Overall SW Project

08.09.2015

Sten

Content

10.9.2015 2

• What is project?

• From Strategy

• Project culture

• Overall Project – Big Picture

• Project phases and milestones

• Most common problems in projects

• Project work – key issues

• Project versions

• Project selection topics

• Project preparation and Starting

• Things might go wrong…

• Back to common problems

• Why projects fail?

• Right scope for project

• Project targets & results

• Containment of Project targets & results

• Create clear picture of the project

• Stakeholders

• Project Manager’s competence

• Subcontractors in projects

• Why we need partners & subcontractors?

• Business choices with 3rd party

• Project Planning

• Project communication

• What is project plan?

• Challenges in project planning

• Typical project roles

• Dimensions of PM role

• Dimensions of Team member role

• Baseline for selecting team members

• Efficient Project team

• Breakdown of project

• Limiting a project

• Estimating a workload

• Planning project schedule

• Dependencies

• Risks

• Most common risks

• First rule of Project management

• Project Implementation

• Development of project team

• Big picture of controlling project

• Steering and control of the project

• Project reporting

• Project meetings

• Project changes

• Project finalysing

• Delivering project results

• Project benefits

• Project ending

• Criterias of succeed project

• Why/How project will be evaluated?

• Customer project – Course implementation

What is project?

10.9.2015 3

A project is

a pre-determined goal-oriented, complex and interlinked missions

formed time, cost and scope capped unique entity.

A project goal is the future of space in which the project

be carried out to. Project result is a wanted change, which produce

agreed/wanted benefit(s).

Project through a focus on

• People

• Product

• The process

• Project Self

From Strategy

10.9.2015 4

Company

Strategy

Projects

Implementation

• Competent project management and leadership is glue

between company vision, strategy and implementation work.

Project culture

10.9.2015 5

• Project culture

• Operational mode, experience, competence and style

how projects are implemented

• What kind of condition organization gives for project

work efficiency and productivity.

• With development of project culture company tries to

improve

• productivity and

• capability to work efficiently and foreseeably and

• customer satisfaction

• Development of project culture also assists control and

speed of change management

• Project culture in practise is

• Doing right things (strategy/targets)

• Doing things right (operation mode)

• Controlled way of doing

• Can be totally different in many companies

Overall Project – Big Picture

10.9.2015 6

Project

Preparation

Project

Planning

Project

Implemen-

tation

Project

Finalysing

• Targeting

• Scoping

• Contracting • Resourcing

• Scheduling

• Priorization • Programming

• Testing

• Reviewing • Integrating

• Delivering

• Ending

3 main issues / phase

Project phases and milestones

10.9.2015 7

Prepa

ration Planni

ng Implementation Ending

Concept

freeze

Content

freeze

G0 G1 G2 G3 G4 G5 G6

G0 Idea created

G1 Project description done & approved

G2 Project plan done & approved

G3-4 Subtargets achieved

G5 Project result implemented. No more changes

G6 Project results approved G=Gate

Most common promlems in

projects

10.9.2015 Prof. Gunnar Selin 8

• 33% Management & organizational problems

• 21% Imprecise targets

• 15% Project control problems

• 11% Personel problems

• 4% Technology related

• 4% Supplier related

• 12% Other reasons

People

management

and motivation

Project work – Key issues

10.9.2015 9

Project versions

10.9.2015 10

Based on needed and selected processes & methods

• Light version

• E.g. ready made document templates

• Middle version

• E.g. light guidance + document templates

• E.g. Tie-Proj

• Heavy version

• E.g. project handbook (by the book)

• E.g. own document templates, etc

Project selection steps

(for organization)

10.9.2015 11

1. Idea is clear

• Preliminary description of project

2. Evaluation of benefits

• Preliminary profit calculations

• Preliminary resource plan

• Premilinary schedule plan

• Preliminary project plan

• New evaluation for benefits

3. Priorization & setting up a project

• Priorization based on available

resources

Project preparation & starting

10.9.2015 12

• Evaluate project benefits and costs

• Ensure selection of right projects

• Make project target very clear and communicate it (to ensure

same terminology)

• Preliminaty estimation of biggest risks

• Analyze project environment and stakeholders

• Ensure commitment and support of company management &

organization

• Prepare and collect information for project planning (next phase)

Things might go wrong, but where are

the problems ?

