Lectures.pdf

Agenda ▪ Welcome...

Agenda ▪ Welcome ▪ Assessments Agile Project Management ▪ Definitions and examples of projects ▪ Why projects go bad ▪ Introduction to PRINCE2 CIS047-3 ▪ Introduction to Agile Tess Crosbie ▪ Tasks for the practical session ([email protected]) Welcome to the unit Assessments ▪ The aim of this unit is to introduce you to the key skills, processes and 1. A 1500-word reflective report on your group-based project (70%) methodologies used to manage projects You are expected to self-organise into a group comprising five people. One of you will need to step forward to steer (direct) the group. You will then work to ▪ Most IT job roles involve you working on a project, and many IT implement a small-scale project or functional prototype that showcases your projects fail due to poor project management abilities. This project will close at the end of week 10. ▪ Through the delivery of material during lectures, and through 2. A two-hour exam (30%) managing your own (group-based) project you will apply the skills and This will cover some of the project management theories and influences that knowledge to a specific scenario will be covered in the lectures. ▪ The unit may also involve some guest lectures that will hopefully back-up the messages delivered by the unit team  Definitions Examples of projects ▪ Project: a temporary endeavour to achieve a defined benefit ▪ Business as usual (BAU): core business activities (NOT a ▪ Qatar stadium project) ▪ NHS electronic patient records ▪ London 2012 Olympic Games ▪ PRINCE2: stands for PRojects IN Controlled Environments. ▪ MS Windows releases Comprises 7 principles, themes and processes that drive a ▪ Basilica de la Sagrada Familia, project forward Barcelona ▪ PRINCE2 Agile: an iterative and incremental method of ▪ Project started construction delivering, often using many of the principles, themes and 1882 processes of PRINCE2 ▪ Completion date 2026 but likely to be pushed back due to COVID http://www.spainisculture.com/en/monumentos/barcelona/la_sagrada_familia.html Common issues Problems arising ▪ Little or no planning ▪ Unrealistic timescales ▪ Deliverables are late ▪ Conflicting objectives of stakeholders and project team ▪ Cost overruns ▪ Poor cost estimation ▪ Deliverables do not ▪ Little or no consideration of risk meet the requirements ▪ Little or no contingency planning ▪ Worst case scenario ▪ Lack of ownership – complete project failure https://www.zentao.pm/blog/tree-swing-project-management-tire-analogy-426.html  Origins ▪ Waterfall Big design up front What happens when your client changes their mind? https://www.knowledgetrain.co/en/resources/training-and-exams/prince2-process-model-activities https://instagantt.com/project-management/what-is-waterfall-project-management PRINCE2 principles PRINCE2 themes ▪ Although PRINCE2 can be used in a waterfall setting, it is not waterfall ▪ The themes are continually revisited as the project progresses ▪ These principles apply to every project, are self-validating (proven in ▪ 7 Themes: practice) and empowering 1. Business case: why are we doing this project? ▪ 7 Principles: 2. Organisation: who is going to do the work? 1. Continued business justification 3. Quality: what are we going to develop? 2. Learn from experience 4. Plans: how? How much? When? 3. Defined roles and responsibilities 5. Risk: what if…? 4. Manage by stages 6. Change: impact? 5. Manage by exception 7. Progress: where are we now? Where are we going? Do we carry on? 6. Focus on products 7. Tailor to suit the project  PRINCE2 processes The Agile Manifesto ▪ Activities that are required to direct, manage and deliver a project ▪ 7 Processes: 1. Starting a project ▪ Not just for 2. Initiating a project IT projects 3. Directing a project 4. Controlling a stage 5. Managing product delivery 6. Managing a stage boundary 7. Closing a project PRINCE2 Agile pg. 8 What is “Agile”? PRINCE2 Agile ▪ Not just for IT projects ▪ Agile ▪ An iterative and timeboxed approach to managing projects ▪ Scrum ▪ Kanban Product ▪ There are many others (see next slide for descriptions and uses) backlog ▪ Some typical agile features: (features Behaviours: transparency, collaboration, rich communication, self- organisation, exploration or user Sprint Release Concepts: prioritising what is to be delivered, working iteratively and stories) incrementally Techniques: burn charts, timeboxing  Agile methods The Agilometer ▪ A tool that assesses the level of risk associated with using agile in combination with PRINCE2 ▪ Agile can bring its own risks ▪ Each element is examined for its suitability to Agile ▪ It is NOT something that is “averaged out” Table 2.1 in PRINCE2 Agile (Axelos) page 12 Practical session ▪ Agile project teams self-organise and so will you ▪ Get into teams of 5 people ▪ One member of the team must step forward as a group leader or Project Manager ▪ Agree on an artefact that your group will produce ▪ Consider what project management approach you will take Hint – use the agileometer to start with  Agenda ▪ Recap ▪ Starting a project Agile Project Management ▪ MoSCoW ▪ User stories ▪ Planning CIS047-3 ▪ Critical path Tess Crosbie ▪ Cynefin ([email protected]) ▪ Project teams ▪ Tasks for the practical Recap Starting a project ▪ How many words are required for assignment 1? ▪ Business case – why is this project necessary? 1500 Requires continual monitoring ▪ What percentage of the total unit grade is assignment 2? ▪ Project mandate – anything from a hefty contract to something 30% scribbled on a napkin. See “This is Spinal Tap” and the Stonehenge ▪ What type of assessment is assignment 2? model for a good example Exam ▪ Empiricism – decisions based on ▪ Define a project experience A temporary endeavour to achieve a defined benefit ▪ Rationalism – use logic to make ▪ How many principles are there in PRINCE2? ▪ How many themes are there in PRINCE2? ▪ How many processes are there in PRINCE2? 7 predictions https://nailyournovel.wordpress.com/tag/spinal-tap-stonehenge/  Requirements MoSCoW ▪ PRINCE2 project focus on products to be produced ▪ Must have Without this, the output is ▪ Functional – what it does worthless ▪ Non-functional – how it does it ▪ Should have ▪ Define product requirements Highly desirable but not essential Too much definition ▪ Could have constricts the project Less important than a “should have” Too little definition can lead to misunderstandings ▪ Won’t have (for now) Will not be done in this timebox ▪ MoSCoW PRINCE2 Agile, Fig. 25.1, page 216 PRINCE2 Agile, page 219 User stories Product-based planning ▪ Epics – coarse-grained (high-level) stories ▪ Re-defined as the project progresses into specific user stories ▪ Start with coarse-grained As a entities I want to ▪ Break into components So that ▪ Continue until you have discrete ▪ Example: units that cannot be broken As a stock controller down further I want to know if my stock level is very low ▪ These are the products that the So that I don’t run out and fail to fulfil a customer’s order team will deliver Learn how to spell “potatoes”… https://www.prince2primer.com/product-based-planning-pbp/  Critical path Critical path 1 ▪ Time estimation is an important part of planning Task B Task D Task F ▪ With a good work (or, less preferably, product) breakdown, we can (8 days) (1 day) (2 days) calculate this using a critical path ▪ Rather than the products to be produced, a work breakdown covers the things you have to do Task A Task E Task G Task H (2 days) (3 days) (4 days) (2 days) ▪ The longest route through the critical path is the shortest possible time the task will take Task B Task D Task F (8 days) (1 day) (2 days) Task C Task A Task E Task G Task H (3 days) 2 + 8 + 1 + 2 + 2 = 15 days (2 days) (3 days) (4 days) (2 days) Task C (3 days) Critical path 2 Critical path 3 Task B Task D Task F Task B Task D Task F (8 days) (1 day) (2 days) (8 days) (1 day) (2 days) Task A Task E Task G Task H Task A Task E Task G Task H (2 days) (3 days) (4 days) (2 days) (2 days) (3 days) (4 days) (2 days) Task C Task C (3 days) 2 + 8 + 3 + 4 + 