Tool Creator: Creation Date:

Roger Fance May 2008

This toolbox has been developed for a Agile Coach (PM) who is undertaking a small Agile software development project to assist in getting the project up and running as quickly as possible and to centralise key project information. Like a handyman's toolbox, not all the tools in this workbook may be useful or relevant for the situation at hand. In Agile, less is more. The PM should use discretion in selecting and using only those tools that add value, understanding and control. If the tool is irrelevant in your environment, DON'T USE IT! If the tool is not exactly right for you, CHANGE IT! The toolbox has been developed in MS Excel rather than MS Word because of the useful sorting, filtering and pivot table features that can assist you as the Project Manager to see new or derived views of the data, easily perform numerical calculations and obtain statistical information. For example burn-down charts could be derived from the Feature List using the Pivot Tables and Charting functions within MS Excel. The worksheets have been loosely arranged in order left to right, following the Agile phases of ENVISION, SPECULATE, EXPLORE, ADAPT and CLOSE. However, Agile projects are not linear and any of these tools may be used, revisited or updated in any order to reflect current reality. Sample data has been entered in italics to assist in understanding Many cells have comments associated with them to assist you in understanding how they should be used. Hover your mouse over cells with a red triangle in the top right corner to see the comment for that cell. Collaboration and communication are critical factors in successful Agile project management. The contents of these worksheets should be completed in close collaboration with the Project Team, Customers and other Stakeholders Content will change frequently as the project iterations progress. To be able to compare with earlier content creation, it is suggested that this file is saved as a dated file once a week to provide an historical snapshot.

TOOLS (click on a link below) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

TOOLS (click on a link below) Agile Values and Principles - a reminder of Agile values and principles for you and the pro ENVISION Product Vision - a one page vision of the product (application) describing key f ENVISION Project Scope - a one page document providing key project information and co ENVISION Participant Id - customers, stakeholders, project team and other participant de SPECULATE Feature List - the feature log for the product (application) being developed, i SPECULATE Index Cards - A template that can be used to print A5 sized index cards con SPECULATE Iteration Plan - high level planning document for development iterations, mil SPECULATE WBS Schedule - a suggested template for iteration planning SPECULATE Communication Plan - a plan for identifying the type and frequency of comm SPECULATE Risk Log - a log to identify risks, severities, mitigations and owners EXPLORE Issue Log - a log to record issues and their resolution progress EXPLORE Iteration PSR - a suggested template for iteration (or other period) project statu EXPLORE Defect Log - a log to record bugs/defects during testing ADAPT Decision Log - a log to record significant project decisions ADAPT Change Log - a log to record formal change requests and their project impacts CLOSE Retrospective - An tool to capture feedback from an iteration or project close Reference - miscellaneous reference information

or you and the project team to adopt n) describing key features, parameters and constraints nformation and controls her participant details being developed, including characteristics and planned development iteration ed index cards containing feature information to be used in Scrum sprint planning ment iterations, milestones and releases

requency of communication with stakeholders

eriod) project status reporting

project impacts project close

Agility
1 Agility is the ability to both create and respond to change (rapidly) in order to profit in a turbulent business environment 2 Agility is the ability to balance flexibility and stability

Key Business Objectives for Agile Project Management (APM)

1 Continuous innovation - to deliver on current customer requirements 2 Product adaptability - to deliver on future customer requirements 3 Reduced delivery schedules - to meet windows and improve on Return on Investment (ROI) 4 People and process adaptability - to respond rapidly to product and business change 5 Reliable results - to support business growth and profitability

Guiding Principles of Agile Project Management

Customer Value through Innovative Products Deliver customer value Employ iterative, feature-based delivery Champion technical excellence Leadership-Collaboration Management Style Encourage exploration Build adaptive (self-organising, self-disciplined) teams Simplify

The Manifesto for Agile Software Development

We are uncovering better ways of developing software by doing it and helping others do it. Through this work, we have co 1 Individuals and interactions over processes and tools 2 Working software over comprehensive documentation 3 Customer collaboration over contract negotiation 4 Responding to change over following a plan That is, while there is value in the items on the right, we value items on the left more Reference Sources Agile Project Management (Jim Highsmith 2004) Ajilon Knowledge Library Scrum and XP from the Trenches (Henrik Kniberg 2007)

Agility
1 Agility is the ability to both create and respond to change (rapidly) in order to profit in a turbulent business environment 2 Agility is the ability to balance flexibility and stability

Key Business Objectives for Agile Project Management (APM)