10.9.2015 13

Work

load

Deadline

Time

Implementation

Planning Preparation

10.9.2015 14

Back to - Most common

promlems in projects

• 33% Management & organizational problems

• 21% Imprecise targets

• 15% Project control problems

• 11% Personel problems

• 4% Technology related

• 4% Supplier related

• 12% Other reasons

Imprecise

targets &

reqs

Why projects fail ?

10.9.2015 15

1. Not much planning or not at all

2. Targets have not been set or those are uncertain

3. Targets against resources are unrealistic

4. Targets against schedule changes are unrealistic

5. Project mgmt don’t have chance to influence for contitions of success

6. Project organization is not clear

7. Steering group is missing or not functioning

8. Project control is missing or problems have not been solved early

enough

9. Lack of communication

Right scope for project

10.9.2015 16

• Collaboration: customer / end-user

• Understanding of needs and expectations

• Classification and priorization of requirements

• Flexibility and realism

Project targets and definition of

results

10.9.2015 17

• Project target and result needs to be SMART

• Specific (täsmällinen)

• Measurable (mitattava)

• Attainable (saavuttevissa oleva)

• Realistic (realistinen)

• Time-limited (aikaan sidottu)

• It might be useful to use iterative way of working in

preparation and to clear project target(s).

• ”You can not expect people to succeed and committed in

project, where they don’t know what are expected from

them.”

Containment of project target

and results

10.9.2015 18

idea

Agreement /

baseline

Customer

expectations,

hopes,

requirements,

needs

Create clear big picture of

project (e.g. project calendar)

10.9.2015 19

Wk

X1

Wk

X1+1

Wk

X1+2

How?

When?

And remember clear

and adequate

communication !

Stakeholders

10.9.2015 20

Stakeholder group = Interest group

• Project needs to know, with whom it need to have interaction and

what kind of interactions those are.

• More we know about our stakeholders, more efficient we can work

in the project

• Staholder analysis is tool for that, interaction with different

stakeholders is working as planned.

Expectations, needs and investments of stakeholders are find out

Responsible persons(s) has been nominated

Stakeholder contact has been created

• Stakeholders can be e.g. customer, enduser, top mgmt,

goverment (laws), partners, subcontrcators, competitors, etc

Project Manager’s competence

10.9.2015 21

• Needed leadership will be emphasiced different

way in different phase of the project

• Leading content creation

• Leading project framework (processes etc)

• Leading people

• Leading change

Subcontractors in projects

(Simple contrcat model)

10.9.2015 22

Customer

(Inside or

outside)

Company

Project

supplier

Subcontrcator

Stakeholder

Third party

Seller ot Buyer

Why we need business partners or

subcontrcators?

10.9.2015 23

• Special competence

• Focusing to core competence, other functions can be

outsourced

• Availability of needed products and components

• Cost savings

• Availability of resources

• Division of product development and solutions

• Sharing risks

Business choices with 3rd party

10.9.2015 24

• Buy whole product or service from 3rd party

• Sell or give your own competence to 3rd party to succeed in project

result

• Take 3rd party inside your company as a specialist – buy only needed

competence

• Make customer agreement, where customer shares business risk with

3rd party

• Take 3rd party as partner to your project

Project planning

10.9.2015 25

Setting to the right level

• What is starting point ?

• What are the opportunities and threats ?

Project environment

• Stakeholders and requirements

• End result and it’s parts

Dividing work to tasks

• What need to be done that results are achieved ?

Who is doing the work ?

