PMI Agile Certified Practitioner (PMI-ACP)® Courseware

PMI Agile Certified Practitioner (PMI-ACP) Certification

Module - 1
Introduction
PMI Agile Certified Practitioner (PMI-ACP) Certification

Practitioner who have both PMP and PMI-ACP

certifications earn average salaries 7% higher than
those with a PMP alone
-- Source: PMI Salary Survey 2015

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Agenda

About PMI
Certification Programs offered by PMI
PMI-ACP Certification Overview
PMI-ACP Eligibility Requirements
PMI-ACP Application Process
PMI-ACP Certification Fees
PMI-ACP Exam Information
PMI-ACP Exam Blueprint
Reference Books
Maintain your PMI-ACP
PMI’s Code of Ethics and Professional Conduct
PMI Contact Information
Course Structure
Summary

About PMI

PMI – Project Management Institute

PMI Official Website – www.pmi.org
PMI is world’s leading not-for-profit professional organization for the project
management profession
PMI offers the course and examination on Agile Certified Practitioner, known as PMI-ACP
12 Reference Books for Exam Preparation
No PMBOK like guide for ACP Exam
List of Books are reviewed and updated periodically
Define Exam course content for ACP

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Certification Programs by PMI

PMI Agile Certified Practitioner (PMI-ACP)

Certified Associate in Project Management (CAPM)
Project Management Professional (PMP)
Program Management Professional (PgMP)
Portfolio Management Professional (PfMP)
PMI Scheduling Management Professional (PMI-SM)
PMI Risk Management Professional (PMI-RMP)
PMI Professional in Business Analysis (PMI-PBA)

In addition to above career development credentials,

PMI also offers Organizational Project Management Maturity Model (OPM3) standard.

PMI Agile Certified Practitioner (PMI-ACP)

The PMI Agile Certified Practitioner (PMI-ACP)® formally recognizes your knowledge of
agile principles and your skill with agile techniques.
The PMI-ACP® is our fastest growing certification.
Organizations that are highly agile and responsive to market dynamics complete more
of their projects successfully than their slower-moving counterparts — 75 percent
versus 56 percent — as shown in our 2015 Pulse of the Profession® report.
The PMI-ACP spans many approaches to agile such as Scrum, Kanban, Lean, extreme
programming (XP) and test-driven development (TDD.)
It will increase your versatility, wherever your projects may take you.

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PMI-ACP Active Certification Holders

PMI-ACP Eligibility Requirements

Following are the educational and professional experience requirements (all mandatory)
Educational Background – Secondary degree (high school diploma/associate’s
degree/global equivalent
General Project Experience – 2,000 hours(12 months) on project teams in last 5
years
Agile Project Experience – 1,500 (8 months) working on project teams using Agile in
last 3 years
Training in Agile Practices– 21 contact hours in Agile Project Management topics
For Certified PMP: Only the last 2 items are necessary.

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PMI-ACP Application Process

Application submission: You have 90 days to complete the application, once you start
filling application.
Application completeness review: 5 Days when submitted online.
Application processing timelines: 10 Days when submitted online.
You will receive an email, once application is review is completed. Proceed for the
payment of certification fee.
You have 90 days to submit the material, If your application is selected for audit. PMI
processes audit material in 5 to 7 days.
Examination eligibility: 1 year from the date of acceptance of application. You can take
up to 3 exams in one year.

PMI-ACP Certification Fees

Exam Administration Type Member (In USD) Non Member (In USD)

Computer Based Testing (CBT) 435 495

Paper Based Testing (PBT) 385 445

Re examination CBT 335 395

Re examination PBT 285 345

CCR Certification renewal 60 150

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PMI-ACP Exam Information

PMI-ACP Exam has 120 multiple choice questions

Allocated time is of 3 hours
There are no negative marking for wrong answers
Attempt all the questions
120 questions consists of scored & pretest questions
No. of Scored Questions  100
No. of Pretest (Un-scored) Questions  20
PMI-ACP Exam questions are:
Validated by a global group of agile project professionals
Monitored through psychometric analysis
Satisfy the PMI-ACP Examination Content Outline

PMI-ACP Exam Blueprint: Domain

Domain Description
I Agile Principles and Explore, embrace, and apply agile principles and mindset within the context of the project team and
Mindset organization.
II Value-driven Delivery Deliver valuable results by producing high-value increments for review, early and often, based on
stakeholder priorities. Have the stakeholders provide feedback on these increments, and use this
feedback to prioritize and improve future increments.
III Stakeholder Engagement Engage current and future interested parties by building a trusting environment that aligns their needs
and expectations and balances their requests with an understanding of the cost/effort involved.
Promote participation and collaboration throughout the project life cycle and provide the tools for
effective and informed decision making.
IV Team Performance Create an environment of trust, learning, collaboration, and conflict resolution that promotes team
self-organization, enhances relationships among team members, and cultivates a culture of high
performance.
V Adaptive Planning Produce and maintain an evolving plan, from initiation to closure, based on goals, values, risks,
constraints, stakeholder feedback, and review findings.
VI Problem Detection and Continuously identify problems, impediments, and risks; prioritize and resolve in a timely manner;
Resolution monitor and communicate the problem resolution status; and implement process improvements to
prevent them from occurring again.
VI Continuous Improvement Continuously improve the quality, effectiveness, and value of the product, the process, and the team.
(Product, Process, People)

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PMI-ACP Exam Blueprint: Domain and Sub Domain

Domain Sub Domain

I Agile Principles and Mindset

II Value-driven Delivery Define Positive Avoid Potential Prioritization Incremental

Value Downsides Development
III Stakeholder Engagement Understand Ensure Stakeholder Manage Stakeholder
Stakeholder Needs Involvement Expectations
IV Team Performance Team Formation Team Team Collaboration
Empowerment and Commitment
V Adaptive Planning Levels of Planning Adaptation Agile Sizing and
Estimation
VI Problem Detection and
Resolution
VII Continuous Improvement
(Product, Process, People)

PMI-ACP Exam Blueprint: Percentage of Items on Test

Sub Percentage of No. of

Domain Tasks
Domains Items on Test Questions
Domain I. Agile Principles and Mindset - 9 16% 19

Domain II. Value Driven Delivery 4 14 20% 24

Domain III. Stakeholder Engagement 3 9 17% 20

Domain IV. Team Performance 3 9 16% 19

Domain V. Adaptive Planning 3 10 12% 15
Domain VI. Problem Detection and - 5 10% 12
Resolution
Domain VII. Continuous Improvement - 6 9% 11
(Product, Process, People)

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PMI-ACP Exam Blueprint: Tools & Techniques

Toolkit

1. Agile Analysis and Design 6. Planning Monitoring and Adapting

2. Agile Estimation 7. Process Improvement

3. Communication 8. Product Quality

4. Interpersonal Skills 9. Risk Management

5. Metrics 10. Value Based Prioritization

PMI-ACP Exam Blueprint: Knowledge & Skills

Knowledge and Skills

Agile values and principles Leadership
Agile frameworks and terminology Building agile teams
Agile methods and approaches Team motivation
Assessing and incorporating community and
Physical and Virtual co-location
Stakeholder values
Stakeholder management Global, culture, and team diversity
Communication management Trainings, coaching and mentoring
Facilitation methods Developmental mastery models
Knowledge sharing / written communication Self-assessment tools and techniques

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PMI-ACP Exam Blueprint: Knowledge & Skills

Knowledge and Skills

Participatory decision models Continuous improvement
Principles of system thinking Agile hybrid models
Problem Solving Managing with agile KPIs
Prioritization Agile project chartering
Incremental Delivery, Agile contracting
Agile Discovery Agile project account principles
Agile sizing and estimation Regulatory compliance
PMI’s Code of Ethics and Professional
Value based analysis and decomposition
Conduct

Reference Books
Book Name / Author(s) Book Name / Author(s)
Agile Retrospectives Esther Derby, User Stories Applied Mike Cohn
Making Good Teams Great Diana Larsen For Agile Software Development
Ken Schwaber
Agile Software Development Alistair Cockburn Coaching Agile Teams Lyssa Adkins
The Cooperative Game – 2nd Edition A Companion for ScrumMasters, Agile
Coaches, and Project Managers in Transition
The Software Project Manager’s Michelle Sliger, Effective Project Management Robert K. Wysocki
Bridge to Agility Staica Broderick Traditional, Agile Extreme
Lean Agile Software Development Allan Shalloway, Exploring Scrum Dan Rawsthorne with
Achieving Enterprise Agility Guy Beaver, The Fundamentals Doug Shimp
James R. Trott
Agile Project Management Jim Highsmith Kanban In Action Marcus Hammarberg,
Creating Innovative Products – 2nd Edition Joakim Sunden
Agile Estimating and Planning MikeCohn Kanban: Successful Evolutionary Change for David J. Anderson
your Technology Business

Together, the Books have 10 T&T and 32 K&S and condensed in this course in line with
PMI-ACP Exam Blue Print.

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Maintain your PMI-ACP

Certification Cycle begins the day you pass the exam.

Certification maintenance: Earn and report 30 PDUs in 3 years
Certification renewal: Complete the renewal process once you earned and reported 30
PDUs as per the requirements and submit renewal fees
Certification suspension: One Year if you have not fulfilled continuing certification
requirements
Certification expiration: Occurs at the end of certification suspension period.

PMI’s Code of Ethics & Professional Conduct

PMI’s Code of Ethics and Professional Conduct

Applies to all PMI members
Individual who are not PMI members, but meet one or more of the following criteria:
Non-members who hold a PMI certification
Non-members who apply to commence a PMI certification
Non-members who serve in PMI as volunteer capacity
PMI’s Code of Ethics and Professional Conduct based on
Responsibility: Take ownership for the decisions we make
Respect: High regard for ourselves, others
Fairness: Make decisions and act impartially and objectively
Honesty: Understand the truth and act in a truthful manner

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PMI Contact Details

AMERICA
Project Management Institute — Headquarters
14 Campus Boulevard , Newtown Square, PA 19073-3299 USA
E-mail: [email protected]
Toll number: +1-610-356-4600; Toll free number: 1-855-746-4849; Fax: +1-610-482-9971
Canada Toll Free Number: 1-855-746-4849; Mexico Toll Free Number: 1-800-563-0665

EMEA INDIA
PMI's EMEA Service Centre PMI India, PMI Organization Centre Private Limited
Lelystad, Netherlands Mumbai, India
E-mail: [email protected] E-mail: [email protected]; Website: www.pmi.org.in
Toll number: +31-320-239-539 (Middle East and Africa) Customer Care Details: Tel: +91-124-4517 140;
E-mail: [email protected]
ASIA PACIFIC CHINA
PMI's Asia Pacific Service Centre PMI China
20, Bendemeer Road PMI (Beijing) Project Management Institute., Ltd.
Cyberhub, #04-02 Rm. 1604-1605A, 16/F, Ideal International Plaza
Singapore 339914 No.58 Northwest 4th Ring Rd.
Tel: +65 6496 5501; Fax: +65 6496 5599 Haidian District, Beijing 100080, China
E-mail: [email protected] Tel : +86-10-8260 7906; Fax: +86-10-8260 7907
E-mail: [email protected]; Website: www.china.pmi.org

Course Structure

Module
1. Introduction PMI – ACP Certification 8. Continuous Improvement

2. Agile Principles and Mindset

3. Value Driven Delivery

4. Stakeholder Engagement

5. Team Performance

6. Adaptive Planning

7. Problem Detection and Resolution

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Summary

About PMI and ccertification programs offered by PMI

PMI-ACP Certification Overview, Eligibility Requirements, Application Process and
Certification Fees
PMI-ACP Exam Information
PMI-ACP Exam Blueprint: Domain, Sub Domain and Tasks, Percentage of questions on
test, Knowledge and Skills
Reference Books
Maintain your PMI-ACP
PMI’s Code of Ethics and Professional Conduct
PMI Contact Information
Course Structure

End of Module -1

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 PMI Agile Certified Practitioner (PMI-ACP)® Courseware

Module - 2
Agile Principles and Mindset

Agile Principles and Mindset

Explore, embrace, and apply agile principles and mindset within the
context of the project team and organization.

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Agenda
Agile evolution
Manifesto for Agile Software Development
Key Values for Agile Leaders
The Agile Triangle
Agile Methodologies
Agile Project Management
Agile Hybrid Model
Agile Process Tailoring
Applying new agile practices
Summary

Agile evolution

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What is Agility?

Agility is the capability to balance:

Stability with Flexibility
Order with Chaos
Execution with Planning
Optimization with Exploration
Control with Speed
Deliver customer value reliably
Agility deals with the inherent project uncertainty and dynamism by recognizing and
adapting to change and delivers working product as value to end customers

Traditional Vs Agile Project Management

Traditional Project Management Agile Project Management

Focus on Plans and Artifacts Focus on customer interaction and
satisfaction
Change controlled via Corrective and Preventive Response to change via Adaptive Action
Action
Typically Up-front planning Progressive elaboration with Release, Wave,
Iteration planning
Top down control Self Organizing and Cross Functional Teams

Scope based delivery Time boxed delivery

Contract oriented Customer oriented

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Waterfall Requires Perfect Vision

Waterfall calls for a fully formed idea up front.

And, doing it on time requires dead accurate estimation.

1 2 3 4 5

Agile Expects Vision Shift

…builds a rough version, validates it, then slowly builds up quality

A more iterative allows you to move from vague

idea to realization making course corrections as
you go….stop when diminishing returns are
encountered!

1 2 3 4 5

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Are we building the right thing?

Are we building the right thing?

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Funny… unless you are paying the bills

Manifesto for Agile Software Development

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Agile is NOT New

Hirotaka Takeuchi
DSDN Consortium
Taiichi Ohno & Ikujiro Nonaka
The New New Product
Dynamic System
Toyota Production Jeff de Luca Robert Charette
Development Game Development
System Feature Driven Lean Development
Kanban
Method
Development

1943 1985 1995 1997 2000

Hardware Software

1950- 1990 1996 1998 2001

1960s

USAF & NASA 1990 - Sutherland & 1996 - Beck, Alistair Cockburn
X-15 hypersonic jet Schwaber Cunningham, Jeffries Crystal Methodologies
Iterative Incremental Scrum Framework Extreme
Delivery Programming
Agile Manifesto

Manifesto for Agile software developmment

We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.

Source: Agilemanifesto.org

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Principles behind the Agile Manifesto (1/2)

1. Our highest priority is to satisfy the customer through early and continuous deliver of
software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for customer’s competitive advantage.
3. Deliver working software frequently from a couple of weeks to couple of months, with
preference to shorter timescale.
4. Business people and developer must work daily throughout the project.
5. Build projects around motivated individuals. Give them environment and support they
need and trust them to get the job done.
6. The most efficient and effective method of conveying information to and with a
development team is face-to-face conversation

Principles behind the Agile Manifesto (2/2)

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. Sponsors, developers, and users
should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity -- the art of maximizing the work not done -- is essential
11. The best architectures, requirements, and designs emerge from self organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.

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Authors of Agile Manifesto

17 “Lightweight” methodologists who met to write Agile Manifesto

 Kent Beck  Andrew Hunt

 Alistair Cockburn  Ron Jeffrries
 Arie Van Bennekum  Jon Kern
 Mike Beedlet  Brian Marick
 Ward Cunningham  Robert C. Martin
 Martin Fowler  Steve Mellor
 James Grenning  Ken Schwaber
 Jim Highsmith  Jeff Sutherland
 Dave Thomsas

Declaration Of Interdependence (DOI)

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The Declaration of Interdependence (DOI)

In 2005, Agile Project Leadership Network (APLN), now known as Agile Leadership Network
(ALN), created Declaration of Interdependence(DOI) for agile project management.
We increase return on investment by making continuous flow of value our focus
We deliver reliable results by engaging customers in frequent interactions and shared
ownership.
We expect uncertainty and manage for it through iterations, anticipation and adaptation.
We unleash creativity and innovation by recognizing that individuals are the ultimate
source of value, and creating an environment where they can make a difference.
We boost performance through group accountability for results and shared responsibility
for team effectiveness
We improve effectiveness and reliability through situationally specific strategies,
processes and practices.

Agile triangle

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The Paradigm Shift

Plan driven approach Features (Scope) remain fixed where as Resources (Cost) and
Schedule (Time) adjusted
Agile shifts this approach
– Features can be changed as agile is about responding to changes
– Resources and Schedule can be fixed

Fixed Features Resources Schedule

Change Driven

Plan Driven

Variable Resources Schedule Features

The Agile Triangle

Traditional iron triangle has Scope, Cost and Schedule

PMBOK 5th Edition has additional ones – Quality, Risk and Resource.
Agile Project Management:
Quality is built in and considered to be Intrinsic
Value is delivered at the end of each iteration
Traditional Iron Triangle The Agile Triangle
Scope Value (Extrinsic)

Plan Driven Change Driven

Cost Schedule Quality (Intrinsic) Constraints (Cost/Schedule/Scope)

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Agile methodologies

Agile Methodologies

Two kinds  Lightweight and Fuller Approaches

Lightweight Approaches:
Few perspective guidelines on how to follow
Scrum
Extreme Programming (XP)
Lean Software Development (LSD)
Feature Driven Development (FDD)
Can be taken as a Framework of its own
Heavyweight or Fuller Approaches:
Detailed guidelines in terms of process
Agile Unified Process (AUP)
Crystal
Dynamic System Development Method (DSDM)
DSDM has a variance known as “DSDM Atern” and quite popular in the UK

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Scrum

Scrum

Scrum (n): A framework within which people can address complex adaptive problems, while productively
and creatively delivering products of the highest possible value.
Scrum is:
Lightweight
Simple to understand
Difficult to master
Scrum is a process framework to manage complex product development.
Scrum is not a process or a technique for building products; rather, it is a framework within which you can
employ various processes and techniques.
Scrum makes clear the relative efficacy of your product management and development practices so that
you can improve.
The Scrum framework consists of Scrum Teams and their associated roles, events, artifacts, and rules.
Implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only in its entirety and
functions well as a container for other techniques, methodologies, and practices.

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Three Pillars of Scrum

Scrum is founded on empirical process control theory, or empiricism.

Empiricism asserts that knowledge comes from experience and making decisions based
on what is known.
Scrum employs an iterative, incremental approach to optimize predictability and control
risk.
Three pillars uphold every implementation of empirical process control:
Transparency
Inspection, and
Adaptation.

Scrum Values

Scrum Values: Commitment, Courage, Focus, Openness and Respect

The Scrum Team members learn and explore scrum values as they work with the Scrum
events, roles and artifacts.
Successful use of Scrum depends on people becoming more proficient in living these five
values.
People personally commit to achieving the goals of the Scrum Team.
The Scrum Team members have courage to do the right thing and work on tough
problems.
Everyone focuses on the work of the Sprint and the goals of the Scrum Team.
The Scrum Team and its stakeholders agree to be open about all the work and the
challenges with performing the work.
Scrum Team members respect each other to be capable, independent people.

