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PMI-ACP
PMI-Pub 3 December 2014
IT Edge 1PMI-Pub 3 December 2014
Agenda
• Who I am
• Agile according to PMI-ACP
• Mapping PMBOK to Agile
• Agile Contract: PS2000-SOL
IT Edge 2PMI-Pub 3 December 2014
IT Edge PMI-Pub 3 December 2014 3
Who am I
Didier SorianoMore than 15 years international experience with Program/Project management, project governance and coaching.Certified PMP, PMI-ACP, PMA-PBA, Scrum Master and Product OwnerLean six Sigma Black BeltIT education and IT management line experience
Certification Eligibility Requirements
PMI-ACP Certification EligibilityRequirements
Requirement Description
General Project Experience
•2,000 hours working on project teams•These hours must be earned within the last 5 years•Active PMP® or PgMP® will satisfy this requirement
Agile Project Experience
•1500 hours working on agile project teams or with agile methodologies•These hours are in addition to the 2,000 hours required in “general project experience”.These hours must be earned within the last 3 years
Training in Agile Practices
21 contact hours earned in agile practices
PMP – Certification eligibilityRequirements
Requirement Description
Education
1. Secondary degree (high school diploma, associate’s degree, or the global equivalent)
2. Four-year degree (bachelor’s degree or the global equivalent)
Project Management Experience
1. Secondary degree:at least five years of project management experience, with 7,500 hours leading and directing projects
2. Four-year degree education at least three years of project management experience, with 4,500 hours leading and directing projects
Training in ProjectManagement
35 hours of project management education.
IT Edge 4PMI-Pub 3 December 2014
PMI Certification growth in 2013
IT Edge 5PMI-Pub 3 December 2014
IT Edge 6PMI-Pub 3 December 2014
http://agilemanifesto.org/IT Edge 7PMI-Pub 3 December 2014
Agile Principles (1/2)
1. Value oriented: Our highest priority is to satisfy the customer through early
and continuous delivery of valuable software.
2. Flexibility: Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
3. Iterative: Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Team: Business people and developers must work together daily throughout
the project.
5. Team: Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
6. Team/Communication: The most efficient and effective method of
conveying information to and within a development team is face-to-faceconversation.
IT Edge 8PMI-Pub 3 December 2014
Agile Principles (2/2)7. Communication: Working software is the primary measure of
progress.8. Communication: Agile processes promote sustainable
development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Quality: Continuous attention to technical excellence and good design enhances agility.
10.Quality: Simplicity-the art of maximizing the amount of work not done-is essential.
11.Team: The best architectures, requirements, and designs emerge from self-organizing teams.
12.Retrospective: At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.IT Edge 9PMI-Pub 3 December 2014
Methods covered
看板
Lean
FDD
DSDM
IT Edge 10PMI-Pub 3 December 2014
Agile methodology - Summary
Strengths Weaknesses
Scrum
Complements existing practices.Priorities based on business value.Self organizing teams and feedback.Customer participation and steering.Only approach that has a certification process.
Only provides project management support, other disciplines are out of scope.Does not specify technical practices.Can take some time to get the business to provide unique priorities for each requirement.
Strong technical practices.Customer ownership of feature priority, developer ownership of estimates.Frequent feedback opportunities.Most widely known and adopted approach in the US
Requires onsite customer.Documentation primarily through verbal communication and code. For some teams these are the only artifacts created, others create minimal design and user documentation.Difficult for new adopters to determine how to accommodate architectural and design concerns.
FDD
Supports multiple teams working in parallel.All aspects of a project tracked by feature.Scales to large teams or projects well.Design by feature and build by feature aspects are easy to understand and adopt.
Promotes individual code ownership as opposed to shared/team ownership.Iterations are not as well defined by the process as other Agile methodologies.The model-centric aspects can have huge impacts when working on existing systems that have no models.
看板Kanban
Changes can be made any timeRemove activities that don’t add valueScalable
No prescribed rolesNo time boxing notionLimit WIP Based on what you do today
Lean
Cross-functional teams.Complements existing practices.Focuses on project ROI.Eliminates all project waste.Amplify learning
Does not specify technical practices.Requires constant gathering of metrics which may be difficult for some environments to accommodate.Theory of Constraints can be a complex and difficult aspect to adopt.
IT Edge 11PMI-Pub 3 December 2014
Agile methodology - SummaryStrengths Weaknesses
AUP
Robust methodology with many artifacts and disciplines to choose from.Scales up very well.Documentation helps communicate in distributed environments.Priorities set based on highest risk. Risk can be a business or technical risk.
Higher levels of ceremony may be a hindrance in smaller projects.Documentation is much more formal than most approaches mentioned here.Minimal attention to team dynamics.
Crystal
Family of methodologies designed to scale by project size and criticality.Only methodology that specifically accounts for life critical projects.As project size grows, cross-functional teams are utilized to ensure consistency.An emphasis on testing is so strong that at least one tester is expected to be on each project team.The "human" component has been considered for every aspect of the project support structure.
