MR. EDWIN S.

DE GUZMAN, MSIT
MANILA, PHILIPPINES
 Describe what project management is and discuss
key elements of the project management
framework
 Discuss how project management relates to other
disciplines
 Define Waterfall Model
 Define SCRUM
 Define SCRUM Theory, Values, Team and Events.
 Discuss AGILE.
 Discuss the Proof of AGILE
 Evolution of AGILE
Project management is “the
application of knowledge, skills, tools,
and techniques to project activities in
order to meet project requirements
is a critical practice that applies knowledge of process,
skills, tools, deliverables, and techniques to project
activities to ensure a solid path to project success by
meeting goals and requirements.

Initiate Planning Executing Implementation Closing

 is a breakdown of project activities
into linear sequential phases, where
each phase depends on the
deliverables of the previous one
and corresponds to a specialization
of tasks.
Valuable Sprints & Dispelled Myths
Agile Basics
Agile was codified in 2001 at the
Snowbird Resort by 17 practitioners of
Iterative Development. The Agile
Manifesto was written by XP, DSDM, and
Scrum practitioners stating
“...while there is value in items on the right, we
value items on the left more…”

• Individuals and Interactions over processes and tools

• Working Software over comprehensive documentation
• Customer Collaboration over contract negotiation
• Responding to Change over following a plan
Slide 9
Agile is a Project Management Methodology we can defined as
having:
- Shared Vision Robust to Change (can vary tech scope)
- Whole Teams (customer + a cross-functional team)
- Incremental Delivery (learn by doing using small “Sprints”)
- Continuous Integration & Testing (teams test increments early often)
Scrum, SAFe, Disciplined, Kanban - these are Frameworks
which offer a structure for conducting Agile projects.
Slide
11
• Clarence Leonard “Kelly” Johnson, Lockheed Martin
Engineer in WWII.
• In 1943, tasked with extending range of fighter jets
• He and his team colocated in a tent because
they needed the space…
• Program was called “Skunk Works”

Designed and built the first jet-fighter, “P-80 Shooting Star,”

in just 143 days
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• Improving quality decreases costs

• Must continuously improve (systems and people)
• Key is pride of workmanship, cross-functional teams, and trust
• Plan – Do – Check – Act (PDCA)
Proof it works: turned around Ford Motors in 1986 from $B losses to first
profits in years Slide
13
 Scrum is a lightweight framework that helps people,
teams and organizations generate value through
adaptive solutions for complex problems.
 In a nutshell, Scrum requires a Scrum Master to foster an
environment where:
1. A Product Owner orders the work for a complex problem into a
Product Backlog.
2. The Scrum Team turns a selection of the work into an Increment of
value during a Sprint.
3. The Scrum Team and its stakeholders inspect the results and adjust
for the next Sprint.
4. Repeat
Scrum is founded on empiricism and lean
thinking.
Scrum employs an iterative, incremental
approach to optimize predictability and to
control risk.
Scrum combines four formal events for
inspection and adaptation within a containing
event, the Sprint.
 Scrum combines four formal events for inspection
and adaptation within a containing event, the Sprint.
 The Scrum artifacts and the progress toward agreed
goals must be inspected frequently and diligently
to detect potentially undesirable variances or
problems.
 If any aspects of a process deviate outside acceptable
limits or if the resulting product is unacceptable, the
process being applied or the materials being produced
must be adjusted.
 Successful use of Scrum depends on people becoming more
proficient in living five values:

COMMITMENT, FOCUS, OPENNESS, RESPECT, & COURAGE

  The fundamental unit of Scrum is a small team of people, a Scrum Team.

PRODUCT OWNER SCRUM MASTER DEVELOPERS

The Product Owner is
accountable for maximizing the
value of the product resulting
from the work of the Scrum
Team.
 BACKLOG MANAGEMENT
 PRODUCT GOAL
 NEW BACKLOG ITEM
 TRANSPARENCY OF BACKLOG
 Developers are the people in the Scrum Team that
are committed to creating any aspect of a usable
Increment each Sprint.
 The specific skills needed by the Developers are often broad and will vary with the
domain of work. However, the Developers are always accountable for:

 ● Creating a plan for the Sprint, the Sprint Backlog;

 ● Instilling quality by adhering to a Definition of Done;
 ● Adapting their plan each day toward the Sprint Goal; and,
 ● Holding each other accountable as professionals
 The Scrum Master is accountable for the Scrum Team’s
effectiveness. They do this by enabling the Scrum Team to
improve its practices, within the Scrum framework
 The Scrum Master serves the Product Owner in several
ways, including