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Scrum Team

Product Owner
The Product Owner is responsible for maximizing the value of the product and the
work of the Development Team.
The Product Owner is the sole person responsible for managing the Product Backlog.
Development Team
The Development Team consists of professionals who do the work of delivering a
potentially releasable Increment of “Done” product at the end of each Sprint.
Only members of the Development Team create the Increment.
Development Teams are structured and empowered by the organization to organize
and manage their own work.
Scrum Master
The Scrum Master is responsible for ensuring Scrum is understood and enacted.
The Scrum Master is a servant-leader for the Scrum Team

Scrum Events

The Sprint: The heart of Scrum is a Sprint, a time-box of one month or less during which
a “Done”, useable, and potentially releasable product Increment is created
Sprint Planning: The work to be performed in the Sprint is planned at the Sprint
Planning. Sprint Planning is time-boxed to a maximum of eight hours for a one-month
Sprint
Daily Scrum: The Daily Scrum is a 15-minute time-boxed event for the Development
Team to synchronize activities and create a plan for the next 24 hours.
Sprint Review: A Sprint Review is held at the end of the Sprint to inspect the Increment
and adapt the Product Backlog if needed. This is a four-hour time-boxed meeting for
one-month Sprints.
• Sprint Retrospective: The Sprint Retrospective is an opportunity for the Scrum Team to
inspect itself and create a plan for improvements to be enacted during the next Sprint.
• This is a three-hour time-boxed meeting for one-month Sprints

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Scrum Artifacts

Product Backlog: The Product Backlog is an ordered list of everything that might be
needed in the product and is the single source of requirements for any changes to be
made to the product
Sprint Backlog : The Sprint Backlog is the set of Product Backlog items selected for the
Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal
Increment : The Increment is the sum of all the Product Backlog items completed during
a Sprint and the value of the increments of all previous Sprints.
Definition of Done (DoD): Definition of “Done” for the Scrum Team is used to assess
when work is complete on the product Increment. It’s a shared understanding of what it
means for work to be complete, to ensure transparency.

eXtreme Prgramming (XP)

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eXtreme Programming (XP)

A software development methodology which is intended to improve software quality

and responsiveness to changing customer requirements.
It advocates frequent "releases" in short development cycles, which is intended to
improve productivity and introduce checkpoints where new customer requirements can
be adopted.
XP Values
Communication
Simplicity
Feedback
Courage
Respect

eXtreme Programming (XP) – 12 Practices

Fine-scale Continuous Shared Programmer

feedback process understanding welfare
• Pair • Continuous • Coding • Sustainable
programming integration standards pace
• Planning • Refactoring • Collective
game or design code
• Test-driven improvement ownership
development • Small • Simple
• Whole team releases design
• System
metaphor

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eXtreme Programming (XP) – 12 Practices

Organization

Team

Individual

Lean and Kanban

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Lean Software Development – 7 Core Concepts

Eliminate
Waste

Amplify Empower
Learning the Team

Defer
Lean Deliver
Decision Fast

Optimize
Build
the
Quality In
Whole

Principles of kanban

Foundational principles ...

Start with what you do now
Agree to pursue incremental, evolutionary change
Respect the current process, roles, responsibilities & titles
5 Core principles ...
Visualize the workflow is important for organizing, optimizing, and tracking.
Limit WIP to increases the visibility of issues and bottlenecks and facilitates continuous improvements.
Manage Flow by tracking the flow of work through a systems.
Make Process Policies Explicit so that team can have open discussions about improvements in an
objective way.
Improve Collaboratively through scientific measurements and experimentation. Team collectively own
and improve the processes it uses.

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Kanban board

Open Kanban and Lean

Open Kanban Agile and Lean heritage is reflected in its core values:
Respect for people, Courage, Focus on Value, Communication-Collaboration, and a Systemic Approach
to Change
Four key practices:
1. Visualize the workflow: You cannot improve what you cannot see. Kanban boards are one of the ways to
display progress.
2. Lead using a team approach: Without a team and leadership, nothing of significant value can be created
or improved.
3. Reduce the Batch Size of your Efforts. Science and the work from Donald G. Reinertsen has shown that
when the batch unit of work is decreased, more can be accomplished. This principle goes beyond simply
limiting Work In Progress (WIP).
4. Learn and improve continuously: This practice implies reflecting so that one can learn from experience,
and it aligns with performing retrospectives and embracing Kaizen.

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Crystal

Crystal

Crystal is a family of stretch-to-fit, human-

powered software development
methodologies.
Different projects need different
methodologies, so tune your methodology to
your team and project.
Technologies changes techniques
Cultures changes norms
Distances changes communication
Based on:
Number of people involved
Criticality
Optimization

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Crystal

Crystal methods are focused on: The seven properties are:

People Frequent delivery
Interaction Reflective improvement
Community Close or osmotic communication
Skills Personal safety
Talents Focus
Communications Easy access to expert users
Technical environment with automated tests, configuration
management, and frequent integration

Agile Project Management (APM)

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Agile Project Management (APM)

First defined by Jim Highsmith in his book, Agile Project Management (APM) - Creating
Innovative Products
5 phases: Envision, Speculate, Explore, Adapt and Close
Envision and Close occur only once where as Speculate, Explore, Adapt will repeat
iteratively till a complete product is built with value to the customer

Image Credit – Jim Highsmith book, Agile Project Management-Creating Innovative products

APM Phases

Envision: Determine the product vision and scope, the project community and how the
team will work together
Speculate: Develop a feature based release, milestone, and iteration plan to develop on
the vision
Explore: Deliver tested features in a short timeframe, constantly seeking to reduce the
risk and uncertainty of the project
Adapt: Review delivered results, the current situation, and the team’s performance, and
adapt as necessary
Close: Conclude the project, pass along key learning and celebrate

Note: Envision & Explore replaces the Plan & Do of Demming’s cycle. All the phases are
very similar to process groups - PMBOK 5th edition.

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What is Vision?

Vision is expressed in Product Vision during the Envision Phase of APM

Has two characteristics – Clarity & Elevator Statement/Goal
Clarity:
Everybody must be clear what is being tried to be built, and everyone should have
same understanding
Elevator Goal/Statement:
Brief statement designed to impart the intent of the project within two minutes
Comes from the idea that, should you find yourself in an elevator with CEO, you have
2 minutes to explain, what you are working on and why it is important!

APM Envision Phase (1/2)

Defines the beginning of the project, may be with Kick-off meeting

For shorter ones – Envision and Explore can be combined
Involves Development and Product team members in the process with a series of
collaborative meeting
Identifies the followings:
What is the customer’s vision for the product?
What is the scope of the project and its constraints (including the business case)?
Who are the right participants to be included for project community?
How will the team deliver the product (approach) ?

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APM Envision Phase (2/2)

Envision phase results in:

Vision box and/or product vision product statement (elevator statement)
Kicks off the process creating a high level scope, which is mostly expressed in a
project data sheet
After kick-off, team proceeds to create the Release Plan

Image Credit – Jim Highsmith book, Agile Project Management-Creating Innovative products

Product Vision

Product Vision Box

Product name
Graphic
Product selling points (Front)
Product Name
=================== Detailed description (Back)
One Line Description Operating Requirements (Back)
Primary Differentiator – 1 Product Vision Statement
Primary Differentiator – 2 Product Name/Product Category
Primary Differentiator – 3 For, Who, Benefits, Success
Unlike – primary competitive alternative
Product Vision Box
Our product – statement of primary differentiation

Image Credit – Jim Highsmith book, Agile Project Management-Creating Innovative products

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Project Scope

Project Scope:
Explains how a project will deliver on the
product vision
Mostly in the format of a Project Data Sheet
Single page summary of key business and
quality objectives, product capabilities, project
management info.
Simple document whose condensed format
reminds of the strategic aspects of the project

Image Credit – Jim Highsmith book, Agile Project Management-Creating Innovative products

Project Data Sheet

Project Data Sheet (PDS) might contain some combination of the following depending
on org/project

List of key clients/customers Exploration Factor

Name of the project leader Daily Cost
Name of the Product Manager Capabilities
(Product Owner)
Executive Sponsor Quality Objectives
Project Objective Statement (POS) Performance / Quality Attributes
Business Objectives Issues/Risks
Tradeoff Matrix Architecture
Features Delay Cost

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APM Speculate Phase

Speculate phase:
Translates product vision into backlog requirements (stories)
Finds the overall approach to meet the requirements (architecture/design
characteristics)
Presents a high level Release Plan for the product
Two Primary Activities:
Vision of the Product is translated into specific desired features. Each feature broken
down to stories.
High level planning to deliver those features
Release Level (all the planned features)
Wave Level (subset of planned features)
Iteration Level (short, time boxed duration to address subset of features)

APM Explore Phase

Explore phase:
Team starts delivering the working, tested and accepted features in the form of
stories
Product vision which has been translated into Release Plans and Iteration plans, are
executed to give project deliverables meeting the overall vision and mission
Practices followed are:
Deliver on Vision and Objectives with Workload Management
Technical Practices with Low-cost change
Project Community involving Coaching & Team Development
Daily Integration Meetings
Interactions with Customer team

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APM Adapt and Close Phases

Adapt Phase:
Project team constantly evaluates and make appropriate adaptive actions
Following four areas are focused:
Product functionality, primarily from the customer team’s perspective
Product quality, primarily from the technical team’s perspective
Team Performance
Project Status
Close Phase:
Project is closed in an orderly manner
Key learning/lessons captured, Celebration of Project closures

Agile Hybrid Models

Hybrid model refers to combination of more than one framework with another
framework or methodologies. Hybrid model can have combination of following
framework and methodologies:
Scrum
XP
Kanban
Lean
FDD (Feature Driven development)
Crystal
DSDM

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Agile process tailoring

Agile Process Tailoring

Process Tailoring:
Involves tailoring the Agile processes to cater to a situation.
It is about roles and procedures
Examples of Project Specific Tailoring:
Adding or removing work products and tasks
Changing milestones and what work products will be made available at each
milestone and their state of completion
Responsibilities for review and approval (RACI / RAM chart can be used)
Detailed procedure for reporting progress, performance measurements, managing
requirements, managing changes

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Shu-Ha-Ri (how to learn a technique)

The name comes from Japanese martial arts.

Shu – Follow by books
Ha – Understand underlying principle and values
Ri – Creates it’s own practices

Applying New Agile Practices

Thoroughly understand the 4 values and 12 principles as in Agile Manifesto

They are to be applied in your new agile practice
Understand the Agile Project Management Framework (APM)
Understand the various Agile methodologies and approaches
Decide what to retain and what to improve
Do the need process tailoring
Choose practices that focus on delivering most value
Do not implement a piece-meal implementation

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Agile Principles and Mindset tasks

Agile Principles and Mindset tasks

1. Advocate for agile principles by modeling those principles and discussing agile values in
order to develop a shared mindset across the team as well as between the customer
and the team.
2. Help ensure that everyone has a common understanding of the values and principles
of agile and a common knowledge around the agile practices and terminology being
used in order to work effectively
3. Support change at the system or organization level by educating the organization and
influencing processes, behaviours, and people in order to make the organization more
effective and efficient.
4. Practice visualization by maintaining highly visible information radiators showing real
progress and real team performance in order to enhance transparency and trust.

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Agile Principles and Mindset tasks

5. Contribute to a safe and trustful team environment by allowing everyone to

experiment and make mistakes so that each can learn and continuously improve the
way he or she works.
6. Enhance creativity by experimenting with new techniques and process ideas in order to
discover more efficient and effective ways of working.
7. Encourage team members to share knowledge by collaborating and working together
in order to lower risks around knowledge silos and reduce bottlenecks.
8. Encourage emergent leadership within the team by establishing a safe and respectful
environment in which new approaches can be tried in order to make improvements and
foster self-organization and empowerment.
9. Practice servant leadership by supporting and encouraging others in their endeavours
so that they can perform at their highest level and continue to improve.

Summary

Traditional Vs Agile Project Management

Agile is NOT new
Manifesto for Agile Software Development
Declaration of Interdependence (DOI) and Key Values for Agile Leaders
Paradigm shift and the Agile Triangle
Agile Methodologies – Scrum, eXtreme Programming (XP), Lean Software Development, Kanban, Open
Kanban and Lean, Crystal
Agile Project Management (APM)
Agile Hybrid Model
Agile Process Tailoring
Applying new agile practices
Agile Principles and Mindset task review

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Quiz Questions
(Module – 2)

Quiz Questions
Question – 1 – Which of the following is correct in Agile Project Management Framework?
A) Preventive Action is preferred over Corrective Action
B) Corrective Action is preferred over Preventive Action
C) Adaptive Action takes place over Corrective Action
D) Adaptive Action takes place over Preventive Action
Question – 2 – Risk and Uncertainties of the project in APM mode is measured in a scale of 1 to 10 by:
A) Exploration Factor
B) Delay Cost
C) Tradeoff Matrix
D) POS

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Quiz Questions

Question – 3 – An elevator statement is expected to be explained in how many minutes?

A) 5 minutes
B) 4 minutes
C) 3 minutes
D) 2 minutes
Question – 4 – Product backlog is prepared in ?
A) Envision Phase
B) Speculate Phase
C) Explore Phase
D) Adapt Phase

Quiz Questions

Question – 5 – Which Agile methodology has “Planning Game” practice in its core?
A) Scrum
B) Extreme Programming
C) Crystal
D) Kanban
Question – 6 – The role of Scrum Master in Scrum methodology is typically played by whom in XP?
A) Scrum Master
B) Project Manager
C) Product Owner
D) XP Coach

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Quiz Questions

Question – 7 : Which one of the following is not value defined Agile Scrum methodology?
A) Focus
B) Generic
C) Commitment
D) Respect

Module – 2: Quiz Answers

Q. No. Answer Reason

1 C In Agile Project Management Framework, Adaptive Action term is used. It
abandons Corrective Action concept.
2 A A measure (1 to 10) of the risk an uncertainty of the project is done through
the Exploration Factor. It is part of PDS – Project Data Sheet/Project Scope.
3 D Elevator statement or goal is explained in 2 minutes – what is being done
and why it is important.
4 B Speculate phase creates the Product Backlog. It also creates Release Plan,
Iteration Plan.
5 B “Planning Game” is an Extreme Programming practice.
6 D There is a concept of Project Manager in XP, too. However, looking at the
Scrum Master in Scrum methodology, XP coach only mirrors that.

7 B “Generic” or being generic is not a value defined in Agile Scrum

methodology.

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End of Module -2

Module - 3
Value Driven Delivery

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Value Driven Delivery

Deliver valuable results by producing high-value increments for

review, early and often, based on stakeholder priorities.
Have the stakeholders provide feedback on these increments, and
use this feedback to prioritize and improve future increments

Agenda
Define Positive Value
NPV, ROI, IRR, Payback Period
Avoid Potential Downsides
Chartering and Agile Compliance
Minimum Marketable Feature
Prioritization
Customer valued prioritization
Relative prioritization / Ranking
Incremental Development
Kanban board and WIP Limit
Feedback technique
Risk Management
Risk Adjusted Backlog
Earned Value Management (EVM) for agile
Agile Contract

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Time value of money

Time Value of Money

Present Value (PV):

An amount of money today or the current value of future cash flow
Future Value (FV):
An amount of money at some future time period
Period (Time in year):
A length of time – often a year, but can be a month, week, day, hour, etc.
Interest Rate (% per annum)
The money paid to the lender for the use of funds expressed as a percentage for a
period (normally expressed as an annual rate)

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Present Value (PV) and Future Value (FV)

FV Calculation:
FV (n) = PV * (1 + i) to “nth power” = PV * (1 + i) n
n = time period in years and i = interest rate
Example:
If you have $1000 today and you wish to invest for a period of 5 years with interest
rate 10%
FV = 1000 (1 + 0.10) to 5th power = 1000 * 1.61051 = 1610.51
FV is calculated at a Compound Value
PV Calculation:
PV (n) = FV / (1 + i) to “nth power” = FV / (1 + I ) n

Return on Investment (ROI)

Return On Investment (ROI) is a performance measure to evaluate the efficiency of an

investment or to compare the efficiency of number of investments
ROI Calculation:
ROI = (Benefits – Costs) / Costs
Benefits is a projected one
This is the technical calculation
Functionally, it is a quantifiable result from the project
High the ROI, the Better
Many organizations have required rate of return or acceptable rate of return on
investment for projects

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Present Value (PV)

Present Value (PV) and Net Present Value (NPV) both are based on “time value of
money” concepts
In PV, the approach is to take time out of the equation and evaluate how much a project
is worth right now?
Example:
If a project is expected to give an annual return of $100,000 USD for next five years,
than PV will be less than $500,000
If $500,000 is taken as whole and put into bank it will be more at the end of 5yr due
to interest
Higher the PV the better.
Among projects, project with higher PV will be chosen

Net Present Value (NPV)

Net Present Value (NPV) factor in costs

Example:
Consider a construction project with a PV of $500,000 USD, but costs $100,000 USD
NPV is $500,000 - $100,000 = $400,000 USD
Higher the NPV the better. Among projects, project with higher NPV will be chosen
Both PV and NPV form of calculation while selecting a theme or project by the Product
Owner
Internal Rate of Return (IRR) is the rate of interest used in NPV calculation which makes
NPV equal to zero

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Internal Rate of Return (IRR)

IRR measure how quickly money invested in a project will increase in value
IRR is essentially equal to the (annualized) interest rate a bank would have to pay you, to
match the performance of your portfolio
IRR is typically expressed as a percentage per year
If bank interest is 5% and you are forecasting a 10% return, you are doing well!
Example: Say two project – Project P and Project Q
For P, investment is $200,000 and return is 29%. For Q, investment is $100,000 and
return is 41%
Project Q will be selected over Project P

Payback Period

Payback period is how long it will take to recoup an investment in a project?

Example:
If someone owned you $1,000 USD, you should prefer to be paid back immediately
rather than being paid back in installments, e.g., $200 USD over 4 installments in each
quarter
Here the payback period is 1 year
Lower the Payback period, the better.
Among projects, project withlowest payback period is selected.

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Opportunity Cost (OC)

Opportunity Cost (OC) is based on the theory that certain amount money of
organization can only be invested at one place at a time
Asks “What is the cost other opportunity that is missed by investing money in this
project”
Example:
Project A will have a benefit of $200,000 USD and Project B will have a benefit of
$250,000 USD.
If company invests on Project B, the opportunity cost will be $200,000 USD (as
Project A will be left out)
Lower the OC, the better. Among projects, project with lowest OC is selected.

Chartering

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Chartering
In traditional project, a “Project Charter” formally authorized a project manager to
manage the project
In Agile, we have chartering process
A session that helps the team to understand the parameters of its work and its
context within the project, preparing them to make informed decisions going forward
Helps in identifying the value of the project and develops trust and confidence that
the project is needed
Formally authorizes the team to start working on the project
Chartering helps in answering:
(1) Why are we building the product?
(2) How to know if it is successful?
(3) Who is the project community?

