, avoid) - Invite stakeholders - Product Owner accept (DoD) / rejects (explains why) when work is done, not wait until reviews

Definition of Done (to define a FG)

- Must be agreement between the team and product owner - A definition provides clarity (define how it will be developed, integrated, tested, documented)

Do you want there to be more than one critical path? Why?

- No. Adding more risks

Product backlog benefits

- One single source of truth - provide visibility on all work - facilitate team communication - a living document (traditional planning vs agile planning( - easy to add, update, remove, re-prioritize - slice stories, easy to decompose - easy for release planning - highest priority released first -clear and complete view - transparency and control over tradeoffs

Stakeholders role

- Stay informed (ie: via sprint reviews) - Be consulted: input, insight, requests

Challenges of Absolute (non-range) Estimates

- Tendency to overestimate - Depends on who is executing it - Knowledge work is harder to estimate

Velocity (measuring it)

- The total effort estimates associated with user stories that were completed during a sprint / an iteration. - Agile teams only acknowledge 0% or 100% completion - Team can forecast how long the remaining user stories will take to complete, assuming velocity remains approximately the same - It's meaningless to compare velocity between teams

Development team characteristics

- deliver product increment together - self organizing: select the work, decide how to do it - focus on one project at a time (ideally) - co-located (ideally) - Cross-functional: has all the skills needed

Scrum Activity 3 - Daily Standup / Daily Scrum

15 minute beginning of day meeting w/ 3 questions: 1. What did you do yesterday? 2. What will you do today? 3. What are the blockers / impediments?

Who is responsible for conducting the daily scrum meeting? 1. Scrum Master 2. Product Owner 3. Project Manager 4. Development Team

4. Development Team

A standard team roles and structure

Development team --> development scrum team (scrum master, product owner) --> enterprise scrum team (project manager, stakeholders, business owner)

Approaches to product backlog

Dot Voting MoSCoW Kano Analysis Relative prioritization

Dot Voting (approach to product backlog)

Each person gets # of dots equal to 20% of items and votes for that number of what they think should be prioritized. Facilitator sums votes and creates ranked list.

Agile planning Recognizes

Early planning is necessary, but likely to be flawed Knowledge work is like taking a path never traveled Uncertainties and unplanned obstacles are real Replanning and adaptation are necessary

What is lean thinking?

Remove waste from work processes Waste is any action of step in a process that does not add value to the customer or any process that the customer does not want to pay for

Can there be more than one critical path?

yes

Change occurs when we....

Begin working in new ways Display new behaviors Use a new tool Adhere to new processes Adopt new skills Establish new capabilities

Waterfall planning metaphor

Known destinations Planned out activities for the day

Continuous improvement - Process

Process tailoring System thinking - optimize the whole Value stream mapping Project pre-mortem (identify possible failure points)

Progressive elaboration includes

Project plan Requirements definition Estimates Acceptance criteria Test scenarios

Continuous improvement - People

Retrospectives Team assessment

Continuous improvement - Product

Sprint reviews Frequent feedback loops Product increments

User Story Format

"As a <user role/persona>, I want to <goal/action> so that <benefits>"

What is Kanban?

"sign board" or "visual board" It aims to improve manufacturing efficiency through a scheduling system that tells you what to produce, when yo produce, and how much to produce (PUSH and PULL) Types: Raw materials, WIP, FG

Agile Principles (12)

(1) Customer satisfaction is highest priority. (2) Welcome changing requirements, even late in development. (3) Deliver working software frequently. (4) Business and developer must work together daily through the project. (5) Build project around motivated individuals. (6) Favor face-to-face communication. (7) Working software is the primary measure of success. (8) Promotes sustainable development. (9) Continuous attention to technical excellence and good design. (10) Simplicity (the art of maximizing the work not done) is essential. (11) The best architectures, requirements and design emerge from self-organizing teams. (12) At regular intervals the team reflects on how to become more effective and adjusts its behavior accordingly.

What is product backlog?

