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Agile Methodology
Agile Methodology
Volvo Project Management
Who Am I?
Pawel Grundys – Agile Methodology
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• Name: Pawel Grundys
• Experience: 2 year in Volvo (Volvo IT) 5 years as PM
• Skills: Application management, Project management, Change Management
• Projects: Transition, ERP rollouts, Business Projects, Application Delivery, Localization Projects
Volvo Project Management
Volvo Group Organization
Group Trucks
Sales &
Marketing and
JVs APAC
Group Trucks
Technology
Group Trucks
Operations
Group Trucks
Sales &
Marketing
Americas
Group Trucks
Sales &
Marketing
EMEA
Financial
Services
Business
Areas
Construction
Equipment
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Volvo Project Management
Poland Belgium
USA
Malaysia
Sweden
United Kingdom France
Brazil
India
Korea
South Africa
Mexico
China
Russia
Thailand
Canada
Japan
Singapore
Australia
Volvo IT – global presence
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Volvo Project Management
Volvo IT external customers – a proven track record
Automotive
• Audi
• BMW
• Ford
• GKN
• Rolls Royce
• Saab Parts
• Volvo Cars
• Volvo Group
Industry/ Manufacturing
• Arkema
• Assa Abloy
• Eiffage
• Finnveden
Bulten
• Gambro
• Picanol
• Sandvik
• SCA
• SKF
• Toyota Material
Handling
Retail, wholesale
• Auchan
• Elektroskandia
• H&M
• ICA
Service sector
• Canal+
• DinEl
• Fraikin
• GE Healthcare
• Securitas
• YIT
Banking, Financial Services
& Insurance
• Allianz
• Banque Accord
• If
• Old Mutual
• Skandia
• Storebrand
• VolvoFinans
• Volvo Financial
Services
Government, Education, Non-Profit
• City of
Gothenburg
• City of
Stockholm
• SPV
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Volvo Project Management
Content
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1. Introduction to Project Management
2. Agile Methodology
3. Summary
Volvo Project Management
Content
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1. Introduction to Project Management
2. Agile Methodology
3. Summary
Volvo Project Management
Project Definition
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Volvo Project Management
Project Management Areas of Knowledge
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Project
integration
management
Project cost
management
Project
communication
management
Project scope
management
Project risk
management
Project quality
management
Project
procurement
management
Project human
resources
management
Project time
management
Volvo Project Management
Managing Project Constraints
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Resources
Volvo Project Management
Typical Project Life Cycle
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Develop project
charter
Develop project
management plan
Manage project
execution
Close project
Volvo Project Management
Content
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1. Introduction to Project Management
2. Agile Methodology
3. Summary
Volvo Project Management
Agile Software Development Manifesto
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For more information: http://agilemanifesto.org/
That is, while there is
value in the items on
the right…
…we value the items
on the left more.
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Volvo Project Management
Agile Mindset
Focus on Continuous Improvement and
Reduction of Waste
Meet the customer needs through early and continuous delivery of
valuable software
Welcome changing requirements, even late in development
Deliver working software frequently
Business people and developers work together daily throughout the
project
Build projects around motivated individuals
Continuous attention to technical excellence and
good design
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Volvo Project Management
Benefits of Becoming Agile
Enable continuous change
Delivery precision
Less waste
Faster time to market
Improved chances of
succeeding
Customer satisfaction
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Volvo Project Management
Agile Prerequisites
To succed with Agile we need
– A trusting Management – who delegates the whole detailed
content of the delivery to the product owner within a time-box
and cost limit.
– A participating Customer (Product Owner) that takes weekly
decisions
– A self organized very skilled development team where the
individuals have a broad skillset with a test driven
development and constant refactoring mindset
– A project management with focus on people and collaboration
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Why does the same process fail at one project/company and succeed at
another?
And more importantly, how can you ensure your own success?
Collaboration, Empowerment, Trust and Reflection...
Volvo Project Management
Scrum
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Pawel Grundys – Agile Methodology
Volvo Project Management
Scrum Lifecycle
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The goal is to work in 1 week sprints to reduce waste, focus
on value delivery and get quick feedback loops
Volvo Project Management
Scrum Team
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Pawel Grundys – Agile Methodology
Scrum Master helps the organization use
Scrum to reach the goals
Product Owner maximizes the ROI of the
product and champions the vision
Development Team develops the
product and their ways of working
Volvo Project Management
Scrum Master
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Pawel Grundys – Agile Methodology
Responsible for:
– The success of Scrum
Coaching the Product Owner and The Development
Team
– Establishing Scrum practices and rules
– Shielding the team
– Removing obstacles
– Having a leadership philosophy that encourages
team work, self-organization and accountability
Volvo Project Management
Product Owner
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Pawel Grundys – Agile Methodology
Owns the Product Backlog
Sets development order by ordering the backlog
One person in this role ensures that only one set of requirements drives development.
Eliminates confusion of multiple bosses, different opinions, and interference.
Can be influenced by committees, management, customers, sales people, but is the only person that prioritizes.
To be the driving force behind product vision and goal.
Validates the correctness of each sprint delivery.
Volvo Project Management
Development Team
Made up of 3–9 people with broad skill set who develops the software product
Determines day-to-day tasks within a sprint backlog and executes the tasks
Supports the product owner in verifying the sprint deliveries
Committed to delivering potentially shippable product increments at the end of
each sprint
Cross-functional with no roles
Responsible for forecasting
Decides how much work to bring into a sprint based on team velocity (historical)
and available time
Continous improvment of the code base working with refactoring
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Volvo Project Management
What is a Team?