Agile compliance

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Agile Compliance

Adheres to the set of rules considered vital to preserve human life

Rules could be set internally or externally or by Government
Guarantees that the product reaching the market will satisfy rules that regulate the
market
Mitigates Compliance Risk and Ensures traceability
In Agile, as smaller increments, hence easy compliance
In terms of prioritization compliance requirements are mandatory
Have to be met any cost irrespective of financial cost of addressing

Minimum Marketable Feature (MMF)

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Minimum Marketable Feature (1/3)

Minimum Marketable Feature

Also known in short as MMF
Smallest set of functionality that provides value to your market, whether that
market is internal users (as with custom software) or external customers (as with
commercial software)
MMF provide value in many ways:
Competitive Differentiation
Revenue Generation
Cost Savings

Minimum Marketable Feature (2/3)

Prioritized Feature List Prioritized Feature List

Feature - A Feature - A
Minimally Minimally
Marketable Marketable
Feature - B Feature - B
Product Product

Feature - C Feature - C

Feature - D Feature - D
Schedule /
Budget Contingency
Feature - E Feature - E
Cut Off

Feature - F
Schedule /
Budget
Feature - G Cut Off

Step – 1: Define Minimally Marketable Product, absolute min. features (JBSF) that you are
prepared to launch with
Step – 2: Introduce some slack depending on ability to deliver products on schedule/cost,
organization culture etc.

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Minimum Marketable Feature (3/3)

Prioritized Feature List Prioritized Feature List

Feature - A Feature - A
Minimally Minimally
Marketable Marketable
Feature - B New Feature
Product Product

Feature - C New Feature Feature - B

Feature - D Feature - C
Contingency

Feature - E Feature - D
Contingency
Feature - F Feature - E
Schedule /
Schedule / Budget
Feature - G Budget Feature - F Cut Off
Cut Off

• Step – 3: Have a CCB (Change Control Board) to check on the changes.

• Step – 4: A new feature is introduced after “A”.
• Step – 5: New Feature is now part of prioritized list. Contingency is changed to
accommodate this feature.

Prioritization

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Prioritization

Prioritization:
Required to enable flexing of scope to meet the budget or timeline objectives while
retaining a useful set of functionality
Needed for Release Planning, Iteration Planning and for Insertion of new
requirements
Takes into consideration the Minimally Marketable Features (MMF)  Minimum
features to create customer value
Typical in agile, as the planning are time-boxed – Iteration or Release planning
A prioritized list of requirements act as input to Iteration Planning and Release
planning from Product Backlog

Prioritization Factors

Financial Value of Having the Features

Value could be expressed in terms of “New Revenue”, “Incremental Revenue”, or
“Operational Efficiency”
Cost of Developing the Features
Value and cost together represent the ROI of the features
Compliance:
To set of rules considered safe to be followed
Knowledge and Capabilities Gain:
To what extent the team will gain them while working on features
Amount of Risk: Risk removed by having the features

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Prioritization Schemes (1/5)

Simple Scheme
Labeling of items as “Priority 1”, “Priority 2”, “Priority 3” and so on or “High”,
“Medium”, “Low”
Drawback: Business executives want everything to be P1 or High priority types!
MoSCoW:
Popularized technique from DSDM
Must Have: Are fundamental to system and without them system will not work
Should Have: Features are important by definition and we should have them for the
system to work properly
Could Have: Useful net additions that add tangible value
Wont Have (In this release, but Would Like): Nice to have ones.

Prioritization Schemes (2/5)

Monopoly Money:
Given to sponsors equalling the amount of the project budget& asking them to
distribute amongst system features
Effective when limited to prioritizing business features
100 Point Method:
Each stakeholder is given 100 points and he can use to vote for the most important
requirements
How they distribute is up to them – 30 here, 15 there or even all 100 in a single
requirement

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Prioritization Schemes (3/5)

Kano Analysis:
By Noriaki Kano, where 3 separate categorization happens
Threshold, or Must-have Features: (1st emphasis for prioritization)
Must be present in the features to be successful
Improving performance on them has little impact on satisfaction of customer
Linear Features (2nd emphasis for prioritization)
The more, the better! The better one these features perform, more satisfied the
customers will be
Product price is often related to linear features
Exciters and Delighters (3rd emphasis for prioritization)
Features that provide great satisfaction, often adding a premium prices to the
product

Prioritization Schemes (4/5)

Kano Analysis:
For Must-have beyond a certain point,
customer satisfaction does not
increase
Customer satisfaction is linearly
related to ‘Linear Features’
Customer satisfaction rises
dramatically with implementation of
‘Exciter’ and ‘Delighter’
Other than these variations of Kano
model has two more categories
‘indifferent’ and ‘reverse’

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Prioritization Schemes (5/5)

Relative Weighting: (by Carl Weigers)

A simple model where prioritization is done based upon all the factors mentioned
before.
Major factors considered: Value of a feature and Negative impact that might be
caused by the absence of the feature
Based on expert judgment made by PO & supported by team
Ranking the score – in a scale of 1 to 9
Benefit from having the feature, Penalty for not having the feature, Cost of
producing the feature, Risk incurred in producing the feature
The priority and rank determination formula:
(Benefit score + Penalty score) / (Cost score + Risk score)

Customer Valued Prioritization

Identify attributes required for prioritization

Identify a set of attributes
Assign value to the attributes
Determine the degree of influence this attribute/value should have, i.e., the
weightage
Sort the list based on the results of above
Sample attributes
Customer preferences
Cost-based financial attributes
Perceptions of internal stakeholders
Corporate Priorities (Strategic Alignment)
Various type of risk attributes
Attributes that drive profits

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Prioritization Factor: Risk (1/2)

During Prioritization one of the factors is:

The amount of risk removed by developing a feature
There are different types of risks. At a broader level, they can be:
Schedule Risk – “We might not be done by this month”
Cost Risk – “We might not be able to buy hardware for the right price”
Functionality Risk – “We might not be able to get that to wok”
Also it can be as “Business Risk” or “Technical Risk”
To prioritized work, consider both “Value” and “Risk”

Prioritization Factor: Risk (2/2)

First one shows the risk and value quadrant

Take the high risk and high value one first followed by low risk and high value, and low
risk, low value as last as shown in 2nd
High risk and low value feature are best to be avoided

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Incremental Delivery

Incremental Delivery
Incremental delivery:
One of the core principles of agile: early and continuous delivery to the business for
benefit of the business
Increment development means that the product can be deployed at the end of each
iteration
Characteristics:
Helps realize the value of the system to the customer early, planning such that at the
end of iteration the product is potentially shippable
Benefits:
Early feedback to the project
Provides early return on investment and facilitates moving of product into service

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Kanban board and WIP

Agile Task Board

Task board makes it highly visible for everyone to see which tasks are being worked on
and which tasks are available to sign up for

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Kanban Board (1/2)

Concept of Kanban board is like task board

Principle: Minimize WIP by explicitly setting WIP limits
A concept related to lean and a pull-based system for managing production systems that
predicates JIT principle
Shows the current status of all the tasks to be done within an iteration
Tasks are represented by cards or post-it notes on the board
Statuses are separated by lanes and are labeled
Helps the agile team members know how they are doing and what to do next

Kanban Board (2/2)

Anything between “Backlog” and “Live” can be termed as Work in Progress

WIP limit allows the downstream process to pull out

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Work In Progress (WIP) Limits

Work In Progress (WIP) is the term given to work that has been started but has not yet
been completed.
Excessive level of WIP is associated with number of problems
WIP hides bottleneck in process and slow overall workflow.
WIP represents risk in the form of potential rework, since there may be still changes
until accepted.
WIP consumes investment capital and delivers no return on the investment.
Agile approaches aim to limit WIP.
Kanban boards with WIP limits helps identify and remove bottlenecks.
Without WIP limits, team may be tempted to understand too many different work at
once.
Very low WIP limit means some people might be idle and slow workflow.
The aim of WIP limit is to optimize throughput of work, not to optimize resource
utilization.

Feedback techniques

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Feedback Techniques

Feedback:
A process control technique, where O/P is fed back as a I/P to the process, in order
to tune the process to move closer to O/P.
A team is also a system and needs feedback
Feedback Techniques:
Prototype
Simulation
Demonstration
Evaluation
Example:
Daily feedback (Stand up meeting), Product feedback or process feedback on the last
day of sprint in Scrum methodology

Risk Management

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Risk Management

Agile Risk Management happens in each

Identify
iteration
The cycle has four stages – Identify, Assess,
Respond and Review
Review Assess
Number of forums where risk can crop up -
daily standup, estimation meeting, planning
meeting etc.
Respond

After the risks are identified, team must access the probability (P), impact (I), frequency
and urgency of the risks to assess
Responses are determined after assessment and mitigation plan is put in.
Finally risks must be continuously reviewed / updated.

Expected Monetary Value (EMV)

Expected Monetary Value:

EMV (short for Expected Monetary Value) is used in relation to backlog prioritization.
It is the expected monetary value of an action, feature or function. EMV is used to
calculate the Expected value at risk for an item.
EMV value acts as an input to the overall prioritization of the backlog
Example:
Find the risk of an item with 20% risk and value worth $20,000 USD
EMV = Probability in % * Impact in $
EMV = 20% * $20,000 = $4,000 (risk value in monetary term)

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Risk Assessment: Risk Census

Done in Risk Assessment: Risk census describes each risk, provides an estimate of how
likely the risk is to occur (Probability - P), the impact to the project (I).
If the risk did occur and then the expected exposure to the risk, which is the probability
multiplied by the size of the loss

Risk Burn-down Chart

Risk Burndown chart is created by plotting the

sum of risk exposure values from the census
against the iterations in the product release
In the left chart, we see a linear drop in the
risk

Risk burn-down chart is a simple graphical indicator of the risk trends of the project
The trend indicates whether the project is more or less risky
Ideally it should be downward trend.

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Risk Response Strategies

Part of the “Respond” phase in the Agile Risk Management, which are:
Avoid: Attempt to not encounter the risk condition. The PO will often remove an
User Story or amend a requirement to eliminate the risk
Mitigate: Make plans to minimize the impact of the risk, should the risk occur. Best
example is employing “Velocity” as the way to reduce estimation uncertainty
Transfer: Transferring the risk to a 3rd party, e.g., asking another company with
expertise to develop wireframes. However, some “residual risks” still remain.
Accept: Simply accepting that it is going to happen. Normally it is employed if the
risk impact is small.

Risk Management in Agile

Agile project inherently include Risk management during feature prioritization in

Backlog. Riskier features are taken early in the release so that fallout from the risk can
be contained
During iteration itself, team has an opportunity itself to plan for a feature, evaluate the
risk and take necessary actions

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Risk Adjusted Product Backlog

Prioritized Risk List Prioritized Risk adjusted backlog

Requirements List
Risk 1
$8,000 x 50% = Requirement 1 Requirement 1 - $ 5,000
$4,000 $ 5,000
Risk 2 Action - ( $ 4,000)
Risk 2 Requirement 2
$ 7,000 x 50% Risk 2 Action $ 4,000
=$3,500
( $ 3,500) Requirement 2 - $ 4,000
Requirement 3
Risk 3 $ 3,000 Requirement 3 - $ 3,000
$5,000 x 30% =
$1,500 Requirement 4 Requirement 4 - $ 2,000
Risk 4 $ 2,000
$4,000 x 25% = Risk 4 Action
( $ 1,000) Requirement 5 Risk 4 Action - ( $ 1,000)
$1,000
$ 2,000
Risk 5 Requirement 5 - $ 2,000
$4,000 x 20% = $ Risk 5Action Requirement 6
( $ 800)
800 $ 1,500 Risk 5Action - ( $ 800)
Risk 6
$3,000 x 20% = $ Requirement 6 - $ 1,500
600

Risk Adjusted Product Backlog

The product backlog is continuously analyzed and adjusted

The customer (along with an product analyst in most cases) and perhaps team members
prunes the backlog
Pruning, impact (risk) analysis: Items are broken down, analyzed for their
interdependencies, shifted up or down in priority, re-estimated, removed and reallocated
to iterations/releases. This happens on an weekly basis
Analyzing the impact of changing requirements is part of the rhythm of successful agile
teams

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Risk Based Spike

An invention in XP, but is used across many agile methodologies

Spike is a time-boxed period designed to remove uncertainty by learning enough about
a feature, technology, or process to better estimate, develop, or fix an upcoming
feature or defect
Spike does not result in any development work, and hence should not be sized
If spike requires more than minimal time and effort, it should be made visible by
creating a story for it in Backlog
Examples: Root-causing a defect, Testing the feasibility of an algorithm, Explore design
alternatives

Earned Value Management

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Earned Value Management (EVM) (1/6)

Earned Value Management (EVM)
Story points are used as measure of work planned and work performed
End of iteration is used to perform the EVM and determine the status with respect to
plan
Abbreviation Expansion Explanation
PV Planned Value Value of work planned to be accomplished
EV Earned Value Value of work actually accomplished
AC Actual Cost Actual cost incurred for work increment
BAC Budget At Completion Budget assigned to complete the work
ETC Estimate To Complete Forecasted amount to complete remaining
work based on past performance
EAC Estimate At Completion Forecasted total amount for all work in the
project based on past performance

Earned Value Management (2/6)

Abbreviation Expansion Explanation

PRSP Planned Story Release Point Define for the release. Story points are defined
at the PB level.
EPC Expected Percent Complete Current Iteration / Total Planned Iteration

APC Actual Percent Complete Story points completed / Total planned story
points

Metric Formula Explanation

Planned Value BAC * Indicates how much value was planned to have
(PV) Planned Percent Complete been generated by a particular milestone or
point in time
Earned Value BAC * Indicates how much value has actually been
(EV) Actual Percent Complete generated by a particular milestone or point in
time

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Earned Value Management (3/6)

Metric Formula Explanation

Cost Performance EV / AC Indicated how many cents have been earned out
Index (CPI) of every dollar spent – to measure cost efficiency

Schedule EV / PV Indicates how fast progress is happening against

Performance Index the rate of planned– to measure schedule
(SPI) efficiency
Estimate To Complete (BAC – EV) / CPI Forecast amount to complete the remaining
(ETC) work
Estimate At BAC / CPI or AC + ETC Forecast cost for the total planned work
Completion (EAC)

Budget At Completion Product Backlog * Cost Per Point

(BAC)

Planned Number of Product Backlog / Baseline

Iterations Velocity

Earned Value Management (4/6)

Product Backlog Points: What is the total scope of development for this project,
presented as a number of points
Baseline Velocity: Planned value of the total number of points to be delivered /
complete during each iteration
Cost Per Point: An estimated cost for delivering a single point – normally based on past
performance
Baseline Metrics:
(1) Number of planned iterations in the release (2) Length of each iteration in the
release (3) Number of story points planned for the release (4) Budget planned for
the release (5) Start date of the project

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Earned Value Management (5/6)

Example:
Project information:
Product Backlog = 200 story points
Velocity = 25 points per iteration
Cost per point = $1600
At the end of 1st iteration, Actual cost incurred was $30,000
Points completed were 20 Story points
Find out:
Budget At Completion
Number of Iterations
Planned percent complete per iteration
Planned value per iteration
Earned value, Cost and Schedule Performance Index

Earned Value Management (6/6)

Solution:
Budget At Completion ( BAC):
Cost per point * Number of Story points = $1600 * 200 = $320,000
Number of Iterations:
Story points in PB/ Velocity = 200 / 25 = 8
Planned percent complete per iteration:
Story points in PB / No. of Iterations = 200 / 8 = 12.5%
Planned value per iteration:
Planned Percent complete*BAC = 12.5%*$320,000 = $40,000
Earned Value: Completed Story point /Total story point = (20/200) * $320,000 = $32,000
Cost Performance Index (CPI): EV/AC = $32,000/$30,000 =1.07
Schedule Performance Index (SPI): EV/PV = $32,000/$40,000=0.8

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Agile contracts

Agile Contracting Methods

Agile Contracts: The Contents

Objectives of the project and co-operation agreement between the buyer and seller
An outline of project structure – Scrum/XP processes, Key roles, any customization
Key Personnel: Responsible people at the operational and escalation level and what is
required from them
Payment/Billing: Includes the payment rate, bill information as well bonus and penalty
clauses
Termination clause: Termination detail of the contract
Legal details: Depending on local law and legal customs, civil liability is limited,
severability is ensured and can contain other texts to prevent various legal misuse

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Agile Contracting Methods

DSDM Contract:
Commissioned by DSDM Consortium and focuses on work being “Fit for business
purpose” and passing tests rather than matching specification
Primarily used in UK and Europe
DSDM manual first inverted the traditional iron triangle and made Resources (Cost)
and Time to be fixed, but Scope/Functionality to vary
Money for Nothing, Change for Free
Promoted by one of the Scrum pioneers – Jeff Sutherland
Starts with a Fixed price contract that includes time and material for additional work.
In addition a “Change for Free” option clause is inserted

Money for Nothing, Change for Free

New features can be added for free if lower priority items that require equal or greater
amount of time are removed
Customer gets best 80%
Projects are done early
Supplier gets 20%
Business Value

Business Value

New Item
Required Avoid code bloat
Avoid unnecessary features

ROI cut-off

Drop Drop this

this one one

Time Time

Customer can terminate the project early if they no longer feel sufficient ROI in the
backlog- at any time for 20% of the remaining contract value
In both the cases – customer should ready to work with the team on every iteration

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Agile Contracting Methods

Graduated Fixed Price Contract:

Promoted by Thorup and Johnson
Both parties share some of the risk/reward associated with schedule variance
If supplier delivers early, gets paid more and vice-versa. For on time delivery there
is a negotiated price

Project Completion Graduated Rate Total Fee

Finish Early $120 / hour $110,000
Finish On time $100 / hour $100,000
Finish Late $80 / hour $90,000

Agile Contracting Methods

Fixed Price Work Packages:

Mitigate the risks for over estimating or under estimating by reducing scope and
cost involved
Statement of Work (SoW) is broken into individual work packages each with own
fixed price. As the work progresses the supplier is allowed to estimate, based on
new info/risk

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Value Driven Delivery tasks

Value Driven Delivery – Define Positive Value tasks

1. Define deliverables by identifying units that can be produced incrementally in order to

maximize their value to stakeholders while minimizing non-value added work.
2. Refine requirements by gaining consensus on the acceptance criteria for features on a
just-in-time basis in order to deliver value.
3. Select and tailor the team’s process based on project and organizational characteristics
as well as team experience in order to optimize value delivery.