2 = 19 days (3 days) 2 + 3 + 4 + 2 = 11 days  Critical path Cynefin framework ▪ For the non-Welsh speakers, it is pronounced “ku-nef-en” Task B Task D Task F (I don’t speak Welsh so happy to be corrected) (8 days) (1 day) (2 days) ▪ Describes relationship between cause and effect (complexity) 1. Clear Task A Task E Task G Task H (2 days) (3 days) (4 days) (2 days) Relationship is obvious – best practice 2. Complicated Some expertise/analysis required – good practice Task C 3. Complex (3 days) Path 1 = 15 days Can only be understood in retrospect – emergent practice Path 2 = 19 days 4. Chaotic Path 3 = 11 days No apparent relationship - novel 5. Disorder Relationship unknown Project teams ▪ Agile teams should be self-organising and empowered ▪ Ground rules by consensus are advisable ▪ A small team may look like the example below ▪ Beware the “cliff Note that the PM/team leader is both part of the team and the liaison with edge” between the executive (the sponsor – the entity paying for the project) Senior user Executive Senior supplier CLEAR Clear and Chaos – there are dangers in Project “we’ve always done manager/team it this way” leader Customer and supplier subject matter experts are part of the team Team quality assurance https://a2i2.deakin.edu.au/2017/11/02/complexity/  Practical TL;DR ▪ If you are not yet in a group, come and see me in the practical session ▪ Starting a project – business case today ▪ Requirements gathering – functional and non-functional ▪ If you are in the wrong group or wish to change group, come and see ▪ Introduction to MoSCoW me in the practical today ▪ User stories ▪ All group members are expected to attend the practical sessions ▪ Product-based planning ▪ If someone wants to be in your group but cannot attend, they cannot be in your group ▪ Critical path calculation and why it is important ▪ Those who are present and happy in their groups, crack on ▪ Cynefin – useful if you have a novel project ▪ The project will end in Week 10 so you do not have time to waste ▪ Practicals – make sure you are in a team of five  Agenda ▪ Recap ▪ PRINCE2 to Agile Agile Project Management ▪ Definitions ▪ Agile features ▪ Types of Agile CIS047-3 Lean Tess Crosbie Scrum ([email protected]) Kanban ▪ Tasks for the practical Recap History of agile ▪ What is a project mandate? ▪ 1970s, the waterfall method introduced The request from the project sponsor to do the project ▪ Inadequate for IT projects, particularly if requirements are ill-defined ▪ What is the difference between empiricism and rationalism? Empiricism is decision-making based on experience, rationalism is based on ▪ Agile developed in 2001, leading to the Agile Manifesto: logic Individuals and interactions over processes and tools ▪ What does MoSCoW stand for in an Agile context? Working software over comprehensive documentation Must have, should have, could have, won’t have this time Customer collaboration over contract negotiation ▪ What are the five relationships described in the Cynefin framework? Responding to change over following a plan Clear ▪ All are important, just more weight is given to the items on the left Complicated ▪ Originally designed for IT projects but now more widely adopted Complex Chaotic Disorder  Why PRINCE2? Some useful terms ▪ PRINCE (Projects in Controlled Environments) established in 1989 ▪ Done Criteria that determine if the work is completed (no “half-done”) ▪ PRINCE2 published in 1996 with major revisions in 2009 and 2017 ▪ MVP ▪ It is the most commonly used project management approach world- Minimum Viable Product: a version that enables lessons to be learnt (more on this later) wide ▪ Product backlog Required features of the product ▪ Well-established strengths in project direction and management ▪ Ready ▪ Blending and adapting the principles, themes and processes with Criteria that determine if a piece of work is ready to be started agile working is effective yet responsive ▪ Sprint A fixed timeframe for creating selected features from the backlog ▪ Stand-up A short meeting (