• Roles and responsibilities

Project communication

10.9.2015 26

• Communication needs to be planned

• With communication you can decrease resitance for change

• Project Manager is key person in communication

• Based on information sharing in agreed reports and documents

• Informal communication cannot be overtaken, but only coffee

room discussions is not the right way to do it (needs facts)

• What? Who? Whom? How? When? Why?

• Pitfalls: • Communication done when all details are know (too late)

• No planning for content or channel of communication

• No communication to customer about problems and delays

• Communication only for those to be involved, nobody else

• Communication only in massive channels e.g. intranet

• Communication done only once with only one channel

• Don’t ensure arrival of the message

What is project plan ?

10.9.2015 27

• Clear picture of project’s (maybe fine-tuned during the project)

• Meaning

• Targets

• Tasks

• Schedule

• Costs

• Implementation methods

• Risks

• Project plan is base of implementation of project. It is created based on

project needs (customer, stakeholders,etc). It is part of project

communication

• Project plan is description about what is the result of the project and how

that is going to be achieved

• Project Plan needs to answer following questions:

• What ? Why ?

• Who? When ?

• How? With what?

Will be updated

during the

project

Challenges in project planning

10.9.2015 28

• Experience needed, but there not always is

• Tight schedule from beginning, planning done poorly

• No common ways of working – not understanding each other,

cannot use given tools

• Lack of resources, not enough competence and skills in project

group

• New project group, new organization, new stakeholders

• New technology, methods and processes, new business area

Planning is the most crucial phase, it determines to great

extent the success of the whole project

Typical project roles

10.9.2015 29

Company management board

• Project portfolio responsibility

• Following situation of project portfolio as part of board mgmt work

Project owner, sponsor

• Project owner is member of managent board and often chairman of steering group

• Support and control project manager in project success

Project steering group

• Steering group act as government of project

• Controls project’s budget, schedule and achievement of results

Project manager

• Responsibility of project implementation as planned

• Reporting to steering group

Product Owner

• Responsible of product, requirements

• Responsible for priorization of product backlog

Project group

• Project group consist of people who are responsible their own area of expertice

• Reporting to Project manager

Dimensions of project manager role

10.9.2015 30

Project

Manager

role

Look up Ensure that

management is

engaged

Look out Ensure that project

reflects customers,

endusers, etc

expectations

Look forward Plan & ensure that

project project

group sets realistic

targets and have

resources to

achieves those

Look down Lead the team.

Maximize team’s

performance

through individuls.

Look inside Lead yourself by

evaluating your work.

Make sure that your

contribution gives

added value to project.

Look back Follow progress with

relevant tools and so

ensure that project will

achieves targets and

team is learning from

mistakes.

Dimensions of project manager role

10.9.2015 31

Project team

member role

Look up Ensure that Porject

manager supports

your work.

Look out Ensure that your

work results are

following the plan

(time spend,

results, quality)

Look forward Plan & ensure that

you have realistic

targets and you

will have needed

resources to

achieve those

Look around Try to improve

your team’s

performance by

supporting others.

Look inside Lead yourself by

evaluating your work.

Make sure that your

contribution gives

added value to project.

Look back Follow your progress

with agreed tools and

ensure that you will

achieve your individual

targets and you are

learning from your

mistakes.

Baselines for selecting project

team members

10.9.2015 32

FIve baselines for project resourcing:

1. Top talents vs common expertice

2. Suitability of work & tasks

3. Team’s balance & ”chemistry”

4. Individual development and career

opportunities

5. Eliminate individuals who don’t fit to the team

already beforehand

Efficient project team

10.9.2015 33

• Project team members have right competencies

• About project work, methods, models, documents, etc

• About substance of project content

• Project members build efficient team from project implementation point of

view

• Different roles

• Members can take those roles

• Agreed ”playing rules”

