SPPM Notes

Some useful terms

 Agile – It is an iterative and incremental development model or methodology.
 BAU (Business As Usual) – It is a core business activity.
 Project – A temporary endeavor to achieve a defined benefit.
 Sprint – A timebox in which a specific element of work is produced.
 Stand-up – A short meeting to update the team on the project’s progress.
 Project Mandate – The request from the project sponsor to do the project.
 Done – Criteria that determines if the work is completed
 MVP – Minimum Viable Product
 Product Backlog – Required features of the product
 Ready – Criteria that determines if a piece of work is ready to be started
 User Story – Requirements in the form of Who, What, and Why
 Scope Creep - The uncontrolled addition of new tasks or features to a project
beyond its original plan, often causing delays and budget overruns.
Agile Manifesto ( Core Values of Agile)
1. Individuals and interactions over processes and tools.
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan

The 12 principles of the Agile Manifesto

1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.
2. Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
4. Businesspeople and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and
support they need and trust them to do the job.
6. Face-to-face conversation is the most e icient and e ective method of conveying
information to and within a development team.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The 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 amount of work not done is essential.
11. The best architectures, requirements, and designs emerge from self-organising
teams.
12. At regular intervals, the team reflects on how to become more e ective, then tunes
and adjusts its behaviour accordingly.
Types of Project Management: There are two major types of project management.

1. Waterfall
2. Agile

Waterfall:
Waterfall Methodology bhaneko euta step complete garisake paxi matra arko step ma jana
milxa. Yesle sequential approach follow garxa.

Requirement gathering, Design, Implementation, Testing, ra maintenance jasta stage haru

waterfall method ma parxan.

Advantages:

 Progress tracking clear hunxa

 Fixed budget ra timeline ko project garna sajilo hunxa

Agile:
Agile bhaneko iterative (Repetitive) approach ho jasle project lai sano sano cycle ma break
garxa jaslai sprint or iteration bhaninxa.

Advantages:

 Requirement update anusar project lai change garna milxa

 Feedback lidai improvement garna sakinxa

Agile Frameworks

 Scrum
 Kanban
 Lean
 Extreme Programming (XP)

(Yeslai google garera surface knowledge lina sakinxa time xa bhane)

Requirements Gathering
Agile methodology ma requirement gathering iterative hunxa. Hamile progress dekhaudai
user sanga feedback lidai changes garne ho.

MoSCoW Notation
MoSCoW notation requirement gathering ko technique ho jasma user demand lai di erent
levels ma categorize garinxa ra priority set garinxa.

Mo – Must Have

S – Should Have

Co – Could Have

W – Won’t Have (for now)

User Stories
User Stories bhaneko requirement gathering ko euta key technique ho jasma hamile user
ko perspective bata features haru bujhxam.

Yesko specific format hunxa. For ex:

• As a <role>
• I want to <function>
• So that <benefit>

Example:

• As a stock controller
• I want to know if my stock level is very low
• So that I don’t run out and fail to fulfil a customer’s order
Critical Path
Critical Path bhaneko project management technique ho jasma kunai pani activity ko
longest sequence banainxa.

Basically bujhnu parda critical path bhaneko time estimation ho

The longest route through the critical path is the shortest possible time the task will take

Cynefin Framework
Cynefin Framework bhaneko conceptual framework ho jaslai decision making ko lagi use
garinxa issues haru lai context ma divide garera.

Cynefin framework ma 5 ota context hunxa.

1. Clear (Known cause-and-e ect relationship)

2. Complicated (Knowable cause-and-e ect relationship)
3. Complex (Cause-and-e ect relationship)
4. Chaotic (No visible cause-and-e ect relationship)
5. Disorder (State of confusion where it is unclear which of the other four domains
applies)

Common Agile features

 Iterative and incremental
 Timeboxed
  Backlog
 Sprints
 Stand-ups
 Collaborative and self-organising
 Prioritise Delivery

