Twelve Steps To Go Agile

  • A temporary, unique endeavour
  • Has a beginning and an end
  • Meant for meeting specific objectives or delivering value
  • Needs to be completed complying with the budget, schedule, and quality
  • Needs a group of people with a common objective and a missionary zeal
  • A flexible activity prone to risk and uncertainty
  • Enables the project team to deliver the product in short incremental cycles
  • Facilitates communication between the project team and the client at regular intervals, which lets the project team know whether they are on the right track
  • Project team gets feedback from the client after every increment/iteration
  • Delivers most value in the shortest possible time
  • Let’s you find the fastest and best solutions for design and development
  • Allows you to pause and re-evaluate your plans as per the rapidly changing conditions
  • Enables you to be open to new ideas that let you meet your customer’s needs in a better way

Steps in Executing a Project:

Agile empowers you to govern a project in a scientific and systematic way to deliver optimum results. Here are the steps involved in implementing a project under Agile.

  • Who is our customer/sponsor?
  • What are the goals/objectives of the project?
  • What exactly does the customer/sponsor want?
  • Are we completely aligned with the customer/sponsor regarding the objectives/goals that are to be achieved and the value that needs to be delivered?
  • Who are your customers/clients/stakeholders for the project?
  • Scope of the project (what are included or not included as part of the deliverables)
  • A release plan (a detailed schedule)
  • Mechanism for knowledge transfer and gathering feedback on the deliverables
  • Project acceptance criteria
Gathering the required information and documenting it is vital for delivering the right value to a client. Image Credit: pmi.org
  • Project charter
  • Stakeholder register (a RACI diagram)
  • Work breakdown Structure (WBS)
  • Project schedule
  • Change request management
  • Lessons learned register
Rope in the right talent for the successful execution of a project. Image Credit: pmi.org
  • Comfort with ambiguity and changing conditions
  • A commitment to excellence and continuous learning
  • Pride and accountability for one’s work
  • Being receptive to feedback
  • An ability to collaborate
  • High level of emotional intelligence
  • Being self-motivated
Creating an agile ambiance is an important prerequisite to attaining optimum results. Photo by Austin Distel on Unsplash
A product backlog is progressively sub-divided into various tasks for easy execution of a project.
Sprint is at the heart of agile approach. It simplifies complexity and empowers a project team to execute the project in a systematic way. Image Credit: scruminc.com
  • Sprint Planning
  • Daily Scrum
  • Sprint Review
  • Sprint Retrospective
  • What can we deliver during the upcoming sprint to achieve the sprint goal?
  • And, how will we deliver that work?
  • These questions help everyone agree on a goal for the sprint, map out the next one or two weeks of work (or whatever the sprint duration is) and set the team up for success.
  • Before you conduct the sprint planning meeting, you need to ensure that the product backlog is up-to-date and refined as the team has to decide which backlog item needs to be taken up as part of the sprint.
A Scrum Board depicts the product backlog, the user stories that are taken up for the sprint, and their progress. Image Credit: ZOHO
  • What did the team members do yesterday?
  • What are they planning to do today?
  • Are they experiencing any roadblocks in their work?
  • All the team members must be present in the scrum meeting
  • The scrum meeting is to achieve better coordination among the team members, not just to give their work status
  • The meeting should typically last no more than 15 minutes
  • The scrum meeting lets the team know how they are progressing and whether any team member requires help
  • Work is completed even before the sprint is complete, implying the fact that the team hasn’t committed to enough work.
  • The team did not complete the forecasted work implying the fact that it committed to too much work.
  • The work hasn’t been broken down into small enough chunks.
  • Things get added midway through the sprint implying scope creep, which is undesirable.
  • The project does not comply with the budget and schedule.
  • The final deliverable is not properly tested before release/handover.

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Dr. Ramachandra Reddy

Dr. Ramachandra Reddy

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I learn as if I was destined to live forever. My ideas always keep evolving.