Using Agile to move from info centric to user centric
Managing Scope Time Cost And Team In Agile
1. Managing Scope, Time, Cost and Team in Agile
Madhu Expedith
PMP®, CSM, CSQA, ISTQB-CTFL, ITIL v3.0
Principal Consultant, Infosys Limited
2. Agenda
Part 1:
• Responding to change over following a plan
• Overview of Scrum Framework
Part 2:
• Revisit PMBOK Process Groups and Knowledge Areas
• Managing Scope, Time, Cost and Team in Scrum and
alignment with PMBOK
• Q&A Session
Slide 2
3. Responding to change over following a plan
For Discussion:
Can project teams respond to changes in the most efficient manner within
budgeted cost and desired quality?
Slide 3
5. Overview of Scrum Framework – 3-4-3
3 Roles For Discussion:
• Product Owner What are the responsibilities of a traditional
Project Manager?
• ScrumMaster
• Scrum Development Team
4 Ceremonies
• Sprint Planning Meeting
• Daily Scrum / Standup
• Sprint Review Meeting
• Sprint Retrospective
High
3 Artifacts Priority
• Product Backlog
• Release Backlog
• Sprint Backlog Low
Priority
• Sprint Burndown Product Backlog
Slide 5
6. Overview of Scrum Framework – Sprint Planning
• What is a Product Backlog?
• What are User Stories?
As a < role > I want to < action / function > so that I can
<justification / objective>. This story is done when…
< List acceptance criteria >
• Sprint Planning
• 3 Cs: Card, Conversation and Confirmation
• Story Point Estimation
• Sprint Backlog Items broken down into Sprint Tasks
• Team Commitment
• The importance of having a conversation
For Discussion:
Interpret the following statement:
“Mary had a little lamb”
Slide 6
7. Overview of Scrum Framework – Daily Scrum
• Daily Standup
• 15 mins
• Not a Status Meeting
• Team Synchronization
• Best Practice
• What did I do yesterday?
• What am I planning to do today?
• What are my impediments?
• Task Board
Slide 7
8. Overview of Scrum Framework – Sprint Review
• Sprint review
• Demonstrate working
product
• Show and tell
• Mini UAT at the end of
each sprint
• Accept items that are
“done”
• Return incomplete
items to the Product
Backlog
• Velocity
• Running average of
accepted story points
• Fixed Team
• Fixed Sprint Duration
Slide 8
9. Overview of Scrum Framework – Sprint Retrospective
Sprint
Retrospective
• Team
Reflection
• Process
Reflection
• What worked
well
• What did not
work well
• Not a post-
mortem
Slide 9
10. Scope, Time, Cost and Team (Human Resource)
Waterfall Agile
Scope Time Scope Time
Cost Team Cost Team
What is fixed?
11. PMBOK Process Groups and Knowledge Areas
Process Groups Initiating Planning Executing Monitoring & Closing
Knowledge Areas Control
Project Integration
Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource
Management
Project Communications
Management
Project Risk Management
Project Procurement
Management
12. Managing Scope
• Requirements: User Stories
/ Product Backlog Items in
the Product Backlog
• Iterative planning (scope for
the sprint)
• Fixed team that is self-
organizing and cross-
functional
• Scope frozen within the
sprint
• No Change Requests!
Slide 12
13. Managing Time
• Time is fixed – all activities
are time-boxed
• Sprint Planning
• Sprint Backlog Items
broken down into Sprint
Tasks
• Team capacity based
planning
• Release Planning and
Scheduling
Slide 13
15. Managing Team
• Fixed team
• Co-location preferred
• Self-organizing
• Cross-functional
Slide 15
16. The Agile Manifesto and the Principles behind Agile Manifesto
Agile Manifesto Principles behind Agile Manifesto
1. Individuals and 1. Our highest priority is to satisfy the customer through early and
interactions over continuous delivery of valuable software.
processes and tools 2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
2. Working software over 3. Deliver working software frequently, from a couple of weeks to a
comprehensive couple of months, with a preference to the shorter timescale.
documentation 4. Business people and developers must work together daily throughout
the project
3. Customer collaboration 5. Build projects around motivated individuals. Give them the
over contract environment and support they need, and trust them to get the job
negotiation done.
4. Responding to change 6. The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
over following a plan
7. Working software is the primary measure of progress.
That is, while there is value in 8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
the items on the right, we indefinitely.
value the items on the left
more. 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-
organizing teams.
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
Slide 16
