The Sprint Methodology in Agile Project Management - Revision history

Tkokotas at 17:40, 16 November 2018

2018-11-16T17:40:32Z

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			''Developed by Sarah Bourdiaux Terp''


	== Abstract ==		== Abstract ==

Sarah: /* Annotated Bibliography */

2018-02-28T19:13:49Z

Annotated Bibliography

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	== Annotated Bibliography ==		== Annotated Bibliography ==

	Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value In: Data Science. Apress, Berkeley, CA		'''Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value In: Data Science. Apress, Berkeley, CA:''' This book elaborates in details how to run data science projects successfully. This wiki article has primarily focused on chapters on how to deliver successful data science projects but the book also covers a lot of other relevant aspects. The first section defines what data science is. The second digs into how to build a well-functioning data science team and the last part focuses on how to ask the right questions during the Question Breakdown meetings.

	Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute		'''Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute:''' This guide provides widely accepted guidelines, rules and characteristics for project, program and portfolio management. In this wiki article, the PMBOK® Guide has primarily been used for its section on project life cycles, however, it covers many more relevant subjects within project, program and portfolio management. The PMBOK® Guide for example also provides extensive guidelines within Project Scope, Time, Cost and Quality Management as well as Project Risk Management.

	H. Frank Cervone (2011) Understanding agile project management methods using Scrum.		'''H. Frank Cervone (2011) Understanding agile project management methods using Scrum:''' This article provides a very clear understanding of what scrums are and how they relate to agile project management. Some details are addressed in this wiki article but further knowledge is to be found for the interested reader. It elaborates the origin of agile project management in the agile software development movement and provides tangible tools for managing scrum projects.


	~~Annotated bibliography~~: ~~Provide key references (3-10), where~~ a ~~reader can find additional information on the subject~~. ~~The article MUST make appropriate references to the and reference material provided~~ in ~~class – either incorporating it as a source, or critically discussing aspects that are missing from it but covered by~~ this article~~. Summarize and outline the relevance of each reference~~ to the ~~topic (around 100 words per reference)~~. ~~The bibliography is not counted in~~ the ~~suggested 3000 word target length~~ of the ~~article~~.

	~~reflect upon figure references~~

	== References ==		== References ==

Sarah: /* Scrum Artifacts */

2018-02-28T18:48:58Z

Scrum Artifacts

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	===Scrum Artifacts===		===Scrum Artifacts===

	[[File:burn-down.png\|thumb\|right\|500x500px\|Figure 3: Examples of burn-down charts (Inspired by <ref name=" fig1 " /> <ref name=" fig2 " /> <ref name=" fig3 " />)]]		[[File:burn-down.png\|thumb\|right\|500x500px\|Figure 3: Examples of burn-down charts made in Excel (Inspired by <ref name=" fig1 " /> <ref name=" fig2 " /> <ref name=" fig3 " />)]]

	As mentioned, the scrum artifacts include the product and the sprint backlog as well as the burn-down charts. The product and sprint backlogs are defined during the sprint planning meetings. The product backlog is defined with the product owner whereas the sprint backlog is defined only by the scrum team, since this type of backlog is more specific to the individual sprint <ref name=" Scrum " />.		As mentioned, the scrum artifacts include the product and the sprint backlog as well as the burn-down charts. The product and sprint backlogs are defined during the sprint planning meetings. The product backlog is defined with the product owner whereas the sprint backlog is defined only by the scrum team, since this type of backlog is more specific to the individual sprint <ref name=" Scrum " />.

Sarah: /* References */

2018-02-28T18:41:25Z

References

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	<references>		<references>

	<ref name="Sprints"> Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value Chp. 13: Working in Sprints. In: Data Science. Apress, Berkeley, CA </ref>		<ref name="Sprints"> Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value - Chp. 13: Working in Sprints. In: Data Science. Apress, Berkeley, CA </ref>
	<ref name="Harvey"> Maylor H. (2010) Project Management. In: Financial Times Prentice Hall </ref>		<ref name="Harvey"> Maylor H. (2010) Project Management. In: Financial Times Prentice Hall </ref>
	<ref name="PMBOK"> Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute </ref>		<ref name="PMBOK"> Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute </ref>
	<ref name="PRINCE"> Office Of Government Commerce (2009) Managing Successful Projects with PRINCE2™. In: TSO </ref>		<ref name="PRINCE"> Office Of Government Commerce (2009) Managing Successful Projects with PRINCE2™. In: TSO </ref>
	<ref name="Scrum"> H. Frank Cervone (2011) Understanding agile project management methods using Scrum. In: OCLC Systems & Services: International digital library perspectives </ref>		<ref name="Scrum"> H. Frank Cervone (2011) Understanding agile project management methods using Scrum. In: OCLC Systems & Services: International digital library perspectives </ref>
	<ref name="DSLC"> Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value Chp. 12: Using a Data Science Life Cycle. In: Data Science. Apress, Berkeley, CA </ref>		<ref name="DSLC"> Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value - Chp. 12: Using a Data Science Life Cycle. In: Data Science. Apress, Berkeley, CA </ref>
	<ref name="fig1"> Inspiration for Sprint burn-down chart: http://www.sw-engineering-candies.com/blog-1/howtouseproduct-burndown-chartsandsprint-burndown-chartsnotonlyinscrumprojects </ref>		<ref name="fig1"> Inspiration for Sprint burn-down chart: http://www.sw-engineering-candies.com/blog-1/howtouseproduct-burndown-chartsandsprint-burndown-chartsnotonlyinscrumprojects </ref>
	<ref name="fig2"> Inspiration for Release burn-down chart: http://www.softwaretestingstudio.com/burndown-chart-agile-scrum/ </ref>		<ref name="fig2"> Inspiration for Release burn-down chart: http://www.softwaretestingstudio.com/burndown-chart-agile-scrum/ </ref>
	<ref name="fig3"> Inspiration for Product burn-down chart: https://www.scrum-institute.org/Burndown_Chart.php </ref>		<ref name="fig3"> Inspiration for Product burn-down chart: https://www.scrum-institute.org/Burndown_Chart.php </ref>
	<ref name="Pitfall"> Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value Chp. 14: Avoiding Pitfalls in Delivering in Data Science Sprints. In: Data Science. Apress, Berkeley, CA </ref>		<ref name="Pitfall"> Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value - Chp. 14: Avoiding Pitfalls in Delivering in Data Science Sprints. In: Data Science. Apress, Berkeley, CA </ref>