- A single master list - Include all requirements (to-do) - Written in User Story format - Sort by priority / value (highest priority on top) - Backlog = product backlog (sprint backlog = backlog for a sprint)

Agile Coach Role

- Can be an external advosir role - experienced in agile implementation - Help teams adopt and improve agile mindset - help teams rethink and change the way they do things (change agent)

root cause analysis - Fishbone Diagram

- Cause and Effect Relationship - How to construct 1. Write problem statement at the head of the fish (start from right) 2. Identify problems on each bone - causes (materials, manpower, methods...) 3. Identify detailed problems on each rib 4. Brainstorm cause and effect relationships 5. Narrow down what areas to focus on for improvement (critical few)

Daily Standups (Scrum) Principles

- Coordination - Surface problems - Stakeholders to Join

Waterfall Methodology

A linear, sequential planning method with defined tasks and final deliverables.

5 values of scrum (Scrum Values)

1. Commitment: - Agree on team sprint goals - Be realistic on what you can accomplish - Be accountable for results - support each other to reach goals 2. Focus: - Focus on sprint goals - Prioritize work - Make yourself available to support team 3. Openness: - Speak up if you see issues - Provide constructive suggestions not just problems - Retrospectives 4. Courage: - Make realistic commitments and hold self accountable - Provide feedback with respect, including to project champions and higher-ups - Experiment new ways of working - Improve process every day 5. Respect - Let those who do the work estimate their work - Listen, understand, speak - Appreciate different opinions and perspectives - Treat everyone the same

Kaizen (continuous improvement)

1. Create Value Stream Mapping 2. Identify wastes 3. Document - sequence each major process step (tasks, steps, cycle time...) - calculate takt time (i.e., minutes / credit memo creation) 4. Map improved / simplified process. Balance work (remove, combine...) 5. Post Kaizen review (30 days after)

Sprint Planning Part 2

1. Decompose user stories to tasks, subtasks - Estimate in hours, sum to validate - Tasks: <= 1 day effort 2. Each member selects first day work

Lean core concepts

1. Eliminate waste 2. Empower team 3. Deliver fast 4. Optimize the whole - optimize the entire value stream 5. Build quality in 6. Defer decisions - delay decomposing requirements; delay tech review until after business review 7. Amplify learning

Affinity Diagram team example

1. Explain rules and processes 2. Divide into sub-teams 3. sub-teams categorize problem areas - Individual to brainstorm problem areas on sticky notes (quantity, late delivery, routing guide...) - Sub-team to group similar sticky notes - Initial prioritization within the team 4. Consolidate - Team 1 presents rationale in depth to the other teams - Team 2 adds to Team 1 notes, and continue... - Team prioritization of final category

What are the five major steps of the Agile Process overview?

1. Feasibility 2. Initiation 3. Release Planning 4. Iteration - sprint planning, daily stand-up, spring review, sprint retrospective 5. Close out

How to create a Pareto diagram

1. Gather variables 2. Create bar chart in descending order 3. Use second y-axis to show percentage 4. Draw a line at 80% on the y-axis

Affinity Diagram definition

A group creativity technique that allows large numbers of ideas to be classified into groups for review and analysis.

Agile values (4)

1. Individuals and interactions over processes and tools 2. Working product (originally, software) over comprehensive documentation 3. Customer satisfaction over contract negotiation 4. Responding to change over following a plan

Top 10 tactics for managing resistance

1. Listen and understand objections 2. Focus on the "what" and let go of the "how" 3. Remove barriers 4. Provide simple and clear choices and consequences 5. Create hope 6. Show benefits in a real and tangible way 7. Make a personal appeal ("It's important to me.") 8. Convert the strongest dissenters 9. Demonstrate consequences ("Resistance will not be tolerated).) 10. Provide incentives

Scrum Activity 1 - Product backlog refinement( grooming)

1. Main source of requirements 2. One backlog 3. Estimate efforts 4. Reset priorities with new requirements

Nine agile planning principles

1. Plan at multiple levels 2. Engage the team and the customer in planning 3. Manage expectations by frequently demonstrating progress and extrapolating velocity 4. Tailor processes to the project's characteristics 5. Update the plan based on the project's priorities 6. Ensure encompassing estimates that account for risks, distractions, and team availability 7. Use appropriate estimate ranges to reflect the level of uncertainty in the estimate 8. Base projections on completion rates 9. Factor in diversions and outside work

