Agile Scrum for Process Improvement Projects – Case Study

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Dr. Tom SheivesChief Unstuck OfficerUnstuck Companytom@unstuckcompany.com

Yvonne KishAssociateUnstuck Companyykish@unstuckcompany.com

Pecha Kucha

• Japanese• 20 Slides, 20 seconds per slide - timed• 6 minute, 40 second presentation• No questions• Agile like – lean and short lived sprints

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Objective of today’s presentation

• Overview of similarities and differences between traditional project management and Agile Scrum– General– Process Improvement Projects

• Case study of process improvement project using Scrum

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Fundamental QuestionsTraditional Project

Management

YesYesYes

Yes

Yes

Agile - Scrum

YesYesYesYes

Yes

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Question

Project FocusedMethodology

Results FocusedRequirements are

vital!Business Value

Fundamental DifferenceTraditional Project

Management

No

Agile - Scrum

Yes

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Question

High Business Value

to Client – Early!No YesChange to product

scope is Encouraged

during project

Planning

Executing

Wheel of FortuneTraditional Project Management - PMI

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Initiating Closing

Monitoring and Controlling

ScopeTraditional PM

• Progressive ElaborationAgile - Scrum

• Product Backlog and Release Planning

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Product Backlog

0.0

1.0 2.0 3.0 4.0

2.22.1

2.2.1 2.2.2

2.2.2.12.2.1.22.2.1.1 2.2.2.2

TimeTraditional PM

• Phases, Gantt ChartsAgile - Scrum

• Sprint 0 – Planning• X Week Long Sprints

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Sprint 0 Sprint 1 Sprint 2 Sprint 3

2-4 week Long Sprints

CostTraditional PM

• Estimated total – top down, bottom up

Agile - Scrum• More focused on business

value and ROI of product features – cultural*

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Highest business value features are “first” in agile – business side must be more flexible with agile

QualityTraditional PM

• Quality planning, assurance, control

Agile - Scrum• Zero defects, test driven

development

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RiskTraditional PM

• Risk planning, risk identification, mitigation – weekly or biweekly monitoring – more strategic

Agile - Scrum• Daily standup identify

barriers and risks – reduction of impediments - tactical

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CommunicationTraditional PM

• Important – not daily to team – status meetings

Agile - Scrum• Daily collaboration – users

and customers • Communication• Collocate is highly preferred

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ProcurementTraditional PM

• Long Lead Items planned forIn procurement planning

Agile - Scrum• Handled outside scrum

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Human ResourcesTraditional PM

• Sponsor, project team members, project manager

Agile - Scrum• Pigs and Chickens, scrum

master

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Pigs Chickens•Some cultures – Agile might be stumbling for them – executives and middle management have to buy in to the“flexibility” and the “less overall total apparent visibility”

IntegrationTraditional PM

• Change can happen anytime

• Requires impact analysis (time, cost, risk, quality)

• Not as nimble

Agile - Scrum• Changes in scope during a

sprint not allowed• Backlog changes between

sprints• Impacts determined between

sprints

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InitiatingTraditional PM

• Project charterAgile - Scrum

• No project charter• Product vision statement• “Stakeholders” are vital –

collaboration is daily• Upfront agreements on

Scrum process are obtained

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PlanningTraditional PM

• WBS, Gantt charts, communication plans, and other plans

Agile - Scrum• Release planning• Sprint planning

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ExecutingTraditional PM

• Many moving parts – not as focused and targeted

Agile - Scrum• Fewer “moving parts” during

execution – simplified approach

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Monitoring and ControllingTraditional PM

• More on a weekly or biweekly basis

Agile - Scrum• Daily Scrum Meetings –

constant “monitoring and controlling”

19Rugby Scrum

ClosingTraditional PM

• Lessons learned – end of phases, end of project

Agile - Scrum• Retrospective end of 2-4 week

long sprints(product and process, burndown,

more attention, velocity)

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How can we increase velocity*next time?

*Number of features or functions points per unit time

Process Improvement ProjectsTraditional PM

• Project Charters• Plan to implement multiple

improvements• Shorter projects• Low hanging fruit

Agile - Scrum• Stay Tuned for next

segment of presentation!

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Dr. Tom Sheives BioTom is a speaker, educator, consultant, author, and coach. His mission is to “Get

Project Teams and Management Teams Unstuck!” Tom’s new book “OPPORTUNITY unstuck!” describes key principles discovered from his recent experience in training over 175 executives in Project Management with the Panama Canal Authority. Tom is also is on the faculty of the University of Texas at Dallas and Embry Riddle Aeronautical University.

Contact Information:Tom Sheives

"Get Projects, Processes and People unstuck!"Chief Unstuck Officer – Unstuck Company

www.unstuckcompany.comtom@unstuckcompany.com

817-465-1318

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Yvonne Kish BioYvonne is as independent software consultant and trainer mainly working with The

Westfall Team and she is also an associate of The Unstuck Company. Her main focus area is Software Quality Assurance and Test Management, Process Definition and Improvement, Audits and Assessments, Tools Engineering and Test Automation, Software Configuration Management, Training and Consulting.

Contact Information:Yvonne Kish

"Get Projects, Processes and People unstuck!"Associate – Unstuck Companywww.unstuckcompany.com

ykish@unstuckcompany.com469-441-6149

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