1 Continuous innovation - to deliver on current customer requirements 2 Product adaptability - to deliver on future customer requirements 3 Reduced delivery schedules - to meet windows and improve on Return on Investment (ROI) 4 People and process adaptability - to respond rapidly to product and business change 5 Reliable results - to support business growth and profitability

Guiding Principles of Agile Project Management

Customer Value through Innovative Products Deliver customer value Employ iterative, feature-based delivery Champion technical excellence Leadership-Collaboration Management Style Encourage exploration Build adaptive (self-organising, self-disciplined) teams Simplify

The Manifesto for Agile Software Development

We are uncovering better ways of developing software by doing it and helping others do it. Through this work, we have co 1 Individuals and interactions over processes and tools 2 Working software over comprehensive documentation 3 Customer collaboration over contract negotiation 4 Responding to change over following a plan That is, while there is value in the items on the right, we value items on the left more Reference Sources Agile Project Management (Jim Highsmith 2004) Ajilon Knowledge Library Scrum and XP from the Trenches (Henrik Kniberg 2007)

Product Vision
Product Name Elevator Test Statement For midsize companies' distribution warehouses who need advanced carton movement functionality, the <Product Name> is a robotically controlled lifting and transferring system that provides dynamic warehouse reallocation and truck loading of multisized cartons that reduces distribution costs and loading time. Unlike competitive products, our product is highly automated and aggressively priced 1 2 3 4 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1 Examples? 2 3 4 5 6 7 8 9 10 1 Spring 2 Java 3 Hibernate 4 5 6 7 8 9 10 1 Ease of Use? 2 Performance? 3 Volumes? 4 5 6 7 8 9 10

Sell Features

Detailed Feature Description

Operating Requirements

Key Technologies

Product Constraints

Customer Satisfaction Measures 1 2 3 4 5 6 7 8 9 10 Key Financial Indicators 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Competitive Analysis (other similar products)

Project Data Sheet

Project Name: CRM Development Project Start Date: 03/01/2008 Clients: Marketing Call Centre Sales Accounting

Project Manager: Product Manager: Executive Sponsor: Client Benefits Better customer service Reduce paperwork

Roger Fance Fred Bloggs Andrew Smith

More accurate order processing Better customer account management

Project Objective Statement: The objective is to build a web-based CRM application that includes sales tracking, order management, sales management and marketing. The system needs to be operational by 30/06/08 and cost less than $2.5m

Performance Attributes Call Centre volume of 3,500 calls per day Worldwide web access <1/2 day training required No severity 1 defects

Trade-Off Matrix: (only 1 fixed and 1 flexible) Fixed Scope Schedule Resources (costs) Stability (defects) Flexible Accept Target 12,500FP +/-6 weeks +/- $0.5m 5 sigma Product Architecture Interface with ERP system Windows XP, SQL Server, .NET

Project Delay Cost per Month: $50,000 Exploration Factor: 8 Business Subject/Activity Sales Management Sales Analysis Prospecting Territory Management Marketing Lead Generation Lead Followup Advertisment Placement Call Centre Service Order Management Key Issues and Risks Development costs are difficult to calculate Sales staff reluctant to embrace new system Requirements agreement among user groups may be difficult

* See the Feature Breakdown Structure for details Major Project Milestones Marketing except Call Centre: 30/09/2008 Call Centre: 15/01/2009 Sales Management: 30/03/2009 Order Management: 30/06/2009

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Participant Identification
Name Fred Bloggs Initials FB Contact Number Email 0433 434 353 fredb@email.com.au Cost per day CV hyperlink $1,000 Department Role Developer Type Project Team Impact Relevant Experience Essential 5 to 10 years Skills Java, Hibernate, Spring, GWT

Feature List
Feature ID Feature Type Iteration ID Domain L1 Feature Value Dependent on feature Estimated Development Complexity Work Effort (days) Estimated Cost User training needs

Domain L2 Process payments from Bank & Centrepay Process payments from Bank & Centrepay MIS Reports

Feature

Importance

Requirements

Notes Yet to process multiple payments on a cheque for different clients

F1

Cust

I1

Payment Processing

Locked Bag payment file

$15,000

Fluctuating

Medium

4.5

$4,500

Accounts

How to demo Click on button to initiate payment processing and examine resultant file