Expects all team members to be co-located. May not work well for distributed teams.Adjustments are required from one project size/structure to another in order to follow the prescribed flavor of Crystal for that project size/criticality.Moving from one flavor of Crystal to another in mid project doesn't work, as Crystal was not designed to be upward or downward compatible.
DSDM
An emphasis on testing is so strong that at least one tester is expected to be on each project team.Designed from the ground up by business people, so business value is identified and expected to be the highest priority deliverable.Specific approach to determining how important each requirement is to an iteration.Set stakeholder expectations from the start of the project that not all requirements will make it into the final deliverable.
Probably the most heavyweight projectDefines several artifacts and work products for each phase of the project; heavier documentation.Expects continuous user involvement. Access to material is controlled by a Consortium, and fees may be charged just to access the reference material.
IT Edge 12PMI-Pub 3 December 2014
Methodologies motto
Methodology Summarizing PhraseScrum Prioritized Business ValueXP SimplicityFDD Business ModelAUP Manage RiskCrystal Size and CriticalityDSDM Current Business ValueLean Return on Investment (ROI) – Eliminating wasteKanban Work In Process (WIP)
IT Edge 13PMI-Pub 3 December 2014
Roles3 Main Roles
– Team lead (Scrum Master)
– Product Lead
– The team
Other peripheral roles
– Sponsor
– Experts
Team Lead Product Lead The team
Scrum Scrum Master Product Owner Different roles
XP Big boss Customer Programmer, Tracker, Tester
AUP Project Manager architect
Crystal Project Manager Business expertlead enginneer, designer, programmer, tester, writer
DSDM Project Manager ambassador UserAdvisor User, Technical coordinator, Team leader, tester, scribe, facilitator,
FDD Project ManagerChief programmer, programers, testers, Class Owner, Domain expert, chief architectIT Edge 14PMI-Pub 3 December 2014
Agile Process Overview
Envision
•Vision
•NPV
•ROI
Initiation
•Identify Personas
•Create backlog
•High level estimates
•Create roadmap
Release Planning
•Slicing stories
•Stories estimations
•Create release plan
Iteration 0
•Spikes
•Detailing Next iteration stories
Iteration
•Iteration planing
•Coding
•Testing
•Daily stand-ups & Updating burn-ups
•Iteration review
•Retrospective
•Preparing stories for Next iteration
Closing
•Project close out
•Finishing contracts
•Resource release
IT Edge 15PMI-Pub 3 December 2014
MAPPING PMBOK TO AGILE
IT Edge 16PMI-Pub 3 December 2014
Knowledge AreaProject Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work 4.6 Close Project
or Phase4.5 Perform Integrated Change Control
5. Project Scope Management
5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope5.3 Define Scope5.4 Create WBS
6. Project Time Management
6.1 Plan Schedule Management 6.7 Control Schedule
6.2 Define activities
6.3 Sequence Activities6.4 Estimate Activity resources
6.5 Estimate Activity Duration
6.6 Develop Schedule
7. Project Cost Management
7.1 Plan Cost Management
7.4 Control Costs7.2 Estimate Costs
7.3 Determine Budget
8. Project Quality Management 8.1 Plan Quality Management
8.2 Perform Quality Assurance
8.3 Control Quality
9. Project Human Resource Management
9.1 Plan Human Resource Management
9.2 Acquire Project team9.3 Develop Project Team9.4 Manage Project Team
10. Project Communication Management
10.1 Plan Communications Management
10.2 Manage Communications 10.3 Control Communications
11. Project Risk Management
11.1 Plan Risk Management 11.6 Control Risks11.2 Identify Risks
11.3 Perform Quality Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12. Project Procurement Management
12.1 Plan Procurement Management
12.2 Conduct Procurements 12.3 Control Procurements
12.4 Close Procurements
13. Project Stakeholder Management
13.1 Identify Stakeholders
13.2 Plan Stakeholder Management
13.3 Manage Stakeholder Engagement
13.4 Control Stakeholder engagement
IT Edge 17PMI-Pub 3 December 2014
Knowledge AreaProject Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work 4.6 Close Project
or Phase4.5 Perform Integrated Change Control
Agile
• Business case or feasibility study
• Release roadmap
• Project kickoff and visioning meeting
• Iteration planning
• Iterative and incremental delivery of working software.
• Regular reviews of deliverables, progress and process.
• Task boards, burn down charts, daily stand-ups, acceptance of completed features.
• Impediment log
Retrospectives
Project Integration Management
IT Edge 18PMI-Pub 3 December 2014
Knowledge AreaProject Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
5. Project Scope Management
5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope5.3 Define Scope5.4 Create WBS
• Release roadmap• Iteration planning
• Work Releases to completion
• Work iterations to time completion
• Work tasks to completion.