• Work distribution

• Communication

• Managemnet of conflict situations, etc

• Concept of ideal project team

• One coordinator

• One idea creator

• One reviewer

• At least one implementor, teamplayer, opportunity searcher or polisher

• Experts when needed

• Vs, agile teams

Breakdown of project

10.9.2015 34

• Product breakdown structure, PBS (breakdown of results)

• Work breakdown structure, WBS (breaking work to tasks)

• Results of breakdown is workpacket

• Understanding and commitment to the work to be done

• Benefits:

• Shaping of result

• Shaping of tasks

• Understanding own role

• Making work visible

• Accuracy to schedule, costs and correlations improves

• Making estimations easier

Limiting a project

10.9.2015 35

• Limiting is part of controlling risks

• Removed things can be implemented as

separate project

• Limiting is quite often hard to implement –

needs both experience and expertice

• Different kind of checking lists are useful

• Priorization is one tool here

Estimating workload

10.9.2015 36

• Needs to pay attention to

• End result: size and complexibility

• Team member’s experince, creativity and work ethic

• Project environment

• Shared resources, vacations

• Tools and methods

• Estimation needs to be corrected and sharpen contineously

• Collecting data of already implemented tasks, new estimations

• Estimating methods

• Capacity based estimation & allocation

• ”Work spend the reserved time, quality and quantity reflects” (Parkinson’s

law)

• Experience (”mutu”, I feel that…,) estimation made by an expert

• Thumb rules based on measurements (mathematic models, SW, etc)

• Reasons for wrong estimations

• Overoptimism (ethic, competence, working time, availability)

• Plan made with leeways

• Unclear targets or tasks

• etc

Planning project schedule

10.9.2015 37

• Big picture outlined – part results, phases, sprints

• Common level schedule

• Big working tasks distributed

• Tasklists (result of WBS)

• Estimation for different tasks

• Total workload – resource needs for different phases

• Clarified dependencies between tasks

• Function network

• Critical path

• Resource allocation

• Finding leeways

• Drawing the schedule (e.g. Gantt model)

• Experts and participants reserv times to their calendars

• Contolling own work schedule

Dependencies

10.9.2015 38

• Finding

• Where to start and what’s done first?

• Requiremets of other tasks to start (time, money,

resources)

• Planning dependencies is planning the procedure of project

or planning next sprint

• Types

• Logical – certain procedure

• Multiplex – starting depends on other task’s certain phase

• Resource – same resources

• Calendar – certain point in calendar

• No direct or natural dependendy

Risks

10.9.2015 39

• What is risk ?

• Possibility for unfavorable happening

• Vs. problem

• Making risk analysis

• Analyze possible risks

• Indentify risk’s impact & significance

• Categorize them

• Management of risks

• Identification of risk operators

• Evaluation of risk impacts

• Planning and implementation of preventive and corrective activities

• You need to be proactive with risks !

• Actions with risks

• Removing risk

• Reducing risk – probability and effect

• Transfering and sharing

• Taking a risk – acceptance and clear decision

• Anticipation – backup plans

You should

always have

a plan B

Most common risks

10.9.2015 40

• Requirements is not understood

• Usage of new technology

• Requirements are not freezed early enough or not

at all (not in agile)

• Lack of competencies in project team

• Needs of end user is not managed well

• Fail getting end user’s commitment

• Changes in target or tasks

• Insufficient or unsuitable resourcing

• Lack of top management commitment

• Lack of communication

• Etc…

First rule of project management

10.9.2015 41

The first rule of project

management is that the people

who must do the work should

help plan it!