% Complete Status

100

Completed

F2

Tech

I1

Payment Processing Report Processing

Bank Aust post OTC Client List Report

$7,000

F1

Routine

Low

3.0

$3,000

Accounts

75

In progress

F3

Cust

I2

$5,000

Fluctuating

Medium

3.5

$3,500

Sales

Not started

Feature ID F1

Importance

Notes

Estimate

How to demonstrate

F3

Client List Report

Iteration / Milestone / Release Plan

Iteration/ Milestone Planned Start Planned End Actual Start Actual End ID Theme Date Date Date Date Status Foundational Architecture I0 and Infrastructure Payment Processing I1 features 30/01/2008 13/02/2008 30/01/2008 12/02/2008 Completed I2 I3 Reporting features Call Centre features User features complete Testing / rework / contingency User features demo Administration and Security Technology and Domain Non-functional features demo UAT complete Phase 1 features release 2/14/2008 2/29/2008 2/28/2008 3/14/2008 2/13/2008 In progress Not started

I4 M1 I5 I6 I7 M2 R1

3/15/2008 3/30/2008 3/30/2008 4/14/2008 4/29/2008 4/30/2008 5/20/2008

3/29/2008 3/30/2008 4/13/2008 4/28/2008 4/29/2008 4/30/2008 5/20/2008

Not started Not started Not started Not started Not started Not started Not started

Iteration WBS template

WBS ID 1 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 Activity / Task Iteration Theme Contingency and rework from previous iteration Requirements for following iteration Design for following iteration Refactor Build Integrate Test Document User Training Deploy Customer review meeting Mini project team retrospective Duration Start Date End Date (days) Resource Dependency

Communication Plan
Phone Number Information Needed Response required (days)

Group

Individual

Email Address

Frequency Medium

Risk Log
No. Owner Date Raised Risk Description Probability Impact Score Risk Response Risk Response Treatment Assigned To Due Date Residual Risk Residual Risk Treatment Status

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

RF

Estimate assumptions turn out to 20-Oct-08 be incorrect

Likely

Moderate

15 Reduction

Constantly re-evaluate estimates as new information comes to light and particulary focus on estimates in iteration reviews. Communicate new estimates to all project stakeholders in a timely manner RF

On-going

Medium

No additional treatment identified

Open

Issue Log
Issue Associated Number Risk Number Owner Date Raised Issue Description Priority Issue Resolution Approach Develop position description and seek replacement through recruitment panel ASAP High Assigned To Due Date Status

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

N/A

RF

10/06/2008 Key Java developer has resigned

RF

21/06/2008

Open

Defect Log
Defect ID Iteration ID Feature ID Priority Date Raised Raised By Assigned To Description / Comments Status Resolved

<Project Name> Project Status Report

Project Manager Product Manager Executive Sponsor Roger Fance Fred Bloggs Andrew Smith Period PSR # Iteration ID dd/mm/yy to dd/mm/yy 1 1

Project Objective
<from ENVISION Project Scope - Project Objective Statement>

Project Key Indicators G - Green Key indicator expectations are being met A - Amber Key indicator expectations in jeopardy R - Red Key indicator expectations are seriously endangered and need urgent attention
Status last period G/A/R Status this period G/A/R

Measure Overall Schedule Budget Milestones Resourcing Customer Satisfaction Value Realisation

Brief explanation if A or R

Highlights (Extract for Management Reporting)

Project Statistics
Product Features Total features originally planned Total features currently planned Features planned change Features delivered Features outstanding Project Iterations Total iterations originally planned Total iterations currently planned Iterations planned change Iterations Completed Iterations Outstanding This Iteration Total features planned Features completed Features not completed Number 122 107 -15 92 15 Number 10 9 -1 5 4 Number 21 19 2 Percentage 100 88 -12 86 14 Percentage 100 90 -10 56 44 Percentage 100 90 10

Product Feature Delivery

Features outstanding

Features delivered

Work Planning
Achievements this iteration Planned achievements next iteration

Not achieved this iteration

Reasons

Issues
No. opened last week Commentary No. opened this week No. closed this week Total open issues

See Issue Log for more detail

Risks
No. opened last week Commentary No. opened this week No. closed this week Total open risks

See Risk Log for more detail

Project Financials
Original Approved Commentary Total Revisions Total Forecast Variance %

Decision Log
Decision ID Date Raised Raised By Decision Problem Proposed Response Actual Response Decision Maker Schedule Impact Budget Impact Date Resolved Status

Change Log
Change Iteration ID ID Feature ID Change description Date Raised Date Approved Approver Schedule impact Budget impact Status

Iteration / Project Retrospective

Number of features delivered Number of features not delivered Percentage of features delivered Date Who What worked well? What didn't work well? 9 3 75.00 What could be improved for next time?

Reference
Return to Toolbox navigation sheet

Exploration Factor
Product Requirements Dimension Erratic Fluctuating Routine Stable Bleeding Edge 10 8 7 7 Product Technology Dimension Leading Edge Familiar 8 7 7 6 6 4 5 3 Well known 7 5 3 1

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