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Value Driven Delivery – Avoid Potential Downsides tasks

4. Plan for small releasable increments by organizing requirements into minimally

marketable features/minimally viable products in order to allow for the early
recognition and delivery of value
5. Limit increment size and increase review frequency with appropriate stakeholders in
order to identify and respond to risks early on and at minimal cost.
6. Solicit customer and user feedback by reviewing increments often in order to confirm
and enhance business value

Value Driven Delivery – Prioritization tasks

7. Prioritize the units of work through collaboration with stakeholders in order to

optimize the value of the deliverables.
8. Perform frequent review and maintenance of the work results by prioritizing and
maintaining internal quality in order to reduce the overall cost of incremental
development
9. Continuously identify and prioritize the environmental, operational, and
infrastructure factors in order to improve the quality and value of the deliverables

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Value Driven Delivery – Incremental Delivery tasks

10. Conduct operational reviews and/or periodic checkpoints with stakeholders in order to obtain feedback
and corrections to the work in progress and planned work.
11. Balance development of deliverable units and risk reduction efforts by incorporating both value
producing and risk reducing work into the backlog in order to maximize the total value proposition over
time.
12. Re-prioritize requirements periodically in order to reflect changes in the environment and stakeholder
needs or preferences in order to maximize the value.
13. Elicit and prioritize relevant non-functional requirements (such as operations and security) by
considering the environment in which the solution will be used in order to minimize the probability of
failure.
14. Conduct frequent reviews of work products by performing inspections, reviews, and/or testing in order
to identify and incorporate improvements into the overall process and product/service.

Summary

Define Positive Value - NPV, ROI, IRR, Payback Period and Opportunity cost
Avoid Potential Downsides
Chartering and Agile Compliance
Minimum Marketable Feature
Prioritization
Customer valued prioritization
Relative prioritization / Ranking
Incremental Development
Kanban board and WIP Limit
Feedback technique
Risk Management and Risk Adjusted Backlog
Earned Value Management (EVM) for agile
Agile Contracts
Value Driven Delivery Task Review

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Quiz Questions
(Module – 3)

Quiz Questions
Question – 1 – You have $100 today and want to invest for 3 years at an interest of 12% per annum. What is
money earned at the end of 2nd year?
A) 140.49
B) 125.44
C) 112.00
D) 150.23
Question – 2 – Which prioritization scheme consider the present of some features some exponentially
increase the satisfaction of customers?
A) MoSCoW model
B) Kano model
C) Relative Weighting model
D) Monopoly money model

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Quiz Questions
Question – 3 – You have two features – Feature A and Feature B. Feature A will have ROI of $1,200 and B to
have $2,000. Which one should be selected?
A) Feature A
B) Feature B
C) Both Feature A and Feature B
D) None of the above
Question – 4 – Which one of the following is not a Prioritization factor in value based prioritization?
A) Cost of developing the feature
B) Financial value of the feature
C) Wish of the project manager
D) Compliance

Quiz Questions

Question – 5 – There are many Agile contracting methods. Few of them are mentioned below. All of them are
agile contracting methods: EXCEPT?
A) Time and Material
B) Fixed Price
C) Money for Nothing, Change for Free
D) DSDM Atern
Question – 6 – If the risk probability is 25% and size loss is 7 days, what is the risk census?
A) 1.75
B) 1
C) 2.5
D) 5

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Quiz Questions

Question – 7 – If the earned value is 100 and actual cost is 150, what is the CPI?
A) 0.67
B) 1
C) 1.5
D) 0.8
Question – 8 – Which one of the following EVM metrics inform on value that the team got from the actual
work done?
A) Earned value
B) Planned value
C) Schedule performance index
D) Cost performance index

Quiz Questions

Question – 9 – During prioritization of the product backlog items, which one of the following items should
be taken last?
A) High risk, High value
B) High risk, Low value
C) Low Risk, High Value
D) Low Risk, Low value
Question – 10 –Which one of the following is not a phase in Agile Risk Management?
A) Identify
B) Explore
C) Respond
D) Review

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Module – 3: Quiz Answers

Q. No. Answer Reason

1 B Recheck the question. It is asking value at the end of 2 years! Hence it will
be 100 (1 + 0.12) ^ 2 = 125.44

2 B Presence of features which can act as exciters or delighters is conceptualized

by Kano Model. Choice B is the correct one.

3 B Select the project with higher ROI. Project B will be selected.

4 C All are factors during agile prioritization other than the wish of Project
Manager. Choice C is the correct answer.

5 D DSDM Atern is am agile framework, not a contracting method. DSDM

contract is separate. Hence choice D is the correct one.

Module – 3: Quiz Answers

Q. No. Answer Reason

6 A The risk census will be 25% * 7 = 0.25 * 7 = 1.75

7 A CPI = Earned value / Actual Cost = 100/ 150 = 0.666 ~ 0.67.

8 A The value that the team got is by performing actual work done is Earned
value. The value that the team is planning to get is known as Planned value.

9 D Trick question! Mark again that is asked which will be taken last. It will be
low risk and low value. High risk and low value items are avoided.

10 B There are four phases, which are – Identify, Assess, Respond and Review.
Explore is not a phase defined.

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End of Module - 3

Module - 4
Stakeholder Engagement

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Stakeholder Engagement

Engage current and future interested parties by building a trusting

environment that aligns their needs and expectations and balances
their requests with an understanding of the cost/effort involved.
Promote participation and collaboration throughout the project life
cycle and provide the tools for effective and informed decision
making.

Agenda

Stakeholder Management
Vendor Management
Community and Stakeholder values
Wireframes
Personas
User Story
Product Backlog
Agile communication
Information Radiators
Agile Modeling
Soft Skills

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Stakeholder and Vendor Management

Stakeholder Management (1/2)

Stakeholder:
A stakeholder is an individual, group or organization who may affect, perceive itself to
be affected by the decision, activity, or outcome of a project.
Stakeholder may be actively involved or have interest that may be positively or
negatively affected by the performance or completion of the project.
Stakeholder may exert influence over the project, its deliverable, and the project team.
Stakeholder need to be engaged early and throughout the project.
Development team shall be in sync with all stakeholders about the agreed list of
prioritized features
Stakeholder Management Processes
Identify Stakeholder, Plan stakeholder management, Manage stakeholder engagement
and Control stakeholder engagement.

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Stakeholder Management (2/2)

Key stakeholders:
End users, Business, Customer,
Domain Experts, Developer, etc.
Stakeholder Analysis – Interest Vs
Influence
Stakeholder Management strategies are
developed to engage stakeholders.
Stakeholder engagement levels: Unaware,
Resistant, Neutral, Supportive, Leading

Working agreement - To promote effective collaboration and participation of stakeholders

Invite stakeholders: Daily stand-up meetings, planning meetings, and utilize the iteration
review as a vehicle for communicating project status

Vendor Management

While engaging non-agile implementation vendor

Determine if it is worth the time to explain agile to them
On-site contractors vs. off-site outsourcers
Usually it is less worth the effort to explain Agile. Communicate expectations for
attending meetings, iterative delivery instead.
Questions to be Considered:
How much the IT business solution will cost and when will the solution be delivered?
Will the ultimate solution be much greater in scope and cost than what signed for?
Will the business team put the effort in with the agile team to make Agile work?
How the vendor can tell they have a good agile team?
How to know if the vendor agile team will deliver give good value for money?

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Community and Stakeholder value

Community & Stakeholder Values

Community Values Assessing and Incorporating

Servant Leadership All work will be performed against a set of program-
Trust wide and team specific Acceptance Criteria
Collaboration All teams will self assign volunteers to fill the
Honesty community’s clearly defined roles
Learning All teams will deliver value using Agile artifacts and
ceremonies
Courage
All decisions will have team consensus, where
Openness consensus is “I can live with that decision”
Adaptability
Leading Change
Agile is all about delighting customers and delivering
Transparency value to stakeholders

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Stakeholder engagement tools

Wireframes

Wireframe:
A prototyping tool
A low-fidelity prototype
Non-graphical artifact showing skeleton
of the screen and representing its
structure and basic layout

Used as a communication tool serving as an element of conversation and confirmation of

“agile” user stories
Put in context within a storyboard (a sequence of screens in a key scenario)

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Personas

An imaginary representation of user role: While describing a requirement / user story,

you usually express them as the needs of an imaginary user
Central element of Alan Cooper’s interaction design: Equivalent to User in Use Cases
Natural Extension to User Roles: A persona plays a role in the customer organization. The
role is real, but the persona is not
Avoid Picking Real Name Users: This is to try and avoid getting biased by the needs and
preferences of the real users
Use of persona make an User Story more realistic

Adding Details to Agile Personas

In order to have a deep understanding of the requirement, it helps to add some more
details to Agile Personas:
Likes and Dislikes: One user like to have Javadoc's for every program written in Java
When, Where and Why: Explains the context in which the persona is expressing
requirement, e.g., John at the teller counter likes to greet each customer personally
Model and Make: Dave, as a venture agent invests in certain green centric cars
Job: Jasmine is a florist at Mountain Heights shop
Goals: Ravi is a customer of the bank and want a personal loan for his house
renovation

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Use Story

3 Parts in the Card (3 Cs)

– Card
– Conversation
– Confirmation
Cards are 4” by 6 “ size
Implement “Vertical Slices” of the system’s functionality
INVEST principle is applied
I = Independent, N = Negotiable, V = Valuable, E = Estimable, S = Small, and T =
Testable
User Story is an atomic requirement that the team works on
As suggested by the name, “Use Story”, it describes how the user interacts with the
system

The Three Cs of an User Story

Card:
Typically written on an index card of 4” by 6” size
The idea of card as it helps to limit the size of each story
Represents the Customer Requirement rather than the Documentation
Card – Text of the story; Details are in Conversation and Recorded in Confirmation
Conversation:
Starting point of conversation between the Agile Team and the PO
Confirmation:
Acceptance criteria of the story and typically written on back of the card

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User Story (1/2)

Independent:
As much as possible avoid introducing dependencies between stories (prioritization
and planning problems)
If dependencies can not be sorted out:
Combine dependent ones to a larger story
Find a different way to spilt the story
Negotiable:
Stories are negotiable, Not written contracts that the software must implement
Details already determined through “Conversation” become tests and noted on back
of the Story
Valuable:
Valuable to the Users, as well as Purchasers
Best way to be Valuable – Customer writes the stories!

User Story (2/2)

Estimable:
Developer should be able to estimate the size of the story or amount of time to be
taken into working code
Stories not Estimable – Due to Lack of Domain Knowledge, Technical Knowledge or
Too Big size
Small:
Stories should be small, but not too big or too small
Epics should be broken down. Smaller ones are combined.
Testable:
Passing a test means story successfully developed.
Non-testable stories show up as Non-Functional Requirements

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User Story Card

As a <role> As a
Who wants this piece of functionality
I want <goal/desire> I want
What the User wants
so that <benefit> So that
Why the user wants it

Example: As a book buyer, I want search for a book by ISBN, so that I can find the right
book quickly
Takes a Just-in-Time (JIT) approach
A user story will be typically be assigned a priority (by the PO) and a size estimate (by
the team) in the story card

Story Card Information (1/2)

Story Identifier and Story Name

Story Description: One or two sentences which describes the feature in customer terms
Story Type: C = Customer Domain, T= Technology Domain, etc.
Estimated Work Effort: It is the effort needed to deliver the story, including time for req.
gathering, design, coding etc.
Estimate Value Points: Value it will deliver to customer
Requirement Uncertainty: Defined in terms of Exploration Factor
Story Dependencies: Dependencies that could influence sequencing of stories
Acceptance Tests: Criteria for customer to accept/reject story

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Story Card Information (2/2)

Example story card, which was described on the previous slide

Exercise – User Story

We have come up with an idea for building a website where users can swap books
(books sharing)
(10 mins) In groups, write some user stories for this website
Tips:
Define personas
Remember INVEST principals
Can use the format –
As <user> I want <feature> so that <benefits>
Don’t worry about acceptance criteria or estimations at this stage

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Relationship – Feature and Story

Feature and Story:

What the customer would typically request and understand
A feature typically contains one or more stories
The Agile team along with the Product Owner breaks the feature into stories, which
are independent and deliverable
Example:
Feature: As a credit analyst, I need the ability to check customer’s credit rating
Story 1: As a credit analyst, I need the ability to check the prior payment history of
customer
Story 2: As a credit analyst, I need the ability to calculate our internal credit rating
based on history and credit report

Theme and Epic

Theme:
A set of related user stories that may be combined together and treated as a single
entity for either estimating or release planning
A Theme is kept for ease of estimation and planning
Example: Support for Database  Will involve defining schema, migrating existing
data, creating reports and so on
Epics:
Large user stories with low priority and too big to implement on one iteration
Broken down further into smaller user stories and the lower level child stories are
assigned priorities for planning
An Epic, by its very size alone, is often a Theme!

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Product Backlog

Product Backlog (PB) is a product feature list

Continuously updated and always alive document
Objective is to expand the product vision through an evolutionary requirement
definition process
Can contain new features, changes to existing features, supporting new platforms,
fixing product defect etc.
Characteristics:
For existing product, stakeholders make suggestions about product enhancements 
added to PB
Each item in the PB is called Product Backlog Item (PBI)
Maintained by the PO and is a major input to Release/Wave/Iteration Planning;
Closest couple of months are quite detailed where as 6, 12 months down are not so.

Agile communication

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Agile Communication

Communication in Agile methodology happens in various forums, which are:

Daily stand up meeting: Like Daily Scrum meeting in Scrum
Frequent Demos: At the end of iteration demo of the product happens to the
stakeholders
Retrospectives: At the end of iteration or release or project retrospectives are
conducted
Requirement gathering: Business and agile team are actively involved in requirement
gathering
Planning Sessions: Iteration planning, Release Planning
Group based estimations: Affinity estimation, Planning poker etc

Agile Communication

Documentation Option: Least preferred – Paper; Best - Videotape

Modeling Option: Least preferred - Email conversation; Best - Face-to-face at
whiteboard

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Information Radiator (1/4)

An information radiator displays information in a place where passers by can see it. With
information radiators, the passers by don’t need to ask any question, the information
simply hits them
Invented and described by Alistair Cockburn
Team members can view the current state of the project: schedule, risk, tasks,
progress and issues
Public display and idea is as much as people can see
Popular information radiators:
Task boards, Big Visible Charts (Burn down chart, Burn up Chart etc.), Continuous
Integration build health indicators (with lamps, signal etc.)

Information Radiator (2/4)

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Information Radiator (3/4)

Lets go one by one the previous slide !

1st Row:
Iteration Burndown Chart
Burndown Bar chart for Iteration
Risk-O-Meter: Indicates overall exposure to risk and indicated as trend against time.
Based on threshold exposure – RAG (Red/Amber/Green) status can be set
2nd Row:
Traffic Lights: Informs on the build status
Trade off Sliders: Nature of tradeoffs we make in a project, e.g., scope vs time and
how we are faring against them
Project dashboard: Electronic display of project dashboard

Information Radiator (4/4)

Characteristics:
Simple: Should be brief and concise
Stark: Should display the progress and expose problems. Errors should not be
masked, rather used to improve the work and performance
Current: Information display should be current
Transient: The problems and errors should not be there in the chart for long. Once
the problem has been rectified, it should be taken off
Influential: Influences the team members and management. Empowers the whole
team to take decisions
Highly visible: Should be put at a place where it visible to most
Minimal in Number

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Release Burndown Chart

Vertical axis has the story

points and Horizontal axis
has the number of
iterations
250 story points and 8
iterations are depicted
The solid line falling
straight is the ideal one. In
reality, the curved line
progress happens.

Iteration Burndown Chart

Just like the Release Burndown chart, Iteration Burndown chart can also be drawn
X – axis days and Y-axis sum of task hours as shown
Slope of the line is an important indicator about progress

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Burndown Bar Chart

Initially 240 story points planned as

of Iteration 1
Team finished 40 points in Iteration 1
At the end of Iteration 1, 200 story
points left to be done
In Iteration 2, another 50 story points
(new introduction) are added and
leaving Iteration 2 with 225 points
out of 250 points
The new story points are shown
below the X-Axis main line
In Iteration 2, 25 story points from
the original ones are completed

Burnup Chart

Blue line shows that scope

increased or features added on 6th
iteration
Burnup chart also shows work in
project in addition to, amount of
work completed
Also known as the “Feature
Complete Graph” in FDD

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Agile modeling

Agile Modeling (1/2)

Agile Modeling is a collection of values, principles and practices for modeling software
that can be applied on a software development project in an effective and light weight
manner.
Agile modeling is instantiation of the modeling process for an Agile project
Process of creating high level design, architecture and framework for a project
Purpose is to guide the development process and enforce some design best practices
Though applied in a light weight manner, it is still effective in achieving its purpose

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Agile Modeling (2/2)

Best Practice of Agile Modeling (1/3)

Myth - Agile methodologies does not allow enough time for modeling and design
Fact – Just enough to give a starting framework and guidance and then evolves as we
add on new features

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Best Practice of Agile Modeling (2/3)

Active Stakeholder Participation: Stakeholders should provide information and take

decisions in a timely manner
Architecture Envisioning: At the beginning of an agile project, do some initial, high-level
architectural modeling to identify a variable technical strategy for your solution
Document Continuously: Write deliverable documentation throughout the life cycle of
the project
Document Late: Write deliverable documentation ALAP (as-late-as-possible), avoiding
speculative ideas that are likely to change
Executable Specifications: Specify requirements in form of executable “customer tests”,
and your design as executable “developer tests”
Iteration Modeling: Do a bit of modeling as part of iteration activities, at the beginning
of iteration.

Best Practice of Agile Modeling (3/3)

Just Barely Good Enough (JBGE) Artifacts: A model or document need to sufficient for
the situation at hand, no more
Look Ahead Modeling: Requirements at top of priority stack are fairly complex,
motivating to invest some effort to explore
Model Storming: Throughout iteration you model storm on JIT basis for a few minutes
to explore details and think through
Prioritized Requirements: Creating initial prioritized req. list
Single Source Information: Strive to capture information in one place and one place
only
Test Driven Design: Write a single test, either at the requirements or design level, and
then just enough code to fulfill that test. Test Driven Design is a JIT approach to detailed
requirement specification and a confirmatory approach to testing.

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Soft skills

Negotiation

Negotiation:
Discussion between conflicting parties intended to produce agreement
A process in which two or more entities in conflict to embark on a dialogue to reach a
mutually agreeable resolution to the conflict
Final aim – To be considered fair and respectable to all
Key Elements in Negotiation:
Separate People from Problem
Focus on Interests, Not Positions
Invent Options for Mutual Gain
Use Objective Criteria

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Active Listening (1/3)

Active Listening:
A communication technique that requires the listener to understand, interpret and
evaluate what they hear.
Ability to listen effectively can improve personal relationships through reducing
conflicts, strengthening cooperation and fostering understanding
Questions in Active Listening:
Prefer open ended questions: Helps in knowing more
Ask more for information: Always better to have more information to take the right
decisions
Ask for their opinion and analysis: A must do before you speak and give your
judgment!
Listen all the way to the end: Do not interrupt

Active Listening (2/3)

Levels of Listening:
Level 1- Internal Listening:
Hears the speaker, but is not very attentive. Rather, interprets with his own
version – “How does it affect me?”. Here the listener completely misses the
chance to learn and understand the speaker
Level 2- Focused Listening:
A hardwire connection established between speaker and listener. Listener hear
speaker’s without any personal lens. The listener asks questions back – “What is
going on over there” and listens to the speaker
Level 3- Global Listening
Listener uses everything in the environment to listen. Speaker’s tone of voice,
posture, noises happening around. Hardwire connection remain strong and joined
by listener’s antennae.