To create the commitment

Building blocks of commitment are

• Given responsibility (”I take care that this succeed”)

• Given authority (possibility to influence)

• Initiative (activity)

Project implementation -

Development of project team

10.9.2015 42

• Forming

• Team members are quite dependent on leaders

• Acting is careful and formal

• Looking my place in the team

• Storming

• Members are against leader or given mission/tasks

• Testing leader and other team members

• Conflicts and internal fights

• Norming

• Starting to approve other’s roles

• Teamspirit starts to develop

• Clearness of playing rules

• Permorming

• Productive, efficient and creative team

• Working to common targets

• Clear commitment to given tasks

Adapted from

Tuckman 1965

Big picture of controlling project

10.9.2015 43

Project portfolio control

• Priorization of all projects

• Resource coordination

• Total cost and risks

Project control outside

• Progression control

• Resource and money spending control

• Content control

• Quality of results

Project control inside

• Explicit planning

• Work to tasks

• Performance control

• Reporting

• Performance & results

processing in group

Top management

Steering group

Project manager

Project group

Steering and control of project

10.9.2015 44

1. Project kick-off meeting

2. Project meetings

3. Reporting

4. Communication and daily leadership

5. Management of change

6. Maintaining project team, working

together and relationships between

people

Project reporting

10.9.2015 45

• Reporting to different organization layers

• Reporting to different stakeholders

• Efficient reporting

• Notice to deviation – baseline is project plan

• Supports to achieve targets and corrective actions

• Content:

• Project status

• Changes to earlier report

• Implemented work

• Planned work

• Estimation about work done/not done

• Estimation about remining workload

• Needed decisions

• Updated risk status

• Traffic lights (project result, resources, schedule)

Project meetings

10.9.2015 46

• Very often used – but also expensive – need needs to be evaluate

every time (vs. scrum daily meeting)

• Meetings needs to be effective

• Good preparing & agreed playing rules

• All relevant meetings are described and name given

• And memo created

• Project can have e.g.

• Customer meetings

• Steering meetings

• Project team meetings

• Working group meetings

• Subcontractor/supplier meetings

• Review meetings

• Daily stand-up meetings

• Demo meetings

• Planning meetings, etc

Project changes

10.9.2015 47

Need

for

change

Request

for

change

Analyzation

of impacts

Decision

Change or

not

Implementation

of change,

communication

Benefits:

• Doing only what is planned to do

• Protects project against unnecessary changes

• Improves quality of made decisions by taking care that all

necessary parties are involved

• Improves and increase visibility of needed changes

• Prevents project scope to expand

Fundamental here is that have knowledge and courage to separate

changes to those where you can make decisions by yourself and

those you can not.

• Vs. changes in agile / scrum development

Project Finalysing –

Delivering project results

10.9.2015 48

• Project results will be delivered based on project plan all at once or in stages

• Delivery can be included to the project or having a separate project

• Quite often project includes pilot, where result is tested in real environment with

real end-users

• Delivering of project result is always a critical phase of the project needs to

be planned carefully

• Ways of delivery / deployment

• ”Big Bang”

• All at once

• ” Step by step”

• Delivery in stages, e.g. application by application

• ”Roll-out”

• Making test/working environment for one office/site first and then

repeat it to others

• Way of delivery / deployment will be effected by

• Criticalness and wideness of SW

• Size of organization and georaphical wideness

• Resources

• Traditional delivery vs. Agile demos, more step by step approach

Project benefits

10.9.2015 49

€ /

Cumul

Time

Costs

Delivery /

deployment

Ramp-up

phase

Ending the

project

Benefits

How is it in

Agile project?

Project ending

10.9.2015 50

• Needs to ensure that in ending of the project utilization of results starts as

planned (ramp-up)

• Move responsibility to customer or maintenance organization often

needs workhours as well

• Use of checking lists are useful

• When all tasks of project has been implemented, ready and approved

project is in the end

• Learnings of project implemented need to understand and shared (Lessons

learned)

• Project final report is one of the final tasks

• In the project final report

• It is important to evaluate key learning and follow-up actions

• There is quite often project final meeting where final report is gone

trough

• Meaning of the final meeting is to communicate participants how

project actualized

Criterias of successful project 1/2

10.9.2015 51

1. Well planned and prepared

• Target group/customer(s) and their needs identified and noticed

• Realistic qualitative and quantitative goals & targets

• Functional project plan and schedule

• Appropriate resourcing (people, finance, premises, etc)