Different types of Agile project management

Types Description
Scrum Uses short iterations (sprints) to deliver working software, with
daily stand-up meetings and specific roles like Scrum Master.
Kanban Focuses on visualizing workflow to optimize e iciency, using a
Kanban board to manage tasks and limit work in progress.
Lean Aims to maximize value while minimizing waste, focusing on
e iciency and continuous improvement.
Extreme Emphasizes code quality and customer satisfaction through
Programming (XP) practices like pair programming and frequent releases.
Feature-Driven Centers around developing features, with short iterations and a
Development (FDD) focus on creating working software.
Dynamic Systems Provides a framework for delivering projects on time and within
Development budget, with a focus on stakeholder involvement.
Method (DSDM)
Sprint and Sprint Planning
- Sprint Zero project ko suru phase ma chainxa jun bela team haru form garinxa
- Sprint ek mahina bhanda lamo hunu hudaina
- Euta sprint ma katti kaam sakaune bhanera specify garnu parxa
- Sprint review ma planning anusar ko achievement bhayo ki bhayena bhanera
herinxa
- kk change garnu prxa tyo ni herinxa
- ani product backlog lai tei anusar update garinxa

Stand Ups

- Stand up bhaneko daily scrum or daily huddle lai bhaninxa

- Fifteen minutes maximum ko brief hunxa

Quality
Quality bhaneko banako product thik xa ki xaina herne

Agile development ma quality ni included hunxa sprint but traditionally yeslai end of the
project ma garinthyo

Fail Fast
Fail Fast bhaneko agile development ma use hune quality assurance technique ho jasma
risk lai early stage ma identify garera solve garinxa

Yo garda future ma heavy loss bata bachna help hunxa

Cost and Estimation

- Agile development ma cost euta fixed element ho
- Cost estimation ko lagi historical data use garna sakinxa
- Euta bhanda badhi source ko data use garyo bhane accuracy improved hunxa
 Methods of Cost Estimation

- Three-point estimation

Yesma formula use garinxa

E = (B + 4M + W)/6

Where,

E = Estimate

B = Best Case

M = Likely Case

W = Worst Case

- Rom (Rough Order of Magnitude)

Yesma high level objectives ra kunai pani thaha bhako element ko estimate nikalinxa jastai
ki salary

- Top-down estimate

Project ko major elemnt lai khojera yeslai estimate garinxa

- Bottom-up estimate

Requirement lai break down garera each lai estimate garne

Point to remember:

- Estimate and budget are not same thing

- Capital costs are fixed
- Operating costs include (Wages, O ice Space, Administration, Utilities)

ROI (Return of Investment)

ROI = Net Income/ Cost of Investment * 100

Risk Management and Responses

Risk Management bhaneko project ma aauna sakne kunai pani samasya lai suru mai patta
lagayers teslai resolve garnu ho

Common risks:

- Poor estimation of cost and time

- Scope creep
- Employee turnover
- Specification breakdown
- Poor productivity

Risk lai hatauna sakidaina completely tara preparation le impact chai ghatauna sakinxa

Agile development ko aafnai risk hunxa:

- Lack of customer involvement

- Lack of management buy-in
- Level of experience in agile practices
- Degree of flexibility in what is produced
- Ease of communication
- Team cohesiveness
- Clear requirements mean another approach
- Estimation accuracy for unknowns

Risk Analysis

Risk Likelihood Impact Score Priority Mitigation

Strategy

Risk Responses

- Avoidance
- Transfer
- Reduction
- Elimination
- Acceptance
Time Management
Gantt Chart
Project ko planning ra time stimation sngai garera banaune chart lai gantt chart bhaninxa.

Meetings
Dui kisim ko hunxa stand up ra formal meetings

Stand up

Sabai team member le attend garna parxa

15 minutes bhanda kum ko hunxa

Progress dekhaunu parxa ra discuss garna parxa

Information radiators haru use garna parxa

Formal meetings

Meeting ko minute banaunu parxa

agenda, preferably circulated ahead of the

meeting

List of those present and those who have

sent apologies

Agree the minutes of the last meeting

Actions arising

Discussion with agreed actions with

ownership

Date of next meeting

Information radiators
Team ma bhako sabai jana lai project ko barema informed rakhna use garine tarika lai
information radiator bhaninxa.

Yesma dherai kura include hunxan jastai ki progress chart(backlog list, work in progress),
kanban/Trello displays, Burn-up/Burn-down charts, obstacles and issues.

