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Overall SW Project
14.09.2016
Sten
Content
15.9.2016 2
• What is project?
• What is Project?
• From Strategy
• Project culture
• Overall Project – Big Picture
• 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?
15.9.2016 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 will
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 Itself
From Strategy
15.9.2016 4
Company
Strategy
Projects
Implementation
• Competent project management and leadership is glue
between company vision, strategy and implementation work.
Project culture
15.9.2016 5
• Project culture
• Operational mode, experience, competence and style
how projects are implemented
• What kind of environment 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 (operational mode)
• Controlled way of doing
• Can be totally different in many companies
Overall Project – Big Picture
15.9.2016 6
Project
Preparation
Project
Planning
Project
Implemen-
tation
Project
Finalising
• Targeting
• Scoping
• Contracting• Resourcing
• Scheduling
• Priorization• Programming
• Testing
• Reviewing• Integrating
• Delivering
• Ending
3 main issues / phase
Project phases and milestones
15.9.2016 7
Prepa
rationPlanni
ngImplementation 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 problems in
projects
15.9.2016Prof. 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
15.9.2016 9
Project versions
15.9.2016 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)
15.9.2016 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
• Project priorization based on available
resources
Project preparation & starting
15.9.2016 12
• Evaluate project benefits and costs
• Ensure selection of right projects
• Make project target very clear and communicate it (to ensure
same terminology)
• Preliminary 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 ?
15.9.2016 13
Work
load
Deadline
Time
Implementation
PlanningPreparation
15.9.2016 14
Back to - Most common
problems 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 ?
15.9.2016 15
1. Not much planning or nothing 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 on 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
15.9.2016 16
• Collaboration: customer / end-user
• Understanding of needs and expectations
• Classification and priorization of requirements
• Flexibility and realism
Project targets and definition of
results
15.9.2016 17
• Project targets and results 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
15.9.2016 18
idea
Agreement /
baseline
Customer
expectations,
hopes,
requirements,
needs
Create clear big picture of
project (e.g. project calendar)
15.9.2016 19
Wk
X1
Wk
X1+1
Wk
X1+2
How?
When?
And remember clear
and adequate
communication !
Stakeholders
15.9.2016 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, end-user, top mgmt,
government (laws), partners, subcontrcators, competitors, etc
Project Manager’s competence
15.9.2016 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)
15.9.2016 22
Customer
(Inside or
outside)
Company
Project
supplier
Subcontrcator
Stakeholder
Third party
Seller or Buyer
Why we need business partners or
subcontrcators?
15.9.2016 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
15.9.2016 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
15.9.2016 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
15.9.2016 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 ?
15.9.2016 27
• Clear picture of project’s (maybe fine-tuned during the project)
• Meaning
• Targets
• Tasks
• Schedule
• Costs
• Methods and Tools
• 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 the following questions:
• What ? Why ?
• Who? When ?
• How? With what?
Will be updated
during the project
Challenges in project planning
15.9.2016 28
• Experience needed, but there is not always
• 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
15.9.2016 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 for their own area of expertice
• Reporting to Project manager
Dimensions of project manager role
15.9.2016 30
Project
Manager
role
Look upEnsure that
management is
engaged
Look outEnsure that project
reflects customers,
end-users, etc
expectations
Look forwardPlan & ensure that
project group sets
realistic targets
and have
resources to
achieve those
Look downLead the team.
Maximize team’s
performance
through individuls.
Look insideLead yourself by
evaluating your work.
Make sure that your
contribution gives
added value to project.
Look backFollow progress with
relevant tools and so
ensure that project will
achieve targets and
team is learning from
mistakes.
Dimensions of team member role
15.9.2016 31
Project team
member role
Look upEnsure that Porject
manager supports
your work.
Look outEnsure that your
work results are
following the plan
(time spent,
results, quality)
Look forwardPlan & ensure that
you have realistic
targets and you
will have needed
resources to
achieve those
Look aroundTry to improve
your team’s
performance by
supporting others.
Look insideLead yourself by
evaluating your work.
Make sure that your
contribution gives
added value to project.
Look backFollow 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
15.9.2016 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 beforehand individuals who
don’t fit to the team.
Efficient project team
15.9.2016 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
• Management 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 the project
15.9.2016 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
15.9.2016 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 (vs backlog)
Estimating workload
15.9.2016 36
• Needs to pay attention to
• End result: size and complexibility
• Team member’s experience, creativity and work ethic
• Project environment
• Shared resources, vacations
• Tools and methods
• Estimation needs to be corrected and sharpen continuously
• 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
15.9.2016 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 reserve times to their calendars
• Controlling own work schedule
Dependencies
15.9.2016 38
• Finding
• Where to start and what’s done first?
• Requirements 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
15.9.2016 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 actions
• 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
15.9.2016 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
15.9.2016 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
15.9.2016 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
• Performing
• Productive, efficient and creative team
• Working towards common targets
• Clear commitment to given tasks
Adapted from
Tuckman 1965
Big picture of controlling project
15.9.2016 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
15.9.2016 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
15.9.2016 45
• Reporting to different organization layers (e.g. mgmt)
• Reporting to different stakeholders (e.g. customer)
• 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 (e.g. last week)
• Planned work (e.g. coming week)
• Estimation about work done/not done
• Estimation about remaining workload
• Needed decisions
• Updated risk status
• Traffic lights (project result, resources, schedule)
Project meetings
15.9.2016 46
• Very often used – but also expensive – need needs to be evaluated
every time (vs. scrum daily meeting)
• Meetings need 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
15.9.2016 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 which where you can make decisions by
yourself and those you can not.