• Implementation risks taken into account

• Earlier project results taken into account in planning

2. Well controlled

• Actions done according the schedule

• Set targets achieved (qualitative & quantitative)

• Budget used according the plan

• Project personnel committed and satisfied

• Succeed in co-operation, networking and communication

• Functional reporting, management and follow-up

• Target group / customer(s) captured

Criterias of successful project 2/2

10.9.2015 52

3. Effectiveness and sustainability achieved

• Project results have been useful and have given

added value to customer and to own operation

• Project has been influenced it’s working

environment and solved some problems

• Project has been innovative and created permanent

effects

• Project’s operational model and actions maybe

continues in the own organization.

Why/how project will be evaluated?

10.9.2015 53

1. Achievement of targets

• Has those been realistic?

• Where the targets line with vision & strategy?

• Had the project enough and useful resourcing?

2. Achievement of planned actions

• Are all actions implemented as planned?

• Have those been effective and in line with targets?

• Had project enough expertice available?

3. Results of project measurement

• Have results achieved according to the measurement?

• Any deviations?

4. Realized costs

• Costs vs budget

5. Project effect to own organization

6. Learnings from project

CUSTOMER PROJECT

–

COURSE IMPLEMENTATION

10.9.2015 54

Project – Big Picture

10.9.2015 Harri Sten / Opening slides 55

Project

Preparation

Project

Planning

Project

Implemen-

tation

Project

Finalysing

• Creating groups

• Selecting a

topic

• Contacting to

customer

• Gathering

requirements

• Planning the

project

• Creating a

product

backlog

• Implementing

sprint

backlogs

• Coding &

Testing

• Reviewing

• Integrating

• Delivering

product/results

• Ending the

project

Agile / Scrum

10.9.2015 56

Backlogs

10.9.2015 57

Agile & Processes

10.9.2015 Harri Sten / Opening slides 58

• Here are common sprints & schedule for your project:

2015 2016

Sep Oct Nov Dec Jan Feb

Sprint 0

Sprint 1

Sprint X

Sprint 2 Sprint 3

Sprint 4

Definiton

& reqs

Implementation Phase

QA

phase

Final

Project

start

Planning

ready

Mid-

presentation

Implement

ready

Course

ready Product

ready

We

are

here

* Preferred method, but needs to be evaluated case by case

Sprint plan

10.9.2015 Harri Sten / Opening slides 59

• Number of sprints free to choose – what works best for you and your

customer

• Create sprint backlog for every sprint (no changes during to the sprint)

• Example:

• Sprint 0

• Customer contact, requirements, modeling, product backlog

• Sprint 1-2

• Implementation, update requirements, first features done, some

prototype, Mid-presentation, project plan inspection

• Sprint 3-4-5

• Implementation, code reviews, update regs, Xmas break

• Sprint X

• Final sprint, testing, error correction, preparing delivery

• Sprint x+1

• Final presentations, final customer meetings, demo of complete

product, project ending phase

Schedule – deadlines

10.9.2015 60

25.8 Course starting lecture / mandatory (CEO Harri Sten, CQO Tero Ahtee, TE Matti Vuori)

25.8-4.9. Groups are formed by students

1.9 Lecture 2 / mandatory: Customer pitches. Customers will tell shortly about their topics. (CEO, Customers)

4.9 Deadline: Teams formed and topic picked. Sprint zero begins.

8.9. Lecture 3 / mandatory : Overall SW project & Best project last year (CEO Harri Sten, TBD)

11.9 Deadline: Groups should have had held a kick-off meeting with course staff (PCs & co)

15.9. Lecture 4 / mandatory : Requirements and Customer & legal issues (CQO Tero Ahtee)

22.9. Lecture 5 / mandatory : Roles and responsibilities (CQO Tero Ahtee)

29.9. Lecture 6 / not mandatory : Acute issues / PPlan & Reqs (CQO Tero Ahtee, TE Matti Vuori + PCs)

2.10. Deadline: Absolute deadline for ending sprint zero (project plan, requirements)

6.10. Lecture 7 / not mandatory : Project Management in SWP (CQO Tero Ahtee)

Exam week (12.-18.10.)