A small number of people
with complementary skills
who are committed to
common
– purpose,
– performance goals, and
– approach for which they are
mutually accountable
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“The Wisdom of Teams. Katzenbach and Smith, 1993”
Volvo Project Management
Team Dynamics
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Forming Adjourning
Storming Performing
Norming
Volvo Project Management
Self Organization
Team decides who will do what
Team continuously adjust work and assignments as knowledge
grows
Team self-organize at beginning of Sprint
Each member self-organize daily
Team self-organize itself every Daily Scrum
Team continuously improve in Sprint Retrospective
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Volvo Project Management
Scrum Events
Sprint Planning
Daily Scrum
Sprint Review
Sprint Retrospective
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Volvo Project Management
Sprint Planning
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Participants
Define sprint goal and select product backlog items
Create sprint backlog
Goal
Agenda • Product owner presents product vision and backlog items
• Product backlog items selected based on forecast and
team capabilities
• Product owner and development team define sprint goal
• Development team devise plan – create sprint backlog
• Development team agrees on forecast
Development
Team
Scrum
Master
Product
Owner
Volvo Project Management
Task Board
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Volvo Project Management
Task Board
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Volvo Project Management
Task Board
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Volvo Project Management
Task Board
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Volvo Project Management
Task Board
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Volvo Project Management
Task Board
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Volvo Project Management
Daily Scrum
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Participants
Synchronize the team Goal
Agenda • Answer three questions in 15 min:
1. What tasks have you finished since last meeting?
2. What tasks do you plan to finish before next meeting?
3. What is in your way?
• Update task board
• Raise impediments
• NOT a status report! Synchronization is the key, make sure
each day has a plan (reaching part of the sprint goal(s))
Development
Team
Scrum
Master
Product
Owner
Volvo Project Management
Sprint Burndown Chart
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Volvo Project Management
Sprint Burndown Chart
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Capacity for more
Volvo Project Management
Sprint Burndown Chart
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Sprint goal at risk!
Volvo Project Management
Sprint Review
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Pawel Grundys – Agile Methodology
Participants
Review all backlog items delivered in the sprint
Check if sprint goal has been achieved
Demo and validate working software
Goal
Agenda • Team presents results
• Team demonstrates new/modified functionality
• Product owner validates new/modified functionality
+ Stakeholders Development
Team
Scrum
Master
Product
Owner
Volvo Project Management
Sprint Retrospective
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Pawel Grundys – Agile Methodology
Participants
• Give opportunity for team reflection
• Improve by learning from past experiences
• Reach team commitment on priority and next action
Goal
Agenda Present the prime directive
Answer three questions:
• What shall we keep doing?
• What shall we stop doing?
• What shall we start doing?
Establish action plan
Development
Team
Scrum
Master
Product
Owner
Volvo Project Management
The Product Backlog Iceberg
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Pawel Grundys – Agile Methodology
Sprint
Release
Priority
High
Low
Future
Releases
Value
Cost
Risk
Knowledge
Volvo Project Management
The Sprint Backlog
Product Owner prioritizes the Product Backlog – Into the Sprint Backlog
Consists of all planned tasks for the current sprint
Development team estimates the work effort in hours using Lichtenberg for each
task (if possible)
The sprint content is not possible to change during a sprint
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Sprint
Assumed Next Delivery
Future Deliveries
Product Backlog
Sprint Backlog
Task 1
Task 2
Task 3
Task 4 Task 5 Task 6
Task 7
Task 8
Volvo Project Management
Sprint Backlog Items (= tasks)
Tasks to turn product backlog into working product
4-16 hours or broken down
Team members sign up for tasks
The Team owns the Sprint Backlog
Update work remaining as you learn more (daily)
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Volvo Project Management
Release Planning
Release 1 Release 3Release 2
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Volvo Project Management
Iterative/Flow based Development
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Pawel Grundys – Agile Methodology
Business Engineering
Customer Requirements
Software Architecture
& Design Construction Testing Deployment
Volvo Project Management
Content
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1. Introduction to Project Management
2. Agile Methodology
3. Summary
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Common misunderstanding...
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Volvo Project Management
So Why AGILE?
Improve value delivery
Improve end user
satisfaction
Improve speed of execution
Reduce risks
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Volvo Project Management
Scrum Might Not be Right When
Resources are not enough dedicated to the team
Too much unplanned work
Too much re-prioritization needed (Sprint scope not possible to
keep stable)
Not enough room for changing ways of working (the timing is
wrong to start working with Scrum)
Work is completely predictable (this is rarely the case in most
projects)
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Volvo Project Management
Where to Find More Information
The Scrum Guide
Scrum and XP from the trenches
Kanban and Scrum - making the most of both
Agile Product Ownership in a Nutshell
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A range of opportunities for IT professionals – Internship Program
Being part of a global team
Opportunity for hands-on experience in
all aspects of IT
Innovative assignments
Strong employee culture
Top rankings as an attractive workplace
Some reasons to consider working at Volvo IT:
You are welcome to our
Summer Internship Program!
Watch out for 2014 roll-out!
Pawel Grundys – Agile Methodology
Volvo Project Management
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Pawel Grundys – Agile Methodology
Questions
Volvo Project Management
Thank You!
Pawel Grundys – Agile Methodology 52