Challenges we face for many projects (pain points)

1. gathering requirements --months/years--> validating requirements --months/years--> application in production 2. defining all needs upfront 3. decisions made early (can lead to loss of money) 4. project cancelled, run out of budget

What are the 5 Scrum activities (events, ceremonies)

1. Product Backlog refinement (grooming) 2. Spring Planning 3. Daily Scrum 4. Sprint review 5. Sprint retrospective

DMAIC - Analyze

1. Root Cause Analysis 2. Pareto to identify critical process input 3. Musts and Wants 4. Kaizen 5. 5S (Sort, set in order, shine, standardize, sustain) 6. Standard work 7. Visual process management

Stakeholder analysis steps

1. Start with identifying potential stakeholders by functions --> individual names, titles, roles, etc.... 2. Analyze key high-impact stakeholders - Potential supporters? - Potential resisters? - Attitude unknown? 3. Create a map 4. Create worksheet and engagement plan

3 pillars of scrum

1. Transparency - provide visibility, create common DoD (definition of done) 2. Inspection - Timely checks, look for deviations 3. Adaption - adjust process, people, products

What are the Original 7 wastes?

1. Waiting - idle time 2. Transport - task switching 3. Motion - ex: reaching for parts 4. Over-Processing 5. Inventory - raw, work in progress, finished goods 6. Defects 7. Overproduction

Sprint Retrospective - what questions

1. What went well? 2. What could be improved? 3. What to improve for next sprint? 4. Action items

Root Cause Analysis Tool Comparison

5 Why/CRT: - Preparation - Moderate - Meetings - 1 - Applicable situations - Time limited, Small team - Expected result - 80/20 rule, Narrow focus Fishbone - Preparation - Moderate - Meetings - 1 - Applicable situations - Time limited, Small team, Brainstorming desired - Expected result - 80/20 rule, Narrow focus FMEA - Preparation - High - Meetings - 3+ - Applicable situations - Complex situation, Highly analytical team, High documentation needs - Expected result - 80/20 rule, Narrow focus

Sprint Review - how

<1 Hr / week of sprint - Team presents what was accomplished - Product Owner receives feedback from stakeholders to align on expectations - Review remaining items in the backlog - Decide what to work on next

Lean Six Sigma Methodology

A data-driven approach to systematically remove waste and reduce variation, to improve, optimize, and standardize business process capabilities.

What is scrum?

A framework for developing complex products and systems. It is grounded in empirical process control theory. Scrum employs an iterative, incremental approach to optimize predictability and control risk.

Story Points

A relative unit of size, used for estimating, planning and tracking in an Agile project.

Definition of Done (DoD)

A set of criteria determining "complete" Defined and agreed between teams Workable, delivered, deployed, documented Partially done is NOT done

Affinity Estimating

A technique designed to rapidly estimate a large feature backlog. It uses shirt sizes, coffee cup sizes, or the Fibonacci sequence of numbers to rapidly place user stories into similarly sized groups. Benefits: Fast, relative

"Five Whys"

A way of diving deeper into the root of an issue. Ask "why" five times about an issue, and you will discover a deeper root cause.

Agile vs. Lean Six Sigma vs. Predictive vs. Stage-Gate

Agile: A flexible and iterative approach that allows teams to adapt to changing customer requirements. Lean Six Sigma: A data-driven approach to systematically remove waste and reduce variation, to improve, optimize, and standardize business process capabilities. Predictive: A linear, sequential planning method with defined tasks and final deliverables. - aka: waterfall; traditional Stage-Gate: A process to bring products to market from ideation to commercialization by dividing work into stages with gate decision points.

What is change management?