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Active Listening (3/3)

Key Elements of Active Listener:

Pay attention - Give the speaker your undivided attention and acknowledge the
message. Recognize non-verbal messages as well.
Show that you are listening - Use your own body language or Para-lingual ones like
nodding, using facial expressions
Provide feedback - Understand what is being said by the speaker first
Defer judgment - Don’t interrupt with argument, personal lens, assumptions
Respond Appropriately - Be candid, open, honest in your response. Assert your
opinion respectfully

Facilitation

Facilitation Method:
In an ideal Agile team, it is a productive discussion resulting in team-based decisions
Process of Facilitation
Conducted by a Facilitator who is a Agile consultant
Starts with team interviews / individual interviews to better understand the
objectives and obstacles
The facilitator prepares the agenda, make clear the goal of the event, get the meeting
started and provide guidance needed to keep the meeting on track and focused on
goal
Assessment of the tools and collaborative patterns
Start the transition to agile

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Conflict Resolution (1/2)

Conflicts are inevitable (and sometimes

desirable)
Means team is free to express voice of
different points of views
Signs of a health team
At the same time, conflicts should not
be allowed to foster on for a long time
5 Levels of Conflicts:
L1 Problem to Solve, L2: Disagreement,
L3: Contest, L4: Crusade and L5: World
War

Conflict Resolution (2/2)

Conflict Level Description Strategy

Level – 1: Problem to Team is focused on determining what is wrong and how Collaboration: Seeking a Win-Win situation.
Solve to fix it. Consensus: Learning everyone position and
At Level 1 – team has constructive disagreement that arriving at one, which everyone can back.
characterizes high performing teams.

Level – 2: Team members distance themselves from one another to Support: Empowering others to resolve the
Disagreement ensure that they come out OK in the end or establish a problem
position for compromise they assume will come

Level – 3: Contest Aim is to win. A compounding effect occurs as prior Get Factual: Data to establish facts.
conflicts and problems remain. People begin to align Accommodate: Short term. Yielding to other
themselves with one side or other. point of view.
Negotiate: Will not work around people’s
values!
Level – 4: Crusade Resolving situation is not good enough. Team member Shuttle Diplomacy: Carrying thoughts from one
believe the people on the “other side” of the issues will group to another until they are able to de-
not change. The attitude is righteous and punitive. escalate.

Level – 5: World War It is not enough that one wins; others must loose. No Do whatever is necessary in hurting people from
constructive outcome can be had. each other.

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Agile Leadership

Leadership – Doing the right things whereas management is “Doing things right”

Key Values for Agile Leaders

Delivering Value over meeting Constraint, which is “Values over Constraint”

Most important goal is delivering value to customers
Leading the Team over managing Tasks, which is “Team over Tasks”
Agile leader should get the right people together, enable them and provide them right
environment and tools
Adapting to Change over conforming to plans, which is “Adapting over Conforming”
Building a culture of adapting to change, rather than resisting it. Agile development
does not stick to a fixed plan for a long period of time.

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Leadership Techniques & Practices

Leadership Techniques:
Modeling Desired Behavior: People will not willingly follow those they do not respect.
The 4 most highly valued leader characteristics are – Honesty, Forwarding Looking,
Competent and Inspiring
Creating and Communicating a Vision: Define a clear vision in accordance with the
organizational aims
Enabling others to Act: Foster collaboration, build trust
Leader Practices:
Willingness to change the Status Quo
Getting the right people involved
Encouraging each other

Adaptive Leadership (1/2)

Adaptive Leadership:
A practical leadership framework that helps individual and organizations adapt and
thrive challenging environments
Two important themes in Agile – Inspect and Adapt
Adaptive leadership can accelerate and sustain the organizational agility
Adaptive Leadership is two dimensional
Being Agile: Responsible and Flexible
Doing Agile: Leaders understand the strategic agility from a business perspective and
specific principles and practices that help build an Agile organization

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Adaptive Leadership (2/2)

Agile leaders should use the following tools to achieve business goals
Doing Agile Tools:
Quality: One of the quality aspects is managing the technical debt which, if not
addressed correctly, would lead to high cost and high risk
Doing Less: Do the simplest thing possible that delights the customer.
Engage / Inspire: Encourage and promote the concept of self organizing teams that
have autonomy, mastery and purpose
Speed – to – value: Three components of Agile triangle need to be managed properly
to realize value

Servant Leadership
Servant Leadership:
New term – Philosophy and practice of leadership
Coined by Robert Greenleaf – “Leader as the Enabler”
Associated with Participative management style: one who helps the team, removes
obstacles, givens them needed tools, train for skills and protect them from
disturbances

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Characteristics of a Servant Leader

Listening: One needs to be a good listener and understand what the team need.
Empathy: Getting into the shoes of the team members to really understand the issue,
even if they do not readily bring to you
Healing: Ability to help team members recover from a traumatic situation – unsuccessful
iteration, bruising conflict with other team members etc.
Awareness: Being aware of oneself and the team’s predicament
Persuasion: Able to persuade the team members to consider other point of view,
encouraging them to voice their issues or even to let others help them
Conceptualization: Being able to paraphrase and break down the issues into parts and
deal with them
Foresight: Being able to forecast and predict issues even before they arise, so as to nip
them in the bud

Globalization, Culture and Diversity

Globalization
Learning acceptable practices, norms will result in more collaboration and healthy
working environment
Culture
Ability to respond quickly, comfortably, and effectively in a different culture and with
people of other culture
Cultural adaptation
Diversity
Allows individuals to work in areas in which they are strong
Cultural diversity can be disastrous
Youngsters in the team bring optimism
Allows for efficiency

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Participatory Decision Models

Participatory Decision Model:

Primary idea is to be involve the team in making decisions
Does not necessarily mean that all decisions will be taken by consensus, rather taking
the right set of people and listen to their point of views
Three Representative Positions:
Input Based: Take inputs from the concerned parties and take them into
considerations while making decisions
Shared Collaboration: Not just consult, but get active involvement from a group for
arriving at the decision
Command & Control: This is the extreme view where decisions are taken by one
person or a coterie of people and individuals are merely informed on the decision

Stakeholder engagement tasks

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Stakeholder Engagement – Under Stakeholder Needs tasks

1. Identify and engage effective and empowered business stakeholder(s) through

periodic reviews in order to ensure that the team is knowledgeable about stakeholders’
interests, needs, and expectations.
2. Identify and engage all stakeholders (current and future) by promoting knowledge
sharing early and throughout the project to ensure the unimpeded flow of information
and value throughout the lifespan of the project.

Stakeholder Engagement – Ensure Stakeholder Involvement tasks

3. Establish stakeholder relationships by forming a working agreement among key

stakeholders in order to promote participation and effective collaboration.
4. Maintain proper stakeholder involvement by continually assessing changes in the
project and organization in order to ensure that new stakeholders are appropriately
engaged.
5. Establish collaborative behaviors among the members of the organization by fostering
group decision making and conflict resolution in order to improve decision quality and
reduce the time required to make decisions.

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Stakeholder Engagement – Manage Stakeholder Expectations tasks

6. Establish a shared vision of the various project increments (products, deliverables,

releases, iterations) by developing a high level vision and supporting objectives in order
to align stakeholders’ expectations and build trust.
7. Establish and maintain a shared understanding of success criteria, deliverables, and
acceptable trade-offs by facilitating awareness among stakeholders in order to align
expectations and build trust.
8. Provide transparency regarding work status by communicating team progress, work
quality, impediments, and risks in order to help the primary stakeholders make
informed decisions.
9. Provide forecasts at a level of detail that balances the need for certainty and the
benefits of adaptability in order to allow stakeholders to plan effectively.

Summary

Stakeholder and Vendor Management

Community and Stakeholder values
Wireframes, Personas
User Story, Feature and Story, Theme and Epic
Product Backlog
Agile communication
Information Radiators
Agile Modeling
Soft Skills – Negotiation, Active Listening, Conflict Resolution, Facilitation, Leadership
Stakeholder Engagement Task Review

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Quiz Questions
(Module – 4)

Quiz Questions

Question – 1 – Which one of the following is an extension of the user/role, but not the user?
A) Use Case
B) Persona
C) Wireframes
D) Use Story
Question – 2 : Which one of the following is not a level of Listening in Active Listening?
A) Focused Listening
B) Deep Listening
C) Internal Listening
D) Global Listening

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Quiz Questions

Question – 3 – There are many best practices defined in Agile modeling. Which one of the following is not a
practice defined?
A) Document Early
B) Document Late
C) Document Continuously
D) Look-ahead Modeling
Question – 4 – Adaptive leadership in Agile is two dimensional. What are they?
A) Being Agile and Following Agile
B) Being Agile and Performing Agile
C) Being Agile and Doing Agile
D) Planning Agile and Doing Agile

Quiz Questions

Question – 5 – Which one of the following is least desired one in Modeling option?
A) Video conference
B) Phone
C) Face to Face
D) Email
Question – 6 – Which one of the following is not a characteristics of an ideal Information Radiator?
A) Current
B) Permanent
C) Simple
D) Highly Visible

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Quiz Questions
Question – 7 – Which response strategy will be used at disagreement Level-2 in conflict resolution?
A) Collaborate
B) Shuttle Diplomacy
C) Support
D) Accommodate
Question – 8 : Which one of the following is not used as an representative position in Agile Participatory
decision model.
A) Input based
B) Shared collaboration
C) Command and control
D) Brainstorming

Module – 4: Quiz Answers

Q. No. Answer Reason
1 B Persona is an extension of the user, but not the real user. Picking real names of the
user is normally avoided.
2 B There are 3 levels of Agile listening. Internal, Focused, and Global listening. Deep
listening is not a listed level.
3 A Agile modeling informs on Document late and document continuously. Document
early is not a practice defined.
4 C The two dimensions of Agile Adaptive Leaderships are – Being Agile and Doing
Agile.
5 D Email is one of the modeling options used in Agile communication and it is the
worst.
6 B An ideal Information Radiator is constantly updated and is never stale. It is
transient. If it remain permanent means, it is not getting updated.
7 C At Level – 2, it is Disagreement. Strategy at this level is to provide support team
8 D The three representative positions defined Agile participatory decisions model are
– Input, Shared Collaboration and Command (and Control)

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End of Module - 4

Module – 5
Team Performance

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Team Performance

Create an environment of trust, learning, collaboration, and conflict

resolution that promotes team self-organization, enhances
relationships among team members, and cultivates a culture of high
performance.

Agenda
Emotional Intelligence (EI)
EI and Agile Manager
EISA Framework
Goleman Emotional Intelligence Model
Building empowered team
Building High Performance Team
Team motivation
Skills for agile coaches
Agile coaching and mentoring
Team space
Collocated and Distributed team
Osmotic Communication
Collaboration
Agile Tools

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Emotional Intelligence

Emotional Intelligence

Emotional Intelligence (EI)

Often measured in Emotional Quotient (EQ or EIQ)
Describes the ability to identify, access and manage the emotion of self, of others
and of groups
A critical skills as Agile thrives in collaboration, self organization and open / non-
violent communication

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EI and Agile Manager

Operate in a Complex Environment: Need to influence, negotiate and collaborate
other departments and teams for resources/understand dependencies with EQ
Build Effective Teams: PM rarely have direct control over the team. In Scrum, in fact, it
is Scrum Master and strictly advised to work as a facilitator. EQ plays a critical role.
Manage Change: Project causes change. Not only Technical solutions, but
understanding and managing technical solution on user base and effect of that change
Provide Leadership: The ability to make decisions based on well thought out analysis
of the situation, the ability to make decisions based on understanding the impact of
the people – important aspect of leadership
Deliver Results: Project and environment in which project operate in today’s world is
complex. The ability to understand one’s emotions, the emotions of others, and how
those can be most effectively managed can have a dramatic effect on Project
Manager’s ability to deliver

Emotional Intelligence Skills Assessment (EISA) Framework (1/2)

EQ-I model – EI based behaviors,

recognizing themselves in ours
and others, building action plans
to modify behaviors in future to
obtain different outcomes

Emotional Intelligence Skills Assessment (EISA) Framework

Based on Reuben Bar-Ons EQ-Inventory (EQ-i) model and designed to give feedback
on emotionally and socially intelligent behaviors across five dimensions
A fundamental assessment of EQ with 5 other factors to maximized emotional and
social functioning

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Emotional Intelligence Skills Assessment (EISA) Framework (2/2)

EISA framework has 5 basic factors:

Perceiving: Based on the ability of the individual to
recognize, attend to and recognize emotions in
themselves and others
Managing: Ability to effectively manage, control and
express emotions
Decision Making: Ability to appropriately apply emotion to manage and solve
problems, which should be done daily
Achieving: Ability to generate the necessary emotions to motivate ourselves in
pursuit of realistic and meaningful objectives
Influencing: Ability to recognize, manage and evoke emotion in others to promote
change

Emotional Intelligence: Benefits

Improved Leadership: Helps to be better leader and team always warms up to leaders
who understand.
More effective handling and resolution of Disputes: Will be in a better position to
analyze, empathize and influence
More effective development of team working: Team environment becomes more
effective
Improved Negotiations: Helps in difficult negotiations with the project stakeholders
More cost-effective decision making: Make decisions more easily
Better Problem-solving & decision-making: Improve the quality of decision making,
hence problem solving success

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Goleman Emotional Intelligence Model

Building empowered team and high performance

team

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Building Empowered Teams

Empowerment: Operating by itself & with enthusiasm
What it is
Responsibility and ownership
Understanding “why” so that guidelines can be applied
Working independently towards common objectives
Weighting the impact of decisions with all stakeholders
Making more trade offs, not less
What it is Not
Throwing out the rule book
Bypassing everyone who will say NO
Doing the Fun Part of some else’s job
Freedom to unilaterally make decisions that impact others

Building High Performance Teams (1/3)

High Performance Teams (HPT)
A team (or org / virtual group) which is highly focused on goals& consistently achieve
super business results
HPT teams outperform all other similar teams and they outperform expectations
given their compositions
Are highly collaborative and hence high performance
Components of HPT
Has the right people
A committed team that has been effectively empowered
Has established trust
Works at a sustainable pace to deliver quality software
Reflects a consistent high velocity

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Building High Performance Teams (2/3)

Root of the HPT can have:

Scrum Values: Commitment,
Focus, Openness, Respect and
Courage
XP Values: Communication,
Simplicity, Feedback and Courage
Can be used as a information radiator
for the team!

Building High Performance Teams (3/3)

Characteristics of HPT
They are self organizing, rather than role based or title based
They are empowered to make decisions
They truly believe that as a team they can solve any problem
They are committed to team success vs success at any cost
The team owns its decisions and commitments
Trust vs fear or anger motivates them
They are consensus-driven, with full divergence and then convergence
They live in world of constructive disagreement

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Team motivation

Team Motivation (1/3)

Maslow Hierarchy of Needs: Self

Actualiza
Abraham Maslow grouped human tion
behavior into five basic categories,
which states that needs at the Esteem
bottom must be satisfied before the
upper needs will be present
Social
At the higher levels - Self
Actualization (5) and Esteem (4),
whereas at the lower levels – Security
Physiological (1), Security (2) and
Acceptance (3)
Physiological

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Team Motivation (2/3)

McGregor’s Theory X and Y:

Theory X presumes that people are only interested only in their selfish goals. They
are unmotivated, dislike work and must be forced for productive work.
Theory X managers believe in constant supervision to achieve desired results.
Theory Y assumes that people are naturally motivated to do good work.
Motivation Factors by Boehm:
Achievement, Possibility for Growth, Work itself, Recognition, Advancement,
Technical supervision, Responsibility, Relations with peers, Relation with
subordinates, and Salary

Team Motivation (3/3)

Contingency Theory:
Based on 2 set of factors: 1st set of factors measure whether the leader is task
oriented or relationship oriented.
2nd Set of factors evaluates situations factors in workplace
Finally it is informed that in stressful times task-oriented managers will be more
effective and during calm times a relationship oriented manager will be more
effective
Herzberg’s Motivation-Hygiene Theory:
Both motivation and hygiene factors must be present
Hygiene factors such as working conditions, paycheck, work life balance etc. do not
motivate themselves. And motivation factors such as promotion, recognition will not
work without hygiene factors put in place.

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Agile coaching

Skills for Agile Coaches

Various Skills for Agile Coaches

Working with People
Listening
Giving feedback
Asking questions
Facilitating Change
Enlisting support
Reaching agreement
Spreading success
Learning from Failure
System Thinking
Seeing the big picture
Identifying levers of change
Communicating danger signals

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Agile Coaching and Mentoring

Coaching and Mentoring within Teams

Both are an approach to management and a set of skills to nurture staff and deliver
results
In the context of Agile coaching-both coaching & mentoring
Coaches reach out to next goal of life and personally involved, just as professional
work / life coaches do
Agile Coaching
Balance many things as you work with different teams, but stay true to your value
Understand the social & psychological complexity of team
A method for designing non-intrusive interventions
Sense making models for analyzing teams in adverse situations. Like mentors coaches
also share experience.

Coaching at Levels

Coaching happens at two levels – Individual and Team level

Coaching happens at various stages and is different: At the beginning, middle, end of
iteration and release level

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Agile coach failure modes

The Spy spends just enough time observing the team to pick up topics for the next retrospective and then
slinks off into the night.
The seagull swoops in at stand-ups, poops all over the team with well-intentioned observations or advice,
and flies away again.
The Opinionator expresses opinions often, gets attached to them, and loses the objectivity needed to
coach the team to have great discussion.
The Admin undermines team ownership by becoming an unnecessary middle man for meeting logistics,
access requests, and other administrations.
The Hub acts as he center of the universe for communication between team member and for task-level
coordination.
The Butterfly flies around from team to team, landing just long enough to impart a peal of wisdom or
pose a philosophical question.
The Expert gets so involved in the details of the team’s work that the focus gets lost in the trees.
The Nag helpfully “reminds” the team to start stand-up, update the storyboard, complete the tasks they
committed to, and so on.

Agile coach success modes

The Magician asks questions that --- voila! --- reveal what is there but could not be seen.
The Child genuinely wonders “why?” and is propelled by an insatiable curiosity about life
and everything in it.
The Ear hears everything but gives people room to grow by not responding to all of it.
The Heckler keeps it fun and light and just a little off balance to jolt people out of
complacency.
The Wise Fool asks the dumb questions that enlighten.
The Creeping Vine makes small moves, imperceptible to the team, that relentlessly pull
them back to the core of agile bit by bit.
The Dreamer bravely gives voice to possible futures waiting to be created.
The Megaphone makes sure all voices are heard, especially the voices of the oppressed.