• Regular reviews of deliverables, progress and process.
• Task boards, burn down charts, daily stand-ups, acceptance of completed features.
• Impediment log
Project Scope Management
IT Edge 19PMI-Pub 3 December 2014
Knowledge AreaProject Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
6. Project Time Management
6.1 Plan Schedule Management 6.7 Control Schedule
6.2 Define activities
6.3 Sequence Activities
6.4 Estimate Activity resources6.5 Estimate Activity Duration
6.6 Develop Schedule
Agile • Iteration planning • Time boxing
Project Time Management
IT Edge 20PMI-Pub 3 December 2014
Knowledge AreaProject Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
7. Project Cost Management
7.1 Plan Cost Management
7.4 Control Costs7.2 Estimate Costs
7.3 Determine Budget
Agile• Release roadmap• Iteration planning
• Work Releases to completion
• Work iterations to time completion
• Work tasks to completion.
• Regular reviews of deliverables, progress and process.
• Task boards, burn down charts, daily stand-ups, acceptance of completed features.
• Impediment log
Project Cost Management
IT Edge 21PMI-Pub 3 December 2014
Two principle
– Build quality
– Eliminate waste
Quality is embedded
Acceptance test-Driven
Frequent verifications and validations
Knowledge AreaProject Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
8. Project Quality Management 8.1 Plan Quality Management
8.2 Perform Quality Assurance
8.3 Control Quality
• Stories describe the acceptance criteria
• Tests are a part of story descriptions
• Quality is embedded. Unit test, automated test are a part of the delivered solution
IT Edge 22PMI-Pub 3 December 2014
Knowledge AreaProject Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
11. Project Risk Management
11.1 Plan Risk Management 11.6 Control Risks11.2 Identify Risks
11.3 Perform Quality Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
Risk Identification• Common responsibility
among the entire team• Done on an iterative basis
during planning meetings. • Risks continue to be
identified daily as part of stand-up meetings.
Risk Analysis• Risk assessment Probability
and consequence on project of each risk on project.
Risk Response Planning• Developing options and
actions to reduce risks and increase opportunities.
• Done by the entire team.
Risk Monitoring and Controlling• Risk reassessment
occurs on a daily basis, and at the end of the iteration.
• Impediment log can be considered to the risk list
• The Agile Project Manager works actively with the risks (impediments), trying to close them
• Daily stand-ups allow to identify new risks
• WIP Limitation allows to limit resources conflicts
• Spikes, before an iteration, limits the risk
Project Risk Management
IT Edge 23PMI-Pub 3 December 2014
Writing
– Prefer executable specifications over static documents
– Document stable concepts, not speculative ideas
– Generate system documentation
Simplification
– Keep documentation just simple enough, but not too simple
– Write the fewest documents with least overlap
– Display information publicly
Determining What to Document
– Document with a purpose
– Focus on the needs of the actual customers(s) of the document
– The customer determines sufficiency
Determining When to Document
– Iterate, iterate, iterate
– Start with models you actually keep current
– Update only when it hurts
General
– Treat documentation like a requirement
– Require people to justify documentation requests
– Recognize that you need some documentation
Project Communication Management
IT Edge 24PMI-Pub 3 December 2014
AGILE CONTRACT
IT Edge 25PMI-Pub 3 December 2014
Agile Contract: PS2000 - SOL
• Norwegian standard for agile development– T&M Contract– With incentives and penalties
• Divided into 3 Parts1. Definition of the customer and supplier2. General Provisions/Governance3. Annexes.
IT Edge 26PMI-Pub 3 December 2014
Agile contract – Phases
• Solution design (iteration 0)
– Validation (by the Supplier) of the user stories in order to prioritize the backlog
– Set up an iteration plan
– Agree on the target price
• Construction phase
– Daily meeting
– Demo on the last days of the iteration .
• The Customer's Acceptance Test
– Have define entry criteria (quality)
– Following execution of all agreed Iterations
– Fixed period
– Can be suspended if a certain number of defects it found
• Termination phase
– Knowledge transfer
– Transfer and development of expertise, and the release of personnel
– Transfer of documentation
– Transfer of procedures for Construction, testing, operational tasks, configuration management and administrative tasks
IT Edge 27PMI-Pub 3 December 2014
Agile contract
• Changes– Within a started iteration: all work done must be paid– Future iteration: no payment needed as soon as the trade in/trade out practice is followed– All analysis of new work is considered as additional work
• Quality– Unit/Integration/system tests to be conduced for each iteration by the supplier– Functional tests by the customer
• Roles and responsibility– RACI Matrix
• Organization and Governance– Coordination Group– 2 Project Managers: 1 from Customer; 1 from Provider
• Payments– Solution Description: Time and Material outside the Target price– All Change requests change the target price– Agreed backlog: T&M with penalties/incentives
IT Edge 28PMI-Pub 3 December 2014
References
• PS2000-SOL
• Literature
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