An enabling framework + An application of processes and tools = Realize benefits and desired outcomes of change

Rolling-wave planning

An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. The strategy for planning at multiple points Don't plan all up front New information will emerge

Value-driven delivery

Assess = feasibility based on value, develop success metrics Prioritize = dot voting, MoSCoW (must/should/could/want to have), relative prioritization, Kano analysis Decompose = based on value/priority; features > epics > user stories > tasks > subtasks Deliver = increments based on value, deliver value early and often, MVP approach (minimum viable product) Validate = verify and validate value frequently

Sponsorship Model

Assessing sponsors to design a go-forward plan A1 - green - coach A2 - yellow - coach and skill up A3 - Orange - Skill up and coach B1 - orange - engage B2 - orange - engage, skill up, and coach A3, B1, & B2 - Deliberately engage in one project early to win them over ( if had resource)

Process Mapping Tips/Suggestions

Avoid Common Mistake 1 - lack of planning • Meet with Project Champion/Process Owner to verify scope • Before meeting with them, walk the process to establish general understandings • Stay at high level and then drill down if needed Avoid Common Mistake 2 - lack of data • Gather baseline statistics from reports, surveys... • Talk to area experts, identify data collection points, develop plan to gather data quickly

ADKAR Model

Awareness - of the need for change; of the nature of the change Desire - to support the change, to participate and engage Knowledge - on how to change, on how to implement new skills and behavious Ability - to implement the change, to demonstrate performance ---- moved into Prosci triangle Reinforcement - to sustain the change, to build a culture and competence around changeK

PMO Spring Board

Backlog > current sprint > behind > caution > on track > verify > done

Decomposition

Breaking requirements down into smaller chunks

Who are stakeholders?

Broader-term stakeholders: - Executive team - Project Champion - Process owner - Project core team members - Extended team members Narrow-term stakeholders: - Project core team members - Extended team members includes: - original process designers - people impacted by the process (negative or positively) - people who will impact the design and implementation of the process

Development Team Members

Developers (programmers) UI UX (researchers, designers) Testers Release Individuals

Scrum team roles

Development Team > Dev scrum team (scrum master, product owner) > Project Scrum Team (internal stakeholders, project manager/Scrum Master, Business Owner, Project Champion) Customer --> product owner Internal stakeholders --> product owner Development team --> product owner

Project Kickoff Deck / Project Description Sheet / Project Charter

Context: The internal and/or external environment in which the project is undertaken. Business case: The reasoning and expected benefits for initiating a project. • Example: A software upgrade might improve system performance, but the "business case" is that better performance would improve customer satisfaction, require less task processing time, or reduce system maintenance costs.

Process Mapping Steps

Current State • Define scope • Assemble cross-functional team • Document steps "as it is" • Draw arrows to connect the steps • Identify problematic areas, include notes/data to speed up future analysis • Identify and label "NVA (non value-added) steps - lean wastes Future State • Discuss improvement opportunities, • Brainstorm ideal process • Prioritize efforts and implement for improvement

Sprint Planning part 1

Define a sprint goal: An overarching reason North star for the sprint Team revisits to stay focused After it's defined: Select user stories (prioritized) to support Sprint Goal

Scrum Activity 2 - Sprint planning

Define team roles before planning starts Duration: - 1-4 weeks (incremental delivery, limit risk...) - Can change throughout the project Sprints are time-boxed events: 2-week sprint <= 4 hours

Characteristics of Effective User Stories (I.N.V.E.S.T.)

Independent Negotiable Valuable Estimable Small Testable

velocity chart

Initial commitment, final commitment, completed work avg velocity will tell you how long it may take to complete future sprints

What is the biggest difference between kanban board and a vision board?

Kanban board is a signal to do work

What is the most difficult resistance point?

Knowledge - Gaps in knowledge MUST be relentlessly tackled!!

The agile methodologies

Lean Kanban Scrum XP -Extreme Programming FDD - Feature Driven Development

Lean Six Sigma vs Agile

Lean SS: Hierarchical Agile: Peer-focused Lean SS process owner: owns and continues maintenance of process after improvement Agile product owner: defines backlog, what to be built, what to release Lean SS: command and control leadership Agile: servant leadership BOTH: CROSS-FUNCTIONAL TEAMS

Heijunka (TPS)

Leveling production ex: anticipate back-to-school orders

Relative prioritization (approach to product backlog)

Looking at value added combined with effort to determine which will being the most value/time or effort. Then, look at the full prioritized list and see which are attainable based on what will give you your MVP (Minimal Viable Product) and is possible during the time and $ constraints - Welcome changes - Product owner will asses changes If yes to the change, reprioritize If no to the change, cancel.