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Agile teams

Team Space

Getting the entire team together in one room and working on factors that foster
communication and motivation, that leads to higher productivity
Ideal Team Space:
Minimize Distractions: Reduce the distraction such as phone calls, IM, extensive foot
traffic
Improve the hygiene factors: Ensure good lighting, decent air, comfortable seating
arrangement, sufficient food and drink
Information Radiators: Big and Visible
Necessary Space: Should have small/large meeting areas, lounge, daily stand-ups
Everyone vital to the project or direct contributors should be confined to the room

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Signs of Bad Team Space

Minimal Interaction / Poor communication among team members: Team members

are not talking to each other of steady hum of activity missing
Ugly Spaces: Work spaces that physically look bad
Seating Arrangement by Job Description: Means team is divided into silos and
between the haves and have nots
Lack of Information Radiators: Team members are not taking effort to communicate
critical information
Stale Artifacts on the Wall: Information is not updated
More Focus on furniture than Team space: With too many partitions and prohibits
osmotic communication
Team Members wearing Headphones: Not interested and not paying attention

Collocated and Distributed Team

Collocated Team Distributed Team

Issues resolved informally in a timely manner Formal logging of knowledge

Incidental interaction led to productivity Structured use of process

Meeting used for strategic discussions Explicit role definition via tasks

As closer, tend to more collaborative Exploit Technology collaboration

Collocated: Team members are seated together in a room, creating a “War Room”
Distributed teams are global or local teams distributed geographically and do not have
a fixed division of responsibilities between locations. Work goes to the team member
who is best able to do it.

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Communication, Collaboration and Coordination

Osmotic Communication (1/2)

Osmotic Communications: Indicates that information flows at the background for

hearing of the team members, so that using osmosis can pick up relevant information
One of the core principles of Crystal methodology
Information flows not only between the sender and receiver, but also other team
members who are over-hearing it
Other team members can choose to ignore or absorb
Often, team members pick up valuable information through osmotic communication
– information about project status, risks, project status changes etc.

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Osmotic Communication (2/2)

Collocated Team:
Crystal: Requires team members to be seated in a single room (war room) so that
they can overhear useful information and get answers quickly
XP: “Caves and Commons” concept – a place where team members go to unwind and
get a bit of relief from project pressure (Cave – Private space)
Distributed Team:
Live Video Conferencing: Sight of other team members bring a more interactive touch
Group Chat, IM, Social Network
Email and cc to needed rest of the team members

Collaboration

Collaboration:
Act of bringing together the collective knowledge, skills and experience of the team
to contribute to the project
Team working collaboratively achieves more than individual team members
performing narrow tasks for the product
Stimulating exchange of ideas and feeding off each others strengths
Collaboration Vs Co-ordination:
Collaboration: Working together to jointly produce a deliverable/make decision;
Coordination: Sharing info.
Release planning, iteration planning – collaborative work
Daily stand up meeting – coordination work

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Collaboration Types

Collaboration Types:
Synchronous: Participants meet each at the same time, view information and give
feedback
Asynchronous: View information and give feedback at different points of time
Examples:
Email exchange of drawings, model (Asynchronous)
Teleconferencing and Video Conf (Synchronous)
Drawing viewing sites– intranet/web based (Asynchronous)
CAD collaboration sessions (Synchronous)
Product Data Mgmt, Product Info Mgmt., Collaborative Product Commerce (generally
Asynchronous)

Agile tools

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Agile Tools

Project Management Tools: Helps team to manage Agile projects – create/manage

backlogs, release plans, iteration plans, produce reports and necessary metrics
Automated Test Tools: Agile team rely heavily on automate testing and these tools help
in automating test cases
Continuous Integration Build Tools: Helps in automating the build and release process.
It is integrated with automated test tools, so that programmers can developer self-test
builds
Software Configuration Management Tools: As the code is in a constant state of flux, it
is very important to have disciplined and reliable configuration management tools

Team performance tasks

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Team Performance – Team Formation tasks

1. Cooperate with the other team members to devise ground rules and internal processes
in order to foster team coherence and strengthen team members’ commitment to
shared outcomes.
2. Help create a team that has the interpersonal and technical skills needed to achieve
all known project objectives in order to create business value with minimal delay.

Team Performance – Team Empowerment tasks

3. Encourage team members to become generalizing specialists in order to reduce team

size and bottlenecks, and to create a high performing cross-functional team.
4. Contribute to self-organizing the work by empowering others and encouraging
emerging leadership in order to produce effective solutions and manage complexity.
5. Continuously discover team and personal motivators and demotivators in order to
ensure that team morale is high and team members are motivated and productive
throughout the project.

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Team Performance – Team Collaboration and Commitment tasks

6. Facilitate close communication within the team and with appropriate external
stakeholders through co-location or the use of collaboration tools in order to reduce
miscommunication and rework.
7. Reduce distractions in order to establish a predictable outcome and optimize the value
delivered.
8. Participate in aligning project and team goals by sharing project vision in order to
ensure the team understands how their objectives fit into the overall goals of the
project.
9. Encourage the team to measure its velocity by tracking and measuring actual
performance in previous iterations or releases in order, for members to gain a better
understanding of their capacity and create more accurate forecasts.

Summary
Emotional Intelligence (EI)
EI and Agile Manager
EISA Framework
Goleman Emotional Intelligence Model
Building empowered team
Building High Performance Team
Team motivation
Skills for agile coaches
Agile coaching and mentoring
Team space and Signs of bad team space
Collocated and Distributed team
Osmotic Communication
Collaboration and Co-ordination
Agile Tools
Team Performance Task Review

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Quiz Questions
(Module – 5)

Quiz Questions

Question – 1 : Which theory states that people by nature are selfish, unmotivated, do not want to do
work, and they have to be constantly managed?
A) Theory X
B) Theory Y
C) Both
D) None of the above
Question – 2 : Followings are the characteristics of a High Performance Team: EXCEPT?
A) Team is self organized
B) Stays in disagreement mode
C) Committed to team success
D) Empowered to make decisions

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Quiz Questions

Question – 3 : For an Agile Coach, coaching happens at two levels. What are they?
A) Group Level, Organizational Level
B) Team Level, Group Level
C) Individual Level, Group Level
D) Individual Level, Team Level
Question – 4 : Which one of the following can not be considered to part of building an empowered team?
A) Responsibility and Ownership
B) Working independently towards common objective
C) Making more trade offs, not less
D) Doing the fun part of some else’s job

Quiz Questions

Question – 5 : XP is decided as the development methods and you want have a High performance team
(HPT). Which one of the below can not act as a root for the HPT tree ?
A) Simplicity
B) Feedback
C) Humility
D) Courage
Question – 6 – Which one of the following qualities best describes – “Understanding emotion of self, others
and group, and acting accordingly”?
A) Servant Leadership
B) Conflict Resolution
C) Emotional Intelligence
D) Adaptive Leadership

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Quiz Questions
Question – 7 – Caves and Common is a practice used in which methodology and which team?
A) XP and Distributed Team
B) XP and Collocated Team
C) Crystal and Collocated Team
D) Scrum and Collocated Team
Question – 8 – Which of the following is sign of bad team space in Agile communications?
A) Team members wearing headphones
B) Big and visible information radiator
C) Hum of activity in the team
D) Sufficient team space for design discussions

Quiz Questions
Question – 9 – You have prepared the Iteration plan and sent it across email to the team members? What type
of collaboration technology did you use?
A) Synchronous
B) Asynchronous
C) Semi-synchronous
D) Depends on the format

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Module – 5: Quiz Answers

Q. No. Answer Reason

1 A McGregor’s Theory X presumes that people are not interested
in their work, have their selfish goals and are unmotivated.
2 B Members in a High performance team remain in constructive
disagreement, not just disagreement. Hence choice B is correct.
3 D Agile coaching happens two specific levels – individual level and
group levels.

4 D Doing fun part of some else’s job can not be considered to part
of building an empowered team in agile.
5 C Humility is not a value defined in Extreme Programming. The
value in an Agile methodology can act as roots for the Agile
High Performance tree

Module – 8: Quiz Answers

Q. No. Answer Reason

6 C Emotional Intelligence deals with knowing emotion of self,
others and of the group and then acting in accordance.
7 B Caves and Commons is a practice used in XP methodology.
Team members go to “Caves” – a private space to unwind the
project pressure.
8 A Team member wearing headphones in an Agile project is bad
team space sign!
9 B Email is used a collaboration technology among team members
and it is asynchronous.

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End of Module -5

Module - 6
Adaptive Planning

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Adaptive Planning

Produce and maintain an evolving plan, from initiation to closure,

based on goals, values, risks, constraints, stakeholder feedback, and
review findings.

Agenda
Time-Boxing
Business Case Development
Agile project charter
Product roadmaps
Story map
Agile approach to projects
Multiple Levels of Planning
Release Planning
Iteration Planning
Release Plan Vs Iteration Plan
Daily plan
Monitoring plan
Estimation

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Concept of time-boxing

Time Boxing (1/2)

Time Boxing is setting a fixed time limit or deadline to overall effort and letting other
characteristics such as scope very
As deadline is fixed time boxing is dependent on prioritization, like MoSCoW
Can be of any length/duration – 15 minutes, 1 hr, 1 day etc
Control is achieved at the lowest level of time boxing
If behind schedule, postpone to next timebox
After fixing the length of the iteration or release, the agile team decides how much
can be delivered in that timeframe
Closely related to “Pomodoro Technique” – Focus on one thing at a time

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Time Boxing (2/2)

Advantages of Time Boxing are:

Focus: Helps one to focus his attention on the job at hand for the specified period of
time
Increased Productivity: Helps to stop “Parkinson’s Law”, “Student’s Syndrome”,
“Analysis Paralysis”
Realization of Time Spent: Defining a time period helps to identify how much work is
done in a specified time and avoids idle time
Time Available: Helps on to be consciously aware of the time available for the work at
hand
Examples:
Daily Meeting during Iteration, Iteration Length, Planning Meeting for Release or
Iteration

Time Boxing with MoSCoW

Timebox 1 is first be filled with only “Must” requirements and a few “Should” and
“Could” are thrown in to stretch goals inplace of filling up only with “Must”
As Timebox 1 is coming to an end, hopefully team would at least complete all the Musts
in that time-box and left over ones will be should be could
For TimeBox 2, again first plan the “Must” requirements and thrown in “Should” and
“Coulds” including any left over from the Timebox 1

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Time Boxing in DSDM - Atern

Cost and Time are kept fixed and what scope/features can fit into the plan, without
compromising quality
Philosophy is extended to all the time-boxes within the release, while relentlessly
focusing on MoSCoW Priorization
DSDM: 80% of the value is generated by 20% of the features and hence focusing on the
20% is always a good idea

Business Case development

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Business Case Development (1/2)

Business case:
Meant to justify a Project/Features to be included from the business point of view
Involves Benefit, Cost and a Compelling argument
Product Owner is accountable for producing and presenting a business case
Created collaboratively by the team (Customer, Developer, Project Manager, Tester
etc)
All for One, One for All principle
Risk/Costs etc come from the Agile Team

Business Case Development (2/2)

Define investment timeframe (1 to 3 years)

Calculate financial cost of current operational performance not meeting targets
Use corporate and operational dashboard
Calculate the financial benefits of using Agile
Projected benefits to be achieved
Calculate financial cost of transitioning to Agile
Using key activities and investment spreadsheet
Compliance (to stay within law)
Evaluate Project ROI

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Agile Project Charter

Chartering
In traditional project, a “Project Charter” formally authorized a project manager to
manage the project
In Agile, we have chartering process
A session that helps the team to understand the parameters of its work and its
context within the project, preparing them to make informed decisions going forward
Helps in identifying the value of the project and develops trust and confidence that
the project is needed
Formally authorizes the team to start working on the project
Chartering helps in answering:
(1) Why are we building the product?
(2) How to know if it is successful?
(3) Who is the project community?

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Agile Project Charter

Project Charter:
Most important document that is created for the project and it is essential that all
stakeholders participate in the creation
Balances intention, aligns stakeholders and provides agreed upon definition of what
success is like.
Components of Project Charter:
Vision
Purpose
Values
Milestones

Product Roadmap and Storymap

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Product Roadmap (1/2)

A roadmap is a planned future

Chartering
Planned and proposed product releases, or release
themes, listing high-level functionality
Granularity at the level or Themes or Epics
Roadmap Laid out in high level timeframes
Granularity at the level of Features or Stories

Release Plan

Product Roadmap (2/2)

Week 10 Week 14 Week 18

IR - 1 IR - 2 IR - 3

•Features •Features •Features

•Feature – 1 •Feature – 1 •Feature – 1
•Feature – 2 •Feature – 2 •Feature – 2
•Feature – 3 •Feature – 3 •Feature – 3
•Feature – 4 •Feature – 4 •Feature – 4
•…… •…… •……

Brief Description Brief Description Brief Description

An updated, themed and prioritized record

Product Roadmap:
A product roadmap is a collection of features or themes that would form the main
area of focus for next few months
May define for a period, no more than 2 years into future

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Story Map

Story Map:
An arrangement of the story cards
which represents the sequence in
which the stories will be needed by
the business (X-axis)
Priority (in Y- Axis)

Blue cards represent the MMF for the product

To build the system, the subset of pink cards are needed, which provide more details
about the blue cards

Agile Approach to Projects

Agile team Works as One

NO “throw over the wall” mentality
Self organizing and Cross-functional with roles as:
Product Owner(PO), Customer, Developer & Scrum master
Agile team Works in Short Iterations
All work – analysis, design, coding, testing, deployment – happens in one iteration in
a timeboxed fashion
Agile team Delivers something Each Iteration
Software is potentially shippable at the end of iteration
Agile team Focuses on Business Priorities
Agile team Speculate, Explore and Adapt

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Multiple levels of planning

Multiple Levels of Planning (1/2)

Strategy Strategy, Portfolio and Product planning are

outside scope of most
Portfolio
Agile team planning at 3 horizons–Release,
Product
Iteration and Day level
Release
Release planning - at the start of each project
Iteration and updated throughout
Iteration planning - at the start of each iteration
Day & potentially shippable product
Daily planning – Daily meeting by team
members
Product planning – done by the PO by looking ahead than the immediate release and
planning for the evolution of the system (upto 2 year ahead)
Portfolio & Strategic planning – involves selection of products that will best implement
a vision established through an org’s strategic planning

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Multiple Levels of Planning (2/2)

Release Planning:
Considers user stories or themes that is to be developed
As updated throughput the project, it reflects the current expectations that will be
included in
Typically done with a 3months to 6 months horizon
Iteration Planning:
Tasks are prioritized and executed to transform the feature requests into working and
tested software
Typically done with a 2 weeks to 4 weeks horizon
Daily Planning:
Team meets-up daily, e.g., in Scrum for 15 minutes to synchronize their work

Agile games

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Planning Games

Planning Games is a concept from eXtreme Programming.

Planning game can be used for a release planning.
Customers have the most information about value: what best serves the organization.
They prioritize to say what’s important
Programmers have the most information about costs: what it will take to implement and
maintain those features. They estimate to say how long it will take to implement.
A successful plan accounts information from both Customers and Programmers to
maximize value while minimizing costs.

Collaborative Games

Remember the future: This game may be used for a vision setting and requirements
elicitation
Prune / Shape the product tree: This game may helps gather and shape requirements.
Speedboat / Sailboat: This game may helps in identifying threat and opportunity for the
project.
Buy a feature: This game may be used for prioritization.
Bang for the buck: This game looks at value versus cost ranking.

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Velocity

Velocity (1/2)

What it is:
Measure of team’s rate of progress per iteration
Empirical observation of the team’s capacity to complete work per iteration
Based on team’s own sizing of work items
Comparable across items for a given team on a given project
What it is not:
Not an estimate or target to aim for
Not based on estimated or actual time dictated or imposed by anyone other than
team member
Not comparable across teams or across projects

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Velocity (2/2)

Items Units of Measure

Commitment to stories Story
Relative Sizing Points
Estimation Ideal Hours

Above table shows the units of measure in Agile.

Velocity Characteristics:
Only completed and accepted work is counted towards velocity
Velocity corrects estimation errors
Velocity tracks customer satisfaction
Velocity tracks early and continuous delivery

Velocity Chart

40 Mean (Best 3) = 37
Mean (Last 8) = 33
30 Mean (Worst 3) = 28

20

10

0
1 2 3 4 5 6 7 8 9

On Y – axis: Story points and on X – axis : Iterations

As you can see the velocity varies between 28 to 37 and mean values give reports on
best, worst and for all iterations
Having such data is very helpful for planning and tracking

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Estimating Velocity

Three options are there in estimating the velocity

Use Historical Values
If you have historical information, use them during estimation of velocity
Run an Iteration
Estimate velocity from “Observed Velocity” during 1 to 3 iterations
Make a Forecast
Expand use stories into tasks, estimate the tasks, see how much fits into an iteration,
and then calculate velocity that would be achieved
Rarely the first option as compared to other two

Release Planning and Iteration Planning

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Release Planning

Release Plan:
Presents a roadmap of how the team intends to achieve the project vision within the
project objectives and constraints identified in the project data sheet
Helps the PO and whole team decide how much must be developed and how long
that will take before they have a releasable product
Conveys expectations about what is likely to be developed and in what timeframe
Serves as a guidepost towards which the team can progress
Can be “Featured Based” or “Date-based” depending on the project

Steps in Release Planning

Do in Any Sequence

Determine Conditions Estimate the Select Stories and a

Select An Iteration Length
of Satisfaction User Stories Release Date

Estimate Velocity
Iterate until the Condition of
Satisfactions for the
Release can be met
Prioritize User Stories

Release Plan Preparation:

The PO and the team collaboratively explore the PO’s conditions of satisfactions that
include scope, schedule, budget and quality.