• Vs. changes in agile / scrum development
Project Finalising –
Delivering project results
15.9.2016 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 affected 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
15.9.2016 49
€ /
Cumul
Time
Costs
Delivery /
deployment
Ramp-up
phase
Ending the
project
Benefits
How is it in
Agile project?
Project ending
15.9.2016 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 checklists 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
Criteria of successful project 1/2
15.9.2016 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
Criteria of successful project 2/2
15.9.2016 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
continue in an own organization.
Why/how project will be evaluated?
15.9.2016 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 been 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
15.9.2016 54
Project – Big Picture
15.9.2016Harri Sten / Opening slides 55
Project
Preparation
Project
Planning
Project
Implemen-
tation
Project
Finalising
• Creating groups
• Selecting a
topic
• Contacting
customer
• Gathering
requirements
• Planning the
project (project
plan)
• Creating a
product
backlog
• = Sprint 0
• Implementing
sprint
backlogs
• Coding &
Testing
• Reviewing
• =Sprints 1-N
• Integrating
• Delivering
product/results
• Ending the
project
• =Sprint N+1
Agile / Scrum
15.9.2016 56
Backlogs
15.9.2016 57
Agile & Processes
15.9.2016Harri Sten / Opening slides 58
• Here are common sprints & schedule for your project:
2016 2017
Oct Nov Dec Jan Feb
Sprint 0
Sprint
1
Sprint
N+1
Sprint
2
Sprint
3
Sprint
4
Definition
& reqs
Implementation Phase
QA
phase
Final
Project
start
Planning
ready
Mid-
presentation
Implementation
readyCourse
ready
Product
ready
Sept
Sprint N
Final
Presentation
Sprint plan
15.9.2016Harri 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 sprint)
• Example:
• Sprint 0
• Customer contact, requirements, modeling, product backlog
• Sprint 1-2
• Implementation, update reqs, first features done, some
prototype, Mid-presentation
• Sprint 3-…N
• Implementation, code reviews, update reqs, holiday season
• Sprint N+1
• Final sprint, quality assurance, error correction, preparing
delivery, project ending phase
Schedule – deadlines
15.9.2016 60
30.8. Course starts. First lecture 30.8.2016 16:15-18:00 TB109 (mandatory) (CEO Harri Sten).
30.8-4.9. Groups are formed by students. Do that in Moodle2
6.9. Lecture 2 16:15-18:00 TB109 (mandatory): Customer pitches. Customers will tell shortly about their topics.
11.9. Deadline: Teams formed and topic picked (full and ready groups with topic sign in at Moodle2). Sprint zero begins.
14.9. Seminar 1 15:15-19:00 TB109 (mandatory) : Overall SW project, Best project last year, Roles & Responsibilities and Reporting &
Team building
18.9. Deadline: Groups should have had held a kick-off meeting with course staff (coach). Reporting starts (wk37).
21.9. Seminar 2 15:15-19:00 TB109 (mandatory) : Reqs & Customer & legal issues, Project Mgmt and UX & UI & Security
27.9. Lecture 3 16:15-18:00 TB109 (mandatory) : Teamworking & Project Plan
4.10. Lecture 4 16:15-18:00 TB109 (not mandatory) : Acute issues / PPlan & Reqs.
11.10. Lecture 5 16:15-18:00 TB109 (not mandatory) : Acute issues.
16.10. Deadline: Absolute deadline for ending sprint zero (project plan, requirements). Delivery via Moodle2.
(Exam week 17.-21.10.)
24.-28.10. Project plan inspections with CQO (mandatory) (Tero Ahtee). Calendar time-slots are available at Moodle2.
25.10. Lecture 6 16:15-18:00 TB104 (not mandatory) : Still open.
1.11. Visiting lecture 1 16:15-18:00 TB104 (mandatory) : Still open
8.11. Mid-presentations 16:15-18:00 TB104 (mandatory)
(no lecture wk 46)
22.11. Visiting lecture 2 16:15-18:00 TB104 (mandatory) : Still open.
29.11. Lecture 7 16:15-18:00 TB104 (not mandatory) : Acute issues. Preparation for Holiday season
(no lecture wk 49)
(Exam weeks 50-51) (Holiday season wk 52-1, 23.12.-8.1. = project work continues)
9.-15.1. Audit with PCs & support by CQO (mandatory). Calendar time-slots are available at Moodle2.
10.1. Lecture 8 16:15-18:00 TB104 (mandatory) : Still open
16.-29.1.2017 Last "Finalising Sprint", no new features made any more, just quality assurance tasks.
(no lecture wk 3)
24.1. Lecture 9 16:15-18:00 TB104 (not mandatory) or Visitor lecture 2 (mandatory) --> Still open.
30.1.-3.2. Product check (demo, test results, etc) with CQO (mandatory). Calendar time-slots are available at Moodle2.
5.2. Deadline: Product / Project ready (delivery to customer)
8.2. Deadline for final (project) report (deliver to course staff)
10.2. Final presentations (mandatory, whole day event) & evening party (place still open).
13.2.- 24.2. Lessons Learned (final meeting) with course staff (coach and/or someone else) (mandatory)
Sprint zero (0)
15.9.2016 61
1. Establish a kick-off meeting (Project team, Coach)
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 for these is 16.10.2016
Sprint 1-N
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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 implementation according the sprint backlog
• Follow the development (e.g. burnup chart)
• Include testing
• Bug fixing (follow-up, free template/tool))
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 finalising sprint
• System testing
• 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 05.02.2017
5. Preparing for final presentation & final meeting
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