Process Mapping Diagram Programs

Lucid Chart (friendly for PC and Mac users) • Visio

DMAIC - Measure and Analyze

Measure • Data gathering • Process mapping / Value stream mapping • Affinity diagram • Develop project schedule • Initial KPI (key performance indicators)

Methodology vs. Framework

Methodology: A complete structure A set of principles, tools, and practices A systematic way of doing things Framework: (SCRUM) Loose, incomplete structure Accommodates other practices and tools A guideline or frame that we can work under

MVP and MMF

Minimal Viable Product and Minimal Marketable Features A package of functionality that is complete enough to be useful to the users/market yet still small enough that it doesn't represent the entire product (to deploy for continual development)

EFCIC model

Model for describing the agile mindset: Empowerment Flexibility Communication/Collaboration Iterative (as opposed to waterfall) Continuous Improvement

Must and Wants

Musts: Minimum requirements (Dissatisfiers) Wants: - Compare capabilities of alternatives - Prioritize each "want" (weighting) - Drive final decision

What are the financial measures you can use for feasibility study?

NPV, IRR, ROI, Gross Margin

Stakeholder worksheet and engagement plan categories:

Name of stakeholder/group What do I need from her? Her interest (What's in it for her)? How may she benefit from my project? Key shared values/interests How may she be inconvenienced? Any resistance point to anticipate? History of any conflicts Her communication preference/needs Other relevant information?

What is project chartering?

Narrower scope than initiation (aka project description) when teams come together to align the goals and objectives of the project, define success metrics, start initial assessment of who needs to be involved on what efforts

Product Owner Role

Overall - Customer Representative: - Liaison - Provide vision and directions - Own backlog, prioritize requirements - Decide release dates - Work with dev team daily - Approve./reject deliveries

Scrum master Role

Overall - Project Facilitator: - A servant leader - Facilitate events - Ensure team follows scrum values, practices., etc. - Clear roadblocks - Foster collaboration

Agile planning avoids

Overplanning Following a plan

Pair Programming

Pair programming is where two developers work using only one machine. Each one has a keyboard and a mouse. One programmer acts as the driver who codes while the other will serve as the observer who will check the code being written, proofread and spell check it, while also figuring out where to go next. These roles can be switched at any time: the driver will then become the observer and vice versa.

Continuous improvement levels

Pair programming/peer review > Daily standup > DOMO review/retrospective > Product release

What is product visioning?

Part of the feasibility stage. - Like an elevator pitch: How is this product supporting the organizational/product strategy? - It helps team stay focused - Used as a validation tool: focus, quality check, engage teams... - PO (product owner) leads the development, revision

Sprint Retrospective - who

Participants: - Dev team, Product Owner, Scrum Master and/or - Cross-functional team who participates in the sprint

Sprint Review - Who?

Participants: dev team, Product Owner, Scrum Master Optional but highly recommended: - Stakeholders - Project champion (come in unannounced for 10-15 minutes)

Sprint Retrospective - what areas

People Process Product increment

Inspection and Adaptation relate to PDCA Cycle

Plan - Do - Check - Act

Agile inverted triangle (slide 46 in 04. Scrum)

Plan driven (fixed scope, variable cost & time): - when scope/outcome are clearly defined, we build the plan and let the team minimize the time and cost - ex: build a house Value driven (fixed cost and time, variable scope) - When time and cost are defined, scope and outcome are subject to constraints ex: build a website

Agile planning metaphor

Plan: weather/avalanche forecast, backcountry gear Adjust: snow conditions, unknown terrains

Change phases

Prepare for Change > Change > Reinforce Change

Jidoka (TPS)

Reducing defect by stopping production line

What does "iterative and incremental development"?

Teams should develop product increments and deliver product frequently; this is an iterative project... after sprint review we come back to the backlog, reprioritize it, and do the sprint planning to define the sprint goals and select the user stories from the sprint backlog for the backlog to support out sprint. Sprint cycle goal is to create a tangible goal of incremental production.

How do you do it (sprint planning)?