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Iteration Planning

Iteration Planning is a low level view of the product where the team takes more focused,
detailed look at what will be necessary to implement only those user stories, that have
been selected for iteration
Focuses on the time box of the iteration
Kicks off with Iteration Planning Meeting attended by PO, Developers, Agile Manager or
SM and so on
Prioritized stories from the Release Plan is taken up and put into an iteration of 2 to 4
weeks long
Stories are broken into tasks and assigned
One Release can have 3 to 12 iterations

Factor in Selecting Iteration Length

The length of the release being work on
Short projects benefit from short iterations
The amount of uncertainty
Uncertainty in various forms – customer need, velocity etc.
The ease of getting feedback
How long priorities can remain unchanged
Time from new idea to working software will be an average of 1 ½ times the length of
the iteration
Willingness to go without feedback
The overhead / cost associated with each iteration
How soon a feeling of urgency is established

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Velocity Driven Iteration Planning

Velocity Driven:
Priorities are adjusted collaboratively& a target velocity identified
Iteration goal – general description of what they wish to accomplish during the
iteration
Top priority use stories are selected, which are split into tasks and the assigned

Commitment Driven Iteration Planning

Commitment Driven:
Team is asked to add stories to the iteration one by one until they commit to
completing no more

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Release Plan Vs Iteration Plan

Below are the primary differences between Release Plan and Iteration Plan
Typically the iterations are 2 to 4 weeks. But in some cases, such as XP it can be of
1 week

Items Release Plan Iteration Plan

Planning Horizon 3 to 9 months 1 / 2 to 4 weeks
Items in Plan Use Stories Tasks
Estimated in Story Points or Ideal Hours
Ideal Days
Task Assigned No No/Yes
Best practice is to avoid assigning task

Daily Planning

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Daily Stand Up
Used across various Agile methodologies
Scrum: Daily Scrum Meeting of 15 minutes
XP: Daily Meeting of 5 to 15 minutes
3 Questions:
What did I do yesterday that helped the Development Team meet the Sprint Goal?
What will I do today to help the Development Team meet the Sprint Goal?
Do I see any impediment that prevents me or the Development Team from meeting
the Sprint Goal?
Characteristics:
No conversations or other discussions
Not a status meeting for the manager.
It is for the team to report to each other and get in sync with each other.

Monitoring Plan

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Monitoring Plans

Planning:
Performed by Envision and Speculate part in Agile project management life cycle
Executing, Monitoring and Adapting
Performed continuously by Speculate, Explore and Adapt phases of Agile project life
cycle
Tracking by “Dead Reckoning”:
Dead reckoning considered to be deduced from “Deduced reckoning” used by sailors
on ships
How far east or west the ship has sailed and then adjusting
Tracking of progress in a software team is alike to Dead Reckoning

Agile Estimation

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Estimation

What are some of the traditional techniques you are aware of ?

What are you estimating?

Traditional Estimation Techniques

Count/Compute/Judge
Calibrate & Historical Data
Individual Expert Judgement
Decomposition & Recomposition
Estimation by Analogy
Expert Judgement in Groups: eg Wideband Delphi

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Estimation Best Practice

Schedule

Size Effort Cost

Features

Challenges

Eg: 10K LOC

Schedule

Size Effort Cost

Features

• No perfect measure of size

• Do we measure in Lines of code, Function points, Story points?

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Challenges

eg: 10 staff Schedule

eg: 10K LOC months

Size Effort Cost

Features

Human Influences can make a 14x

difference in total project effort/cost
according to Constructive Cost Model
(COCOMO II)

Challenges

eg: 6 months
eg: 10 staff Schedule
eg: 10K LOC duration
months
Size Effort Cost

Features

• Need to cater for many overheads eg: holidays, full time/part time,
dependencies

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Challenges

eg: 6 months
duration

eg: 10 staff Schedule

eg: 10K LOC months
Size Effort Cost

Features

Impossible Zone:
Nominal Estimated Schedule can not
be compressed to less than 75%.
Shortening the nominal schedule also
increases overall effort!

Estimating a schedule is hard: probably its own project!

“Estimations are hard to get it right…

Especially those about the future“

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Agile delivery – doesn’t estimate schedule

Schedule

Size Effort Cost

Features

Agile Delivery Estimate size in story points & over iterations

Observes team’s capacity and then Drives schedule

Story Points – Measures of Size

Measure of Complexity A simple way to estimate level of effort expected for a Story
based on size and complexity
Estimate of Size, not Duration Estimates are based on size, not duration (derived
empirically once Iterations have started)
Relative Weighting Story points are a relative measure (research has shown humans are
better at this)
Additive Puts estimates in units that can be added together (unlike time-based
estimates!)
Constrained to Set of Values often scored on a scale based on Fibonacci Numbers (0, 1,
2, 3, 5, 8, 13, 20, 40, 100)

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Story Points

The Bigness of a task is influenced by:

How hard it is (complexity aspect)
How much it is (effort involved)
How risky it is (risk aspect)
Relative Values:
Relative values are given with story point estimation
A “login screen” feature is 2 story points, A “search feature” is 8 story points
Estimate using the relative values
Select the smallest story and estimate as 1 story point
Select the medium sized story and estimate as 3 or 5 story points and so on

Estimating Story Points

3 ways to derive an Estimate:

Expert Opinion
Asking an expert, but less useful in Agile projects
Stories will be executed by differently skilled persons
Analogy
Estimator compares the story being estimated with other one or more stories
Triangulation: You do not compare all stories against a single baseline. Rather,
comparison happens with a couple of other stories
Disaggregation
Splitting a story or feature into smaller, easier to estimate pieces

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Story Points Vs Ideal Days

Factors in favor of Story Points

Story points help drive Cross Function behavior
Story point estimates do not decay
Story points are pure measure of size
Estimating in story points is typically faster
My ideal days are not comparable with your ideal days
Factors in favor of Ideal Days:
Ideal Days are easier to explain outside the team
Ideal Days are easier to estimate at first
Ideal Days can help companies to confront time wasting activities

Ideal Day / Ideal Time

How long something would take if:

It is all you worked on
You have no interruptions
Everything you need is available
Factors affecting Ideal Day / Ideal Time:
Training, Interviewing
Demonstrations
Sick Time
Bug Fixing
Email, Meetings, Phone
Reviews, Management Reviews

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Estimation Scale

Non Linear Scale:

Fibonacci Series  1, 2, 3, 5, 8, 13 and so on
Doubles  1, 2, 4, 8, and so on. Also known as “Power of 2”
Best Practices:
Estimation should be a collaborative activity involving the team
Estimate should needs to be assigned using a pre-defined and non-linear scale
Features not likely to be implemented at near future can be left at coarse level,
where as others at fairly granular level

Planning Poker (1/3)

Planning Poker:
An iterative approach
A fun way to arrive at fairly accurate and quick estimates
Steps Involved:
Each practitioner is given a deck of cards, each card has a valid estimate written on
it
Customer/Product Owner reads a story and it is discussed briefly
Each estimator selects a Card that is his/her estimate
Cards are turned over, so that all can see them
Discuss differences, especially for the outliers
Repeat till agreement is reach on the differences

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Planning Poker (2/3)

1 Estimator Round1 Round 2

2
3 Satya 3 5

Martha 8 5
5
Eric 2 5
8
13
John 5 5

Hari 13 8

In Round 1, there are many differences and continued

By Round 2, only one difference. Can ask team members to go with 5 or be conservative to
take 8

Planning Poker (3/3)

Planning Poker:
Is actually a combination of “Expert Opinion”, “Analogy” and “Disaggregation”
PO participates in the discussion, but does not estimate
A moderator reads the description and can help on “Right amount of Discussion”
with “2 Minute Sand Timer”
When to Play Planning Poker:
Reason – 1: An effort is needed to estimate large number of items before the project
begins or during 1st iteration
Reason – 2: Team will need to put some ongoing effort to estimate new stories that
are identified during an iteration
Why Planning Poker Works:
(1) Multiple experts brought in
(2) Averaging individual estimate lead to better results
(3) Fun

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Wide Band Delphi – Process (1/2)

Choose the Team

PM selects the estimation team and a moderator
Team should have representatives from every group that will be involved in
development of the product
Kick Off Meeting
Team has a discussion with brainstorming session, generates a WBS and decides on
Units of Estimation
Individual Preparation
Each team individually generates initial estimates for each task in the WBS
Any changes to the WBS is documented along with missing assumptions

Wide Band Delphi – Process (2/2)

Estimation Session
Series of Iterative steps to gain consensus on estimates
Estimates are charted out on the whiteboard to show the range of estimates
Cycle repeats until no estimator wants to change his estimate or the time elapses
Assemble Tasks
PM collects the estimates from the team members
Compiles the final task list, estimates and assumptions
Review Results
PM reviews the final task list with the estimation team

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Affinity Estimation (1/5)

Affinity Estimation is a technique many teams use to quickly and easily estimate, in Story
Points, for a large number of stories
Affinity Estimation:
Quick and Easy
Decision Making process is visible
Creates a positive experience rather than a confrontational one
Can be used just before release planning or budgeting process to quickly arrive at
coarse level but fairly reliable estimates

Affinity Estimation (2/5)

Step – 1: Silent Relative Sizing

Product backlog items (PBI) are provided by the PO
Team members size each item relative to other items on the wall considering the
effort involved in implementing it
Silent Part – Team member refrain from saying “Move out of my way!”
Stories are arranged horizontally below the X-large post it notes on Far left and right
side of the wall

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Affinity Estimation (3/5)

Step – 2: Editing of the Wall

Involves editing the relative sizing on the wall
Product backlog items on the wall can be moved in either direction – smaller or larger
– based on discussion on relative sizing

Affinity Estimation (4/5)

Step – 3: Place Items into Relative Sizing Buckets

Depending on the nomenclature decided by the team, place the sizes along the
spectrum at the top of the wall between “Smaller” and “Larger”
Team members decide PBI fit where based on relative sizing location on the wall
Leave space between buckets of size items

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Affinity Estimation (5/5)

Step – 4: Product Owner “Challenge”

PO discusses the sizes of the items put on the Wall with the team
Sizes can be changed with multiple approaches:
When team members decide that an item should be resized put it onto a separate
wall for resizing after challenge has completed
Have team members decide on the spot with the Product Owner what the new
size is
Step – 5: Store the Data
The estimates are documented

Agile Cost Estimation

To arrive at the total cost to complete project

Cost estimation = Cost per iteration * number of iteration
Cost per iteration = Per person billable rate * number of days in the iteration * number
of people
Question: 8 engineers working at a billable rate of $400/day. It is estimated that the
project will need 20 iterations to complete with 15 days per iteration. What is the cost of
the project?
Answer:
Cost per engineer for 15 days = 15 * 400 = $6,000
Cost per iteration = per engineer cost * no. of engineers = $6,000 * 8 = $ 48,000
Total Cost = $ 48,000 * 20 = $ 9,60,000

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Exercise - Estimation

We are having a massive party

Lots to prepare!
Want to make a large fruit salad
Never made one before...
What can we do in time?

Starting point

1/2 point 5 points 8 points 20 points

???
???
??? ???
???

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Consider
• Risk (sharp knife, spiky/slippery skin)
• Effort (size of fruit)
• Complexity (cutting difficulty)
• Relativity (to existing estimates)

1/2 point 5 points 8 points 20 points

???
???
??? ???

Adaptive planning tasks

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Adaptive Planning – Levels of Planning tasks

1. Plan at multiple levels (strategic, release, iteration, daily) creating appropriate detail by
using rolling wave planning and progressive elaboration to balance predictability of
outcomes with ability to exploit opportunities.
2. Make planning activities visible and transparent by encouraging participation of key
stakeholders and publishing planning results in order to increase commitment level and
reduce uncertainty.
3. As the project unfolds, set and manage stakeholder expectations by making
increasingly specific levels of commitments in order to ensure common understanding
of the expected deliverables

Adaptive Planning – Adaptation tasks

4. Adapt the cadence and the planning process based on results of periodic
retrospectives about characteristics and/or the size/complexity/criticality of the project
deliverables in order to maximize the value.
5. Inspect and adapt the project plan to reflect changes in requirements, schedule,
budget, and shifting priorities based on team learning, delivery experience, stakeholder
feedback, and defects in order to maximize business value delivered.

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Adaptive Planning – Agile sizing and estimation tasks

6. Size items by using progressive elaboration techniques in order to determine likely

project size independent of team velocity and external variables.
7. Adjust capacity by incorporating maintenance and operations demands and other
factors in order to create or update the range estimate.
8. Create initial scope, schedule, and cost range estimates that reflect current high level
understanding of the effort necessary to deliver the project in order to develop a
starting point for managing the project.
9. Refine scope, schedule, and cost range estimates that reflect the latest understanding
of the effort necessary to deliver the project in order to manage the project.
10. Continuously use data from changes in resource capacity, project size, and velocity
metrics in order to evaluate the estimate to complete.

Summary
Time-Boxing
Business Case Development
Agile project charter
Product roadmaps and Story map
Agile approach to projects
Multiple Levels of Planning
Agile Games
Velocity
Release and Iteration Planning
Release Plan Vs Iteration Plan
Daily plan
Monitoring plan
Estimation
Adaptive Planning Task Review

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Quiz Questions
(Module – 6)

Quiz Questions

Question – 1 – Iteration plan is estimated in?

A) Story Points
B) Velocity
C) Ideal Days
D) Ideal Hours
Question – 2 – Which of the following charts have a histogram type representation?
A) Burn-up chart
B) Burn-down chart
C) Cumulative flow diagram
D) Burn-down bar chart

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Quiz Questions

Question – 3 – Which of the following is not a correct estimation scale?

A) 1, 2, 3, 5, 8, 10, 12, 15
B) 1, 2, 3, 5, 8, 13, 21
C) 1, 2, 3, 5, 8, 13, 20, 40
D) 1, 2, 3, 5, 8, 13, 21, 40, 100
Question – 4 – Which one of the following is not true about story points in Agile Estimation?
A) Story points help drive cross functional behavior
B) Story points estimate decay with time like ideal days
C) Story points are absolutely pure measure of size
D) Estimating in story points is typically faster

Quiz Questions

Question – 5 – Two minute Sand timer is typically used in:

A) Planning Poker
B) Wide Band Delphi
C) Affinity Estimating
D) Triangulation
Question – 6 – Silent Relative Sizing is used in?
A) Analogy
B) Planning Poker
C) Wide Band Delhi
D) Affinity Estimating

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Quiz Questions

Question – 7 – Which one the following is not a key element in the project charter for an Agile project?
A) Mission
B) Vision
C) Success Criteria
D) Failure Mode Analysis Details
Question – 8 – Which authorizes the team to start working on the project?
A) Product Backlog
B) Release Plan
C) Project Charter
D) Iteration Plan

Module – 6: Quiz Answers

Q. No. Answer Reason

1 D Iteration plan is estimated in Ideal Hours. Release plan is
estimated in Story Points or Ideal Days.
2 D Burn up bar chart has a histogram like presentation.

3 A Fibonacci series can be used for non-linear estimation scale.

Choice A is not correct. Others can be used.
4 B Story points do not decay with time like Ideal Days. In this case,
Ideal Days are not pure estimates of size!

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Module – 5: Quiz Answers

Q. No. Answer Reason

5 A Two minutes sand time is used by the moderator during
Planning Poker session. This is to control the time of the
discussion.
6 D This is the first step in Agile Affinity Estimating. The idea is to
have a non-confrontational estimating and not to have “get out
of my way” approach.
7 D A project charter contains – vision, mission and success criteria.
It does not have Failure mode analysis

8 C In a traditional project, a Project Charter authorizes the PM. In

Agile project, a project charter authorizes the team to start
working on the project and also the PM.

End of Module - 6

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Module - 7
Problem Detection and Resolution

Problem Detection and Resolution

Continuously identify problems, impediments, and risks; prioritize

and resolve in a timely manner; monitor and communicate the
problem resolution status; and implement process improvements to
prevent them from occurring again.

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Agenda

Agile metrics
Cycle Time and Lead Time
Escaped defects
Agile failure modes
Variance and trend analysis
Control limits for agile projects
Cumulative flow diagram
Problem solving
Brainstorming

Agile metrics

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Metrics (1/2)

A metric is a standard for measuring or evaluating something

A measure is a quantity, a proportion, or a qualitative comparison of some kind
Quantity – There are 20 open defect reports on the application as on today
Proportion – This week there are 12% fewer open defect reports than last week
Qualitative comparison – The new version of the software is easier to use than the old
version

Agile Metrics (2/2)

3 Types of Metrics – Business, Process and Project Testing

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Cycle Time and Lead Time

Cycle time:
In Lean, it is the average time between delivery of completed work items
In Agile, this concept is applied. It represents the amount of time for the delivery of
two successive work items
Example: Story 24 entered deployed stage on Day 15. Next Story 27 enters deployed
stage on Day 18.
Cycle time is Day 18 – Day 15 = 3 days
Lead Time
The time between initiation and delivery of a User Story
Example: Story 12 entered the PB on Day 5 and enters the deployed stage on Day 10.
Lead time = Day 10 – Day 5 = 5

Escaped Defects

Escaped Defect:
A defect that was not found by, or any that escaped from the quality team is called an
Escaped Defect.
Issues found by end users in the released version
The metrics Escaped Defect Found counts the number of new escaped defects found
over a period of time (day, week, months).
Calculation of Escaped Defect:
Identify the number of released versions of software over a period of time
For each released version, count the number of defects reported by end users
The Sum of them is the number of escaped defects

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Agile failure modes

Agile Failure Modes

Lack of Management Commitment

Supporting Culture not tolerating mistakes
No Retrospective and no actions
Unstable infrastructure and architecture
Lack of collaboration in planning
None or too many Product Owners
Bad Scrum Master
No on-site evangelist
No solid team
Tsunami of Technical Debt
Traditional Performance appraisals
Revert to traditional

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Problem detection

Variance and Trend Analysis

Item Budget Actual Variance

Sales Revenue $11,000 $12,000 $1,000 – Favorable
Labor Charge $4,000 $4,500 $500 – Averse
Raw Materials $5,000 $5,500 $500 – Averse

Above table shows how typically variance is analyzed

EVM is also used for variance analysis

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Control Limits for Agile Projects

Control charts are used to determine whether the process is stable or has predictable
performance
UCL and LCL are set at +3σ & -3σ from the Mean
Process is considered to be out of control when a data point exceeds a control limit
or 7 consecutive points above/below mean

Upper Control Limit

(UCL)

Mean
Observed
Data

Lower Control Limit

(LCL)

Process
Out of Control
Time Sequence

Cumulative Flow Diagram (CFD) (1/2)

Red: Total planned features to be

completed
Green: Shows total number of features
completed
Yellow: Shows the Work in Progress
(WIP)

CFD is one visibility report providing insight into Burnup, Cycle time, WIP and bottlenecks
Taken from Lean methods and used for tracking purpose

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Cumulative Flow Diagram (CFD) (2/2)

Bottleneck is the activity

below the widening band

Green area, the “Analysis” part is showing an widening trend

Yellow are, “DB Process”, below Analysis, shows as slower rate and indicating a
bottleneck in the system

Little’s Law in CFD

Little’s Law: Inventory in the process is

a multiplication of throughput and
flow time
Y axis  Number of items in the
queue can be determined by the
vertical axis
X axis  How long the items will take
(duration) to complete – can be
determined by examining the
horizontal one (cycle time)

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Problem Solving

Problem Solving (1/2)

In Agile, problems can be identified at:

Process Level – How are we doing with Agile?
Quality and Performance angle – How can the team produce better?
Team Dynamics Dimension – How can the team become better team?
Problem Solving Techniques:
As Devil’s Advocate – Ask a no. of questions, some naïve/ pointed. Goal is that the
team to re-verify assumptions
Be kind, Rewind – A lot of “why” and continue pushing back
Don’t let them linger on meta problems: Team look for respite if big problems linger
on! Rather break the problem down and resolve.

