Agile Ways of Working

https://www.linkedin.com/learning/cert-prep-scrum-master/scrum-foundation?

Just enough, just in time

Instead of Project budgeting at the start of a waterfall project, some agile team adopt team-funded approach: every 3 months, show MVPs which justify the team's continued existence

Epic/Story format: As a <user/persona> I want <feature> so that <reason>

Epic looks at the transaction to be improved, while Stories looks at the different aspects needed to deliver the Epic

• Planning
• Standup
• Backlog Review
• Review/Demo
• Retro

Sprint Planning: https://youtu.be/2A9rkiIcnVI

• Sprint Goal
• Definition of Ready
• User stories relation with other stories
• Prioritised

Daily Stand-up

• 10 mins: Extended discussions can be taken offline in Meet-After
• What was accomplished yesterday, Plans for today and Impediments

Backlog Refinement

• Backlog includes stories further down the list
• Make each story Definition of Ready
• Assign Level of Complexity (No. of Story Points)
• Optional timing: sometimes neglected. Sandeep: sometime in latter half of sprint, before demo. Helps PO get prioritisation ready for next Sprint Planning

Sprint demos/reviews

• Conclusion of sprint
• Key to Feedback iterations
• liaison between team and stakeholders
• prepare team for demo, expected questions, points to highlight

Sprint retrospective

• PO is optional. concern that PO may inhibit discussions
• What went well last sprint
• What improvements
• Define, Discover, Determine, Diagnose, Drive

Alignment vs Autonomy

• Leaders need to provide vision
• Transparent

How to conduct stand-up meetings: https://www.youtube.com/watch?v=YBKuYzqvZmI

How to conduct retrospective meetings: https://www.youtube.com/watch?v=GjzdG0G5SI8 Agile Retrospectives - Making good teams great: Esther Derby and Diana Larsen

XP is the discipline that Scrum forgot: Scrum states the What that needs to be done. But XP the How developers/programmers go about delivering

Continuous Integration: https://www.youtube.com/watch?v=fuPFz5deXOw

• PBP: Payback period
• ROI
• NPV: need discount rate
• IRR

Risk/Value: Comparing between high-value features, do the riskier ones first to have more time/runway to deal with unexpected issues

Kano model: Customer satisfaction vs Degree of implementation (How much of feature/project has been completed)

• Mandatory
• Utility
• Exciters/Delighters

Karl Weigers Relative Weights Method: Priority defined by

• Value: Benefits - Penalty of not having the feature
• Risk
• Cost

Story points

• Team agree on estimating size (Fibonacci numbers), by comparing previously completed effort/projects
• Story point estimation encapsulates difficulty, complexity, risk,

Article: A fairly thorough guide to understanding Velocity vs. Capacity https://shortcut.com/blog/understanding-velocity-vs-capacity

Affinity estimation: https://www.planningpoker.com/

• PO explains story to team and answer questions
• Every team member chooses a Fibonacci numbered card corresponding to estimation
• After all questions answered, everybody show their card at the same time
• Where there are differences, they are discussed until consensus is arrived
• Not showing cards earlier reduces cajoling and swaying others

Dealing with Risk:

• Avoid
• Mitigate
• Transfer
• Accept

Rolling Agile contracts

Whirlwind tour of Agile/Scrum terminologies: https://www.youtube.com/watch?v=Q5k7a9YEoUI

Scrum model

• ADAPT: Awareness, Desire, Ability, Promote, and Transfer.

User stories:

• Independent
• Negotiable
• Valuable
• Estimable
• Small
• Testable

MMF: Minimally Marketable Functionality

MVP: Minimum Viable Product

MMR

MBI

• Product. I'm using this term loosely to mean a product, a service, a combination of the two, or a new “big feature” of an existing product. I personally prefer the term offering, but product is the popular term.
• Minimum Viable Product (MVP). An MVP is an investment in learning, an experiment where your goal is to explore what a potential customer wants. To run this experiment you'll create a version of a product via the least effort possible so as to be used for validated learning about your potential customers. MVPs are experiments to explore a hypothesis about what your customers really want. They aren't to the “real” running version of your end product because they aren't at the level of quality or scale that you would produce for the end product. Having said that, I have seen MVPs evolve into a real product, or more accurately a real MBI, but more often than not they evolve into something more along the lines of a prototype (which is fine because they're an investment in learning and were never meant to be the real thing). A team typically runs the experiment with a subset of your potential customers to test a new idea, to collect data about it, and thereby discover customers are actually interested in. Note that the term MVP was coined by Frank Robinson at SyncDev in 2001 and popularized by Eric Ries in his book Lean Startup in 2011.
• Minimum business increment (MBI). An MBI is the smallest piece of value that can be realized by a customer (internal or external) that is consistent with the strategy of your organization. An MBI adds value for your customers and leads to valuable feedback to the product team that the right functionality is being built and is being built in the right way. An MBI is a solution that contains all of the pieces that are required for value realization by customers. An MBI, when it is done right, is both an MMF and an MMR. Note that the term MBI was coined by Al Shalloway.
• Minimum Marketable Feature (MMF). An MMF is the smallest piece of functionality that can be delivered that has value to its customers, and thereby value to your organization. An MMF is a part of an MMR. The term MMF was first proposed by Denne and Cleland-Huang.
• Minimum Marketable Release (MMR). Successful products are deployed incrementally into the marketplace over time, each “major” deployment being referred to as a release. An MMR is the release of a product that has the smallest possible feature set that addresses the current new needs of your customers. MMRs are used to reduce the time-to-market between releases by reducing the coherent feature set of each release to the smallest increment that offers new value to customers. An MMR is one or more MBIs (ideally it is one).

https://www.youtube.com/watch?v=3kX7fgT8jUk

Application of Agile in a hospital: https://www.youtube.com/watch?v=33fniEHo91M

Key features of Project Management

• New and novel endeavour
• Has a planned completion date

7-minute cleaning on Shinkansen: https://www.youtube.com/watch?v=JWuT_yeQ0PY&t=85s

Definition of Programme Management

• group of related projects
• managed coordinated way
• benefits accrue by managing the projects together as a programme

PRINCE2:

• Output: focus of Projects
• Outcome: focus of Programmes
• Benefits: focus of Programmes

Definition of Portfolio Management

• identify, prioritise projects/programmes
• achieve strategic business objectives

Iron Triangle (Scope, Cost, Time) is now a Pentagon (Scope, Cost, Time, Quality and Risk)

Directing, Controlling, Supporting PMO Passive, Activist, Accountable PMO

Types of organisations:

• Functional
• Projectised
• Matrix: mix of Functional and Projectised

Other People's Money: https://www.youtube.com/watch?v=xJRhrow3Jws&t=9s https://www.youtube.com/watch?v=62kxPyNZF3Q&t=39s

Critical Path

= Critical Chain: also considers resource availability/dependency

Project Libre PM software

• https://sourceforge.net/projects/projectlibre/

Earned Value Management

• developed by Ericsson