● Helping find techniques for effective Product Goal definition and Product
Backlog management;
● Helping the Scrum Team understand the need for clear and concise
Product Backlog items;
● Helping establish empirical product planning for a complex
environment; and,
● Facilitating stakeholder collaboration as requested or needed.
 The Scrum Master serves the Scrum Team in several ways,
including:
● Coaching the team members in self-management and cross-
functionality;
● Helping the Scrum Team focus on creating high-value
Increments that meet the Definition of Done;
● Causing the removal of impediments to the Scrum Team’s
progress; and,
● Ensuring that all Scrum events take place and are positive,
productive, and kept within the timebox.
Sprints are the heartbeat of Scrum,
where ideas are turned into value.
 They are fixed length events of one
month or less to create consistency. A
new Sprint starts immediately after
the conclusion of the previous Sprint.
All the work necessary to achieve the Product
Goal, including Sprint Planning, Daily Scrums,
Sprint Review, and Sprint Retrospective, happen
within Sprints. During the Sprint:
● No changes are made that would endanger the
Sprint Goal;
● Quality does not decrease;
● The Product Backlog is refined as needed; and,
● Scope may be clarified and renegotiated with the
Product Owner as more is learned.
Sprint Planning initiates the Sprint by laying
out the work to be performed for the Sprint.
This resulting plan is created by the
collaborative work of the entire Scrum Team
Sprint Planning initiates the Sprint by laying
out the work to be performed for the Sprint.
This resulting plan is created by the
collaborative work of the entire Scrum Team
The purpose of the Daily Scrum is to inspect
progress toward the Sprint Goal and adapt the
Sprint Backlog as necessary, adjusting the
upcoming planned work.
The Daily Scrum is a 15-minute event for the
Developers of the Scrum Team. To reduce
complexity, it is held at the same time and
place every working day of the Sprint. If the
Product Owner or Scrum Master are actively
working on items in the Sprint Backlog, they
participate as Developers.
The purpose of the Sprint Review is to inspect
the outcome of the Sprint and determine future
adaptations. The Scrum Team presents the
results of their work to key stakeholders and
progress toward the Product Goal is discussed.
The purpose of the Sprint Review is to inspect
the outcome of the Sprint and determine future
adaptations. The Scrum Team presents the
results of their work to key stakeholders and
progress toward the Product Goal is discussed.
 The Sprint Review is a working session and the
Scrum Team should avoid limiting it to a
presentation.
 he Sprint Review is the second to last event of the
Sprint and is timeboxed to a maximum of four hours
for a one-month Sprint. For shorter Sprints, the
event is usually shorter
 The purpose of the Sprint Retrospective is to plan
ways to increase quality and effectiveness.
 Scrum’s artifacts represent work or value. They are
designed to maximize transparency of key
information. Thus, everyone inspecting them has the
same basis for adaptation.
 The Product Backlog is an emergent, ordered list of
what is needed to improve the product. It is the
single source of work undertaken by the Scrum
Team.
 The Product Goal describes a future state of the
product which can serve as a target for the Scrum
Team to plan against. The Product Goal is in the
Product Backlog. The rest of the Product Backlog
emerges to define “what” will fulfill the Product
Goal.
 The Sprint Backlog is composed of the Sprint Goal
(why), the set of Product Backlog items selected for
the Sprint (what), as well as an actionable plan for
delivering the Increment (how).
 The Sprint Goal is the single objective for the
Sprint. Although the Sprint Goal is a commitment by
the Developers, it provides flexibility in terms of the
exact work needed to achieve it. The Sprint Goal
also creates coherence and focus, encouraging the
Scrum Team to work together rather than on
separate initiatives.
An Increment is a concrete stepping
stone toward the Product Goal.
The Definition of Done is a formal
description of the state of the Increment
when it meets the quality measures
required for the product.
 The Definition of Done creates transparency by providing
everyone a shared understanding of what work was
completed as part of the Increment. If a Product Backlog
item does not meet the Definition of Done, it cannot be
released or even presented at the Sprint Review. Instead, it
returns to the Product Backlog for future consideration.
 The Definition of Done creates transparency by providing
everyone a shared understanding of what work was
completed as part of the Increment. If a Product Backlog
item does not meet the Definition of Done, it cannot be
released or even presented at the Sprint Review. Instead, it
returns to the Product Backlog for future consideration.
• Only 47% of projects use Predictive / Traditional approaches
• About half of all projects are now Agile
DISTRIBUTION OF PM METHODS
Other
7%

Agile
23% Predictive
47%

HybridAgile
23%
https://www.youtube.com/watch?v=ICeVs6dKf74

Slide 51
 Why Projects Fail
Change in the organization's priorities

Change in project objectives

Inaccurate requirements gathering

Opportunities and risks were not defined

Inadequate, poor communication

Inadequate vision or goal

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Doesn’t this look like a problem Agile could solve?

Slide 52
Each Scaling Framework has:
• Scrum
Scrum Master
• Scrum Roles

Agile Scaling Frameworks Differs on:

• How to manage “Support Teams” Development
• How to make an organization Agile. Owner https://pxhere.com/en/photo/1444293
Team Member

Simplest Scaling Frameworks:

• Scrum of Scrums
• Hybrid Methodology
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Slide 53
How does it work?
• Teams send representatives or leaders to
meet and “Scrum”
• Like a Daily Stand Up, can be longer and
less frequent https://www.youtube.com/watch?v=xH-o9iTcWNQ

Originally this was proposed by Jeff Sutherland, "Agile

• Coordination among teams Can Scale: Inventing and reinventing SCRUM in Five
Companies" - Jeff Sutherland, Cutter IT Journal, 2001
Why do it?
• Address team dependencies
• Address shared resources Saab Gripen Fighter

• Coordinate product launches https://en.wikipedia.org/wiki/Saab_JAS_39_Gripen

• Share insights on shared goals Teams on the Gripen report out over 500 people in
an organization in less than 90 minutes!
Slide 54
 Requirements Design Implementation Test

PRR RRR DRR IRR ORR

Hybrid Model
How does it work?
• Traditional controls
• Stage-gates are kept in place
• Rapidly iterate between gates
• Requirements are Use Stories

Why do it?
Reason Agile Fails Share
• Traditional Management Organizational culture at odds with agile values 53%
• Development gets “Agile” General organizational resistance to change 46%
• Can still be Iterative Inadequate management support 42%

• 3rd Party Verification Lack of skills/experience with agile methods 41%

Slide 55
1. Does the SCRUM approach is very relevant? Why?
2. Is SCRUM applicable to my current job or office? Support
your answer.