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Problem Solving (2/2)

Ask probing questions: To see if deeper understanding prevails when the team
members have taken a decision.
Use Reflecting Listening:
A communication technique where you repeat back a summary of what the other
person just said – just to confirm your understanding.
Another benefit in this situation is that having the person hear their own ideas in
another person’s voice or word make it easier for them to be objective
Avoid Injecting your own ideas: You may have a great idea at some point, but a better
approach is to avoid injecting them
Lead them to Answer: If they are not simply making progress and you know the answer,
lead them into it

Brainstorming

Brainstorming:
A technique to generate ideas from a selected audience to solve a problem and
stimulate creativity. Other use are in Inventing New Products, Solving inter-group
Communication Problems, Improving Customer Service etc.
Note:
Experience brainstorming facilitator
Provide background ahead of time
Diverse group of people
Creative warm up
Establish the ground rules
Postpone criticism

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Problem detection and resolution tasks

Problem detection and resolution tasks

1. Create an open and safe environment by encouraging conversation and experimentation, in order to
surface problems and impediments that are slowing the team down or preventing its ability to deliver
value.
2. Identify threats and issues by educating and engaging the team at various points in the project in order
to resolve them at the appropriate time and improve processes that caused issues.
3. Ensure issues are resolved by appropriate team members and/or reset expectations in light of issues
that cannot be resolved in order to maximize the value delivered.
4. Maintain a visible, monitored, and prioritized list of threats and issues in order to elevate
accountability, encourage action, and track ownership and resolution status.
5. Communicate status of threats and issues by maintaining threat list and incorporating activities into
backlog of work in order to provide transparency.

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Summary

Agile metrics
Cycle Time and Lead Time
Escaped defects
Agile failure modes
Variance and trend analysis
Control limits for agile projects
Cumulative flow diagram
Problem solving
Brainstorming
Problem Detection and Resolution task review

Quiz Questions
(Module – 7)

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Quiz Questions

Question – 1 – Continuous Integration is a practice started in which Agile methodology?

A) Scrum
B) DSDM
C) TDD
D) XP
Question – 2 – Which one of the following is not one of the steps mentioned in Acceptance Test Driven
Development (ATDD)?
A) Distill
B) Develop
C) Demo
D) Deploy

Quiz Questions
Question – 3 – Which one of the following is the principle in Agile Project Management Framework?
A) Inspect and Adapt
B) Plan and Do
C) Speculate, Explore and Adapt
D) Plan-Do-Check-Act
Question – 4 – The primary difference between Test First Development and Test Driven Development is?
A) Continuous Integration
B) Continuous Refactoring
C) Testing first and then Coding
D) Pair Programming

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Quiz Questions

Question – 5 – In Agile control limits, the Upper Control Limit and Lower Control limit are separated from the
mean by how many deviations?
A) 1 standard deviation
B) 2 standard deviations
C) 3 standard deviations
D) 4 standard deviations
Question – 6 – Which one of the following diagrams informs on the bottleneck in the system?
A) Burn up chart
B) Burn down chart
C) Cumulative Flow Diagram
D) Burn Up Bar Chart

Quiz Questions
Question – 7 – Story 10 entered the deployment stage on Day 11. Next story 14 entered deployment stage on
Day 14. What is the cycle time?
A) 4
B) 11
C) 14
D) 3

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Module – 7: Quiz Answers

Q. No. Answer Reason

1 D Continuous Integration is an XP practices and has been adopted by other
Agile methodology, including Scrum.
2 D Deploy is not one of the steps mentioned in ATDD. The four steps are:
Discuss, Distill, Develop and Demo
3 C APM defines 5 phases – Envision, Speculate, Explore, Adapt and Close. So C
is the correct choice.
4 B Test Driven Development is Test First Development with Continuous
refactoring.
5 C UCL and LCL in Agile Control Limits are separated from the mean by 3
Standard Deviations.
6 C Cumulative Flow Diagram
7 D Cycle time is the amount of time for two successive work items. Hence, it
will be Day 14 – Day 11 = 3

End of Module - 7

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Module - 8
Continuous Improvement

Continuous Improvement

Continuously improve the quality, effectiveness, and value of the

product, the process, and the team.

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Agenda
Quality in agile
Agile testing quadrants
Test First Development (TFD) / Test Driven Development (TDD)
Acceptance Test Driven Development (ATDD)
Refactoring
Continuous Integration
Technical Debt
Definition of Done / Checklist for Story completion
Retrospective
Frequent verification and validation
Value stream mapping
Knowledge Sharing
Collective Code Ownership
Process Analysis
Self Assessment
Principle of System Thinking

Quality in Agile

Customer Quality: Extrinsic or External

Quality as perceived by the Customer
Customer gets a perception of quality only when the system is working, hence Agile
focuses on delivering Software early and frequently
Technical Quality: Intrinsic or Internal
Perceived by the development team
Continuous refactoring, pair programming, daily integration are some of the
practices that help to build technical quality in the product

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Project & Quality Standards in Agile

XP suggests a well defined Coding Standard and enforce the adherence to the coding
standard
A set of guidelines developed by the Agile team
All developers or programmers adhere to it
Code will be rejected in review if fails to adhere to the standard
Standards go beyond and not restricted to coding alone
Go beyond mere formatting, indenting, commenting etc.
Should focus on consistency and consensus rather than perfection
Often a bare minimum set that the team has to follow

Agile Testing Quadrants

Automated Business Facing

Manual
and Manual

Functional Test Exploratory Testing

Example Scenarios
Supporting the Team

Story Test Usability Testing

Prototypes UAT (User Acceptance Testing)
Critique Product

Simulations Alpha Beta

Performance and Load Testing

Unit Tests
Security Testing
Component Tests
‘ility’ Testing

Automated Tools
Technology Facing
Agile Testing Quadrant from Agile Testing (Crispin, 2009)

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Test First Development (1/2)

Test First Development

Also known as Test First Programming (TFP)
It is a rapid cycle of designing, testing and coding. When adding a feature, a pair may
perform dozens of these cycles, implementing and refining the software in baby steps
until there is nothing to left to take away
Sometimes used in conjunction with Test Driven Development (TDD), but TDD is with
continuous refactoring
Process:
A tester may initially write a basic set of test cases based on bare minimally
functionality. The developer then writes code to pass the test
This cycle will repeat as many times, until the testers no longer visualize that may fail
the code

Test First Development (2/2)

Step-1: Quickly add a test, basically just enough

code so that test fails
Step-2: Run the tests, often with complete test
suite
Step-3: Update the functional code so it passed
the new test
Step-4: Run the test again
Step-5: If the tests fail return to Step-3
Step-6: Once the test pass the next step is to
start over
Note: In TDD, steps are same, but followed by
continuous refactoring to remove duplication of
any code

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Advantages of TFD / TDD

Forces developers to detailed design Just in Time (JIT) before writing the code
Ensures that agile developers have testing code available to validate their work
Test often and test early principle
Gives the developer the courage to re-factor their code to keep the highest quality
possible, because test suite is available to know if anything is “broken”
Research shows TDD/TFD substantially reduces the incidences of defects
Helps to improve design, document public interfaces and guards against future mistakes

Acceptance Test Driven Development (ATDD)

Extends the concepts of TDD further

Involves creating of tests before and those tests represents the expectations of behavior
of software should have
In ATDD:
Team creates one are more acceptance tests for a feature before beginning to work
based on the common understanding of a requirement
Creates a set of Acceptance Tests before implementing.
Clarifications are resolved by the business user
ATDD Cycle: Discuss, Distill, Develop, Demo

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ATDD Cycle

Discuss: In planning meeting, a discussion is

held with the business stakeholders and
based on understanding acceptance tests can
be created
Distill: Capture the tests in a format that
works with the test automation framework
Develop: Implementing the code and execute
the acceptance test cases
Demo: Manual exploration testing to reveal
the holes in acceptance criteria and discover
risks

Refactoring

A process of changing the design of the code without changing its behavior.
Principle: “If it ain’t broken, why fix it”
Refactored Code: Change to its internal structure, but does not change the Observable
behavior
When to Use:
Code is unreadable
Hard to modify
Duplicated code is hard to modify
Complex code is hard to modify
Refactored code is easy to understand
Cheaper to modify

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Continuous Integration (1/2)

Primarily an XP concept, but used across

Automated Process:
Build – Test – Deploy
Performed continuously:
After each commit into versioning system
At specific intervals (e.g., Nightly Builds)
Always a deployable release
Build and Test the entire system several times a day
Automate the build and make the build self testing
Everyone commits to the mainline everyday
Single integration machine

Continuous Integration (2/2)

Some tools
Cruise Control
TFS
Hudson

Key Points
Integrate code every few hours
Keep your build, tests,
and other release
infrastructure up-to-date.
Single integration environment

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Technical Debt

Introduced by Ward Cunningham and an Extreme Programming Practice

Technical Debt:
Issues (Defects, Incomplete features etc.) which are not addressed in one iteration
carries forward to next and becomes the Debt
It is the total amount of less-than-perfect design and implementation decisions in the
project. Also includes the quick and dirty hacks introduced to “make it work now”
To be removed and reduced as much as possible in every iteration
If piled up over the number of iterations, become unmanageable and can overwhelm
the software project

Definition of Done

Defined prior to the Iteration Work

Defined and accepted by the Agile team members
Frequently used in Scrum methodology
Tested and Passed user acceptance and/or client approval
Feature has been tested & all the tests have been passed. It has also passed the AT
and met the client approval
Passed an in-house review
Should have been presented and demonstrated at an in-house review
Shippable and Deliverable: It is of a quality that can be shipped or deliverable to the
customer if so desired

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Checklist for Story Completion

Tested: All unit, integration, and customer tests finished

Coded: All code written
Designed: Code refactored to team’ satisfaction
Integrated: The story works from end-to-end typically, UI to database and fits into rest of
the software
Build: Build script includes any new modules
Installs: Build script includes story in the automated installer
Migrates: Build script updates database schema if necessary, the installer migrates data
even when appropriate
Reviewed: Customer has reviewed the story and confirmed meeting expectations

Improve Team Processes

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Retrospectives

Retrospective:
A meeting where team looks back on the past period of work, reflects upon and
learn from that experience so that it can be applied in future
Agenda in a Retrospective:
What works well?
What does not work well?
What do we need to start doing?
A Retrospective is not a:
Post-Mortem meeting
Witch-Hunt meeting
Types: Iteration, Release and Project retrospectives

Steps for Retrospective (1/3)

There are 5 steps to be followed in a retrospective

Set the Stage
Gather Data
Generate Insights
Decide What to Do
Close the Retrospective

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Steps for Retrospective (2/3)

Step-1: Setting the Stage

Have a time box, the goal and the approach
Have working agreements / ground rules ready
Every Voice Principle: When people do not speak early, they will not speak at all
Step-2: Gather Data
Start with hard data such as metrics, events, features/ stories completed
Create a visual record, as they are powerful
Step-3: Generate Insights
The “Why Part”, and leads the team to examine conditions, interactions, and patterns
contributing to their success
Investigate the breakdown and deficiencies; Look for risks and unexpected events

Steps for Retrospective (3/3)

Step-4: Decide What to Do

The “What Part”, and choose a list of action items; If long list of items, choose a few
Team members commit to the items for next one or two iterations
A good way is to add the items as part of Backlog or as story cards
Step-5: Close the Retrospective
Learning belongs to the team, not the coach or anyone else
Good practice to do a “Retrospective of Retrospective” – look what went well and
what could be done better next time

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Seek feedback on the product

Frequent Verification & Validation (1/2)

Customer gets to review, test and accept/reject the implemented features every
iteration
Iteration Demo at end of iteration cycle as in various agile methodologies like XP and
Scrum
Frequent Verification and Validation of features is accomplished within the iteration
Code reviews, Unit Testing and Functional Testing helps
Principles:
APM framework – Explore, Inspect and Adapt or
Scrum Principle, Inspect and Adapt

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Frequent Verification & Validation (2/2)

Verification
“Am I building the right product”
Looking for defects in the product where it differs from intended functionality.
Perform inspection of Product as well as peer review
Unit test, System test help in removing the defects
Validation
“Am I building the product right”
Selected user perform Acceptance testing of ready components or UI prototypes that
wire together before writing the pieces
Agile methodology enforces frequent validation of the end product with the
customer

Challenge existing process elements

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Value and Non Value

Value: Anything that adds value to the end customer

Example : Customer getting serviced Coffee at the counter
Non-value: Anything that does not add value to the end customer
Example : Customer waiting to get Coffee at the counter
Waste:
An activity that does not add value to the end customer
Process:
Will have both value and non-value activities
Presence of non-value activity does not mean it is unnecessary, rather we have to try
to find steps to minimize or remove

Value Stream Mapping

Value Stream Mapping:

Lean Manufacturing concept
Technique used to analyze the flow of materials and information required to bring
product or service to a customer
An important tool to identify and eliminate waste
Usually involves creating visual maps of the process and progresses
Visual maps of the process is known as Value Stream Map

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Steps for Value Stream Mapping

Steps for Value Stream Mapping

Identify the product or service that you are analyzing
Create a value stream map of the current process identifying steps, queues, delays
and information flows
Review the map to find delays, waste and constraints
Create new value stream map of the future state optimized to remove or reduce:
• Waste, Delays and Constraints
Develop a roadmap to create future state
Plan to revisit the process in future to continuously tune and optimize

Value Stream Mapping: Example

Total Cycle Time = Value-add time + Non-value-add time Value-add time = 49.5 days
Process Cycle Efficiency = Value-add time / Total Cycle Time Non-value-add time = 31.5 days

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Waste in Software Development

Waste Description Example

Partially Done Work Work started, but not complete. Partially done Code waiting for review
work can be entropy. Spec waiting for development
Extra Processes Extra work that does not add value Unused documentation
Unnecessary approvals
Extra Features Features that are not required, or thought as Gold plating
nice to have Technology Features
Task Switching Multi tasking between multiple project that has People on multiple projects
context switching penalties
Waiting Delay waiting for reviews and approvals Waiting for prototype reviews
Waiting for document approvals

Motion Effort required to communicate information or Distributed teams

deliverables from one group to another. If teams Hand offs
are not collocated this can be higher
Defects Defective documents or software that needs Requirement Defects
correction Software Bugs

Create an environment for continued learning and

systemic improvements

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Knowledge Sharing

Knowledge Sharing
Important for scaling of Agile projects as well vital for large and mission critical
projects
Knowledge sharing in agile happens at various levels:
Release and iteration planning
Pair programming and iteration planning
On-site customers like in the case of XP
Daily Scrum Meeting or Standup meeting (XP)
Cross functional teams
Project retrospectives

Collective Code Ownership

Shared responsibility for ownership (Quality) of code

Collective code ownership spreads responsibility for maintaining the code to all
developers
Remember that Agile teams are cross functional
No single person claims ownership over any part of the system
Anyone can make any necessary changes anywhere
But, one person is primary author of the code

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Process Analysis

Process Analysis:
Performed by the PO or BA or anyone working on understanding the system, coming
up with requirements or solutions to a problem related to business or process
Steps Involved:
Identify the users of the system
Define goals of the main users
Define the usage pattern of the systems
Prepare the functional solution to meet the users needs and their usage pattern
Define main navigation paths in the system
Create mockup UI
Polish the UI elements with user inputs

Process improvements

Recommended tool and technique to know about the real root causes and then brain
storm to identify solutions
Five Why
Fishbone

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Self Assessment

Self Assessment:
Process in which an individual or team or organization conducts a comprehensive
review of oneself to understand the main strengths, weaknesses and opportunities to
improve
Characteristics:
To stimulate learning and change as well enthusiasm for self development
To commit to key people in an organization to identify and inspire positive change
Identify opportunities for improvement, which generates requirements for the
improvement or development of the project

Principles of System Thinking (1/2)

Systems Thinking is a way of understanding reality that emphasizes the relationships

among a system’s parts, rather than the parts themselves
Empirical Process Control
Information gained by means of observation, experience, or experiments.
A continuous cycle of inspecting the process for correct operation and results and
adapting the process as needed
The 3 legs are
Transparency
Inspection
Adaptation

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Principles of System Thinking (2/2)

Single Loop Vs Double loop learning

Agile Project Management advocates Double Loop learning

Continuous Improvement tasks

1. Tailor and adapt the project process by periodically reviewing and integrating team practices,
organizational culture, and delivery goals in order to ensure team effectiveness within established
organizational guidelines and norms.
2. Improve team processes by conducting frequent retrospectives and improvement experiments in order
to continually enhance the effectiveness of the team, project, and organization.
3. Seek feedback on the product by incremental delivery and frequent demonstrations in order to improve
the value of the product.
4. Create an environment of continued learning by providing opportunities for people to develop their
skills in order to develop a more productive team of generalizing specialists.
5. Challenge existing process elements by performing a value stream analysis and removing waste in order
to increase individual efficiency and team effectiveness.
6. Create systemic improvements by disseminating knowledge and practices across projects and
organizational boundaries in order to avoid re-occurrence of identified problems and improve the
effectiveness of the organization as a whole

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Summary
Quality in agile, Project and quality standard in agile
Agile testing quadrants
Test First Development (TFD) / Test Driven Development (TDD)
Acceptance Test Driven Development (ATDD)
Refactoring
Continuous Integration
Technical Debt
Definition of Done / Checklist for Story completion
Retrospective
Frequent verification and validation
Value stream mapping
Knowledge Sharing, Collective Code Ownership
Process Analysis
Self Assessment
Principle of System Thinking
Continuous improvement task review

Quiz Questions
(Module – 8)

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Quiz Questions

Question – 1 – Which one of the following is not one of the steps mentioned in Acceptance Test Driven
Development (ATDD)?
A) Distill
B) Develop
C) Demo
D) Deploy
Question – 2 – The primary difference between Test First Development and Test Driven Development is?
A) Continuous Integration
B) Continuous Refactoring
C) Testing first and then Coding
D) Pair Programming

Quiz Questions

Question – 3 – Which one of the following is a not a step for conducting project retrospective?
A) Gather Data
B) Inspect and Monitor Data
C) Decide what to do
D) Generate Insights
Question – 4 – Which one of the following is one of the continuous integration tool?
A) Cruise Control
B) Cucumber
C) Selenium
D) Codeship

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Module – 8: Quiz Answers

Q. No. Answer Reason

1 D Deploy is not one of the steps mentioned in ATDD. The four
steps are: Discuss, Distill, Develop and Demo
2 B Test Driven Development is Test First Development with
Continuous refactoring.
3 B Inspect and Monitor data is not a step and can not be step.
Retrospective is not about post mortem and witch-hunt!
4 A Cruise Control is one of the continuous integration tool.

End of Module - 8

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Thank You and Good Luck !!!

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