20.10. Lecture 8 / not mandatory : UX and UI & Security (TE Thomas Olsson & TE Marko Helenius)

27.10. Lecture 9 / not mandatory : Acute issues / implementation (CQO Tero Ahtee, TE Matti Vuori + PCs)

3.11. Mid-presentations /mandatory : (All)

10.11. Visiting lecture 1 / mandatory : TBD (e.g. customer project related)

17.11. Lecture 10 / not mandatory : QA in SW project (TE Matti Vuori, TE Thomas Olsson)

24.11. Visiting lecture 2 / mandatory : TBD (e.g. Implementation of SWP)

1.12. Lecture 11 / not mandatory : Acute issues. Preparation for Christmas break (CQO Tero Ahtee, TE Matti Vuori + PCs)

11.-15.1. Audit with PCs & support by TE Matti Vuori

12.1. Lecture 12 / not mandatory : Acute issues / Finalysing & Course ending (CQO Tero Ahtee, TE Matti Vuori + PCs)

19.1. Lecture 13 / not mandatory : Entrepreneurship (Jaakko Sairanen)

25.1. Deadline : Product / Project ready (delivery to customer)

26.1. Lecture 14 / not mandatory : Distribution of SWP & Famous IT projects(CEO Harri Sten, CQO Tero Ahtee)

25.-29.1. Product check with PCs & CQO (Demo, test results, etc)

2.2. Deadline: for Project report

5.2. Final presentations (mandatory, whole day event) & evening party (All, possibly at Teekkarisauna)

8.- 19.2. Final meetings: with course staff (assistant and/or someone else) (mandatory)

Sprint zero (0)

10.9.2015 61

1. Establish a kick-off meeting (Project team, Coach + Tensu)

2. Start collecting requirements from customer & other stakeholders

3. Create & agreed product requirements

• Functional reqs

• Non-functional reqs

• UI/UX related reqs

• Document template can be found from web pages (Materials)

• Create priorized product backlog (free template/tool)

4. Start planning of the project

• Identify project targets & needed results

• Plan phases (sprints, etc)

• Plan resourcing (who is doing what)

• Plan schedule (when)

• Plan processes & tools (how)

• Plan Quality Assurance (testing, etc)

• Identify risks (risk plan)

• Create Project plan document (template from web)

5. Start to learn new methods, technologies, tools and environment

6. Deadline to all fo these is 2.10.2015

Sprint 1-N

10.9.2015 62

1. Planning of sprint

• Take as many items (story, feature, issue) from top of product

backlog that you think you can implement during sprint

• Create sprint backlog from those (free template/tool)

• Plan tasks (WBS & effort estimation)

• Who is doing what

• Establish planning meeting

2. Start implementing according the sprint backlog

• Follow the development (e.g. burndownchart)

• Include testing

• Bug fixing (follow-up)

3. Establish Demo for sprint results

• Invite customer & coach to meeting

• Demonstrate what your team has done / not done

• How many known errors / not implemented tasks (backlog item)

• Agreed that implementation is what customer wants

• Review & replan Product backlog if needed

4. Go to the next sprint….

Sprint N+1

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1. No more new implementation

• This is finalysing sprint

• Error correction

2. Requirements verified vs results

• Ensure that all things from product backlog have been

implemented

• And those are as agreed

3. Start to prepare delivery

• Plan delivery

• Create instructions, etc

• Collect all together for delivery

4. Deadline to all this and delivery is 25.1.2016

5. Preparing for final presentation & final meeting

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