Tech Sprint Planning > in-depth review > retrospective Customer Care Sprint Planning > in-depth review > retrospective Finance Sprint Planning >in-depth review > retrospective Accounting Sprint Planning > in-depth review > retrospective

Little's Law

The average amount of inventory in a system is equal to the product of the average demand rate and the average time a unit is in the system. The duration of a queue (how long it will take to complete the work) is proportioned to its size (how much work is in progress). Limiting WIP will get work done faster).

Progressive elaboration

The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available. How we implement rolling-wave planning Process of adding more details Continue refinement to increase accuracy

Requirements Hierarchy

Themes (Largest, shows roadmap) --> Features (also roadmap) --> Epic (plan release) --> User Story (single action, small to execute) --> Tasks (Smallest; breakdown and sprint planning)

Prosci PCT Assessment

Triangle method with these three things on each end of the cycle (varied strengths) Leadership / sponsorship Primary sponsor willing and able to build sponsorship coalition Change is aligned with org strategy and vision Priorities set against other competing initiatives and communicated... Change Management A structured CM approach is applied Assess strength of the sponsor coalition Develop anticipated areas of resistance and tactics Project Management

8th waste

Unutilized talent or human potential or skills of workers Separation of management and front line works make it difficult to improve processes Ex: Not asking employees feedback or not acting on feedback, right people right seat (RPRS)

How to show visibility of work progress?

Use a task board There are different setups for different needs

Kano Analysis (approach to product backlog)

Used to understand how customer needs relate to their satisfaction Set context for features and help build release plan to improve customer satisfaction Basic - dissatisfiers - users will dislike product without it, but will not Performance - satisfiers - bring value to customer but will not raise satisfaction with it Excitement - delighters - unexpected

Jira Task Board

Visual management tool that can help identify if action items have been completed by turning cards from red to green. Positives: - WIP limit - Defer decisions to the last minute Very customized

Principles of Kanban

Visualize workflow Limit WIP Reduce wastes Manage flow Improve collaboratively

What is Toyota Production System

Visualized in a "House" -Just-in-time -Heijunka -Jidoka -Kaizen

How to develop product visioning?

What benefits to deliver? Who to serve? Why do they need this? (what problems to solve?) How do we compare? - compare to competition? - primary differentiators?

How to optimize your approach (scrum vs. lean/SS)

When Criteria is Well-defined: Lean/SS - Fixed scope - small, easy, short duration - Regulatory compliance When criteria is vague: Agile/Scrum - Evolving requirements, creative efforts - Use feedback loops to inform next steps - Larger, undefined, complex - Not all planned features should be delivered

Relative prioritization, cont.

When a change is introduced, conduct a tradeoff discussion Determine scope (variable - can change)

User Acceptance Test (UAT)

When the user does this, this happens (1, 2, ...) This happens (1, 2, ...) An independent test performed by end users prior to accepting the delivered system

Planning Poker

a consensus-based technique for estimating, mostly used to estimate effort or relative size of tasks in development. 1. Each estimator is given a set of cards containing only the numbers to be used (usually Fibonacci sequence) 2. Product owner reads a user story and it's discussed briefly 3. Each estimator selects a card that's his or her estimate 4. Cards are turned at the same time 5. Discuss differences (especially outliers) 6. Re-estimate until estimates converge 2 likely problems for disagreements: 1. product uncertainty 2. technical uncertainty 2 good solutions: 1. put the story aside until the uncertainty can be resolved 2. use a range as the estimate

Program - concept

a group of related project managed in a coordinated way to obtain benefits not available from managing the projects individually "doing things together" - tactic Ex: managing system implementation projects as a program to evaluate impact and connections

Pareto Analysis (80/20 rule)

can be done to segment items into value categories depending on annual dollar volume - 80% of the consequences come from 20% of the causes - Unequal relationship between inputs and outputs - Use Pareto to design corrective action

Kaizen (TPS)

continuous improvement

doing agine vs. being agile

doing: knowing it being: internalizing the agile mindset (4 values, 12 principles)

Tuckman Model of Team Development

forming - ice breakers, meet face-to-face storming - build psychological safety, understand & appreciate different work styles norming - learn, adapt, and improve through retrospective discussion performing - autonomy, mastery, purpose adjourning - saying goodbye