 Kanban ra Trello bhaneko clickuo jastai tool ho

Burn-down

 Ideal line bhaneko predicted rate of progress ho.

 If ‘actual’ line ‘ideal’ line bhanda mathi xa bhane project schedule bhanda paxadi xa
 Amount of work constant bhako bela ma matra burn-down kaam lagxa
Burn-up

 Amount of work change hune bela burn up kaam lagxa

 Yesle extra kaam thapiyeko xa bhane indicate garxa ra scope creep lai prevent garna
help garxa
 Burn up le katti kaam bhaisakyo bhanera present garxa

Communication requirement analysis

 Euta team ma kasle ko sanga k kura garne ra kasari information flow garaune
determine garnu
 For ex: 8 jana stakeholders xan bahne tya nira 28 ota communication channels
banxa

Some more tips about communication

 Establish ground rules

 Communication should be short, targeted, appropriate and e ective
 Avoid using email as a butt covering exercise
 WhatsApp groups are useful but can become overwhelming
 Google/OneDrive/Dropbox documents good for collaborative work
 Photos of information radiators can be included
 Update, update, update
Conflict Resolution
 Conflict resolution bahneko importance of relationship vs importance of the task
issue sanga deal garnu ho

Yesko taika haru xan jastai ki:

 Confrontation – tackle the problem

 Compromise – Give and take
 Smoothing – Reduce areas of conflict
 Forcing – My way or the highway
 Withdrawal – Retreat from the conflict

Hofstede’s Cultural Dimensions

Hofstede’s cultural dimensions bhaneko kasari manxe ko value ra behaviour lai society ko
culture le shape garxa.

Yo framework le national cultures ko di erence lai compare ra bujhna help garxa.

Yo model ma 6 ota key dimensions le cultural di erence barema bujhna sakinxa

 Power distance index – High index suggest a strict hierarchial order is preferred
 Individualism vs collectivism – I or we. How far groups look after each other
 Masculinity vs Femininity – Achievement and competition vs cooperation and caring
 Uncertainty avoidance index – High index suggests conservative values and aversion
to risk
 Long vs short term orientation – Success in the long run vs instant gratification
 Indulgence vs restraint – Have fun vs what the neighbours might think

Maslow’s Hierarchy of needs

Maslow’s Hierarchy of needs bhaneko manxe le kaile pani basic needs pura garxa suru ma
ani matra aafno level badhaudai janxa
  Physiological Needs
 Safety Needs
 Love and Belonging
 Esteem
 Self-actualization

Herzberg’s Motivation-Hygiene Theory

Yo theory le motivators ra hygiene factors le kasari job satisfaction ra dissatisfaction lai
influence agrxa bhanera bujhauxa

Motivators

 Motivators bhaneko factors related to nature of the work ho. Yo factor haru present
huda job satisfaction ra motivation badhxa

Satisfiers (Motivators)

 Performance and achievement

 Recognition
 Job Status
 Responsibility
 Opportunities for achievement
  Personal growth
 The work itself

Hygiene Factors

 Hygiene factors bahneko job bhanda extrinsic ra work environment sanga related
factor ho

Dissatisfiers (Hygiene Factors)

 Salary
 Working Conditions
 Physical Workspace
 Relationship with Colleagues
 Relationship with supervisor
 Quality of supervisor
 Policies and rules

McGregor’s Theory X and Theory Y

Theory X and Theory Y bhaneko duita contrasting models ho for workforce motivation and
management styles.

Theory X assumes pessimistic view of emplyees whereas Theory Y is more focused on

optimistic view.

Covey’s Time Management Matrix

Covey’s Time Management matrix bhaneko euta framework ho jasle kunai pani kaam lai
four ota quadrant ma badxa according to kaam ko urgency.

 Quadrant I – Urgent and Important

 Quadrant II – Not Urgent but Important
 Quadrant III – Urgent but not important
 Quadrant IV – Not urgent and Not important
Covey’s 7 Habits of Highly Effective People
 Be Proactive
 Begin with the end in mind
 Put first things first
 Think win-win
 Seek first to understand
 Synergise
 Sharpen the saw

Most Important

Go through the slide of SPPM on BREO of Week 8 and 9 to complete your preparation