What is FTZ?

free trade zone - a special area within a country where foreign companies can import materials, manufacture goods, export goods, etc. without being limited by the usual rules and taxes

Why is stakeholder analysis important? (Define phase of DMAIC)

helps us understand how to engage a group of stakeholders

Stakeholder Mapping 2 - Stage-Gate product development

influence vs. interest go from group to individual

How to bring change to life?

manage the people side of the change from a current state to a new future state so that the desired results of the change (and expected return on investment) are achieved

Who is responsible for prioritizing product backlog?

product owner

Just-in-time (TPS)

reduce inventory and defects ex: order the last minute when needed

Resistance/barrier points

significant drivers of final outcomes - ADKAR Most important one is the FIRST one you encounter when going through the ADKAR steps

Sprint Burndown Chart

the trend of work remaining across time in a sprint. the source of data is the sprint backlog with work remaining tracked on the vertical axis and days of a sprint on the horizontal axis

Sprint Review

time-boxed event of 4 hours MAX to conclude the development work of a Sprint. It serves for the Scrum Team and the stakeholders to inspect the Increment of product resulting from the Sprint, assess the impact of the work performed on overall progress and update the Product backlog in order to maximize the value of the next period.

Agile benefits

visibility adaptability business value risk

Can a critical path change?

yes

WBS - Work Breakdown Structure

• A key project deliverable that organizes the team's work into manageable sections (deliverable - oriented) • A hierarchical decomposition of the work • Includes 100% of the work / deliverables defined by the scope • The lowest level of WBS: Work Package

Schedule network analysis (Time Management)

• Critical path method: The minimal time needed to complete a project • Float (Free float vs. Total float) - Free float: the amount of time an activity can be delayed without delaying the early start of a successor - Total float: .... Without delaying the project finish date or intermediate milestone

Time Management

• Define activities • Sequence activities • Estimate activity resources • Estimate activity durations • Develop schedule

How to Define Activity Resources

• Define category, type (cost, material...) • Review availability, skill levels, historical use • Analyze alternative methods/equipment to complete the work, outsourcing needs, etc. • Quantify resource requirements by activity

DMAIC - Improve

• Measure progress made and show outcomes • Adjust processes • Implement at larger scale

Kaizen Event (Kaizen Blitz) Introduction

• Planning Kaizen event using DMAIC • When there are urgent problems to solve (can be done in a week) Day 1 - Learning Day 2- Gemba Day 3 - Just Do It Day 4 - Refine and Improve Day 5 - Sustain

Sequence Activities

• Precedence diagraming (FS, SS, FF, SF) • FS (finish to start): dig a hole -> plant a tree • SS (start to start): editing • FF (finish to finish): all workstreams finish before launch • SF (start to finish): (not commonly used) • Lead vs. lag Lead: acceleration of the successor activity (FS-2d) - Used... only on F to S activity relationships Drive to Moab 2D before Matt finishes race Lag: Time must pass before Activity 2 can begin. (a delay / SS+3d, FS+3d, FF+4d) - Used... on all activity relationship types i.e.: Move in 3D after painting is done

DMAIC - Define

• Problem statement • Goals and objectives • Success metrics • Team structure • Stakeholder analysis • High-level milestones

Example of Control Phase for Fines and Penalties

• Redefine / transition ownership • Hire dispute specialists - Train on dispute process and rules - Follow credit and debit memo reconciliation process • Monthly report out (savings, P&L) to exec team • QBR (Quarterly business review) with - Third-party fulfillment center and logistics partner - Top 10 accounts

How to Estimate Activity Durations

• Who should be the estimators? • When to build in reserves/buffer? • What is the difference between padding and creating reserves? Methods: • Analogous: Use expert judgement and historical project information • Three-point estimate = PERT = Project Evaluation and Review Technique • Pessimistic (P), optimistic (O), most likely (M) estimate • Simple average • Weighted average (P+4M+O)/6

Schedule Management Questions to Consider

• Will you use software or excel to track schedule? • How will you estimate? Start and finish date? Duration? • Who will estimate? • What is your schedule baseline? • Acceptable variances? • Report formats?