	</references>		</references>

Sarah: /* References */

2018-02-28T18:40:53Z

References

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	<references>		<references>

	<ref name="Sprints"> Rose D. (2016) Chp. 13: Working in Sprints. In: Data Science. Apress, Berkeley, CA </ref>		<ref name="Sprints"> Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value Chp. 13: Working in Sprints. In: Data Science. Apress, Berkeley, CA </ref>
	<ref name="Harvey"> Maylor H. (2010) Project Management. In: Financial Times Prentice Hall </ref>		<ref name="Harvey"> Maylor H. (2010) Project Management. In: Financial Times Prentice Hall </ref>
	<ref name="PMBOK"> Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute </ref>		<ref name="PMBOK"> Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute </ref>
	<ref name="PRINCE"> Office Of Government Commerce (2009) Managing Successful Projects with PRINCE2™. In: TSO </ref>		<ref name="PRINCE"> Office Of Government Commerce (2009) Managing Successful Projects with PRINCE2™. In: TSO </ref>
	<ref name="Scrum"> H. Frank Cervone (2011) Understanding agile project management methods using Scrum. In: OCLC Systems & Services: International digital library perspectives </ref>		<ref name="Scrum"> H. Frank Cervone (2011) Understanding agile project management methods using Scrum. In: OCLC Systems & Services: International digital library perspectives </ref>
	<ref name="DSLC"> Rose D. (2016) Chp. 12: Using a Data Science Life Cycle. In: Data Science. Apress, Berkeley, CA </ref>		<ref name="DSLC"> Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value Chp. 12: Using a Data Science Life Cycle. In: Data Science. Apress, Berkeley, CA </ref>
	<ref name="fig1"> Inspiration for Sprint burn-down chart: http://www.sw-engineering-candies.com/blog-1/howtouseproduct-burndown-chartsandsprint-burndown-chartsnotonlyinscrumprojects </ref>		<ref name="fig1"> Inspiration for Sprint burn-down chart: http://www.sw-engineering-candies.com/blog-1/howtouseproduct-burndown-chartsandsprint-burndown-chartsnotonlyinscrumprojects </ref>
	<ref name="fig2"> Inspiration for Release burn-down chart: http://www.softwaretestingstudio.com/burndown-chart-agile-scrum/ </ref>		<ref name="fig2"> Inspiration for Release burn-down chart: http://www.softwaretestingstudio.com/burndown-chart-agile-scrum/ </ref>
	<ref name="fig3"> Inspiration for Product burn-down chart: https://www.scrum-institute.org/Burndown_Chart.php </ref>		<ref name="fig3"> Inspiration for Product burn-down chart: https://www.scrum-institute.org/Burndown_Chart.php </ref>
	<ref name="Pitfall"> Rose D. (2016) Chp. 14: Avoiding Pitfalls in Delivering in Data Science Sprints. In: Data Science. Apress, Berkeley, CA </ref>		<ref name="Pitfall"> Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value Chp. 14: Avoiding Pitfalls in Delivering in Data Science Sprints. In: Data Science. Apress, Berkeley, CA </ref>

	</references>		</references>

Sarah: /* Annotated Bibliography */

2018-02-28T18:40:32Z

Annotated Bibliography

← Older revision		Revision as of 18:40, 28 February 2018
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	== Annotated Bibliography ==		== Annotated Bibliography ==

	Rose D. (2016) ~~Working in Sprints.~~ In: Data Science. Apress, Berkeley, CA		Rose D. (2016) Data Science: Create Teams That Ask the Right Questions and Deliver Real Value In: Data Science. Apress, Berkeley, CA

	Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute		Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute

Sarah: /* References */

2018-02-28T18:39:21Z

References

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	<references>		<references>

	<ref name="Sprints"> Rose D. (2016) Working in Sprints. In: Data Science. Apress, Berkeley, CA </ref>		<ref name="Sprints"> Rose D. (2016) Chp. 13: Working in Sprints. In: Data Science. Apress, Berkeley, CA </ref>
	<ref name="Harvey"> Maylor H. (2010) Project Management. In: Financial Times Prentice Hall </ref>		<ref name="Harvey"> Maylor H. (2010) Project Management. In: Financial Times Prentice Hall </ref>
	<ref name="PMBOK"> Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute </ref>		<ref name="PMBOK"> Project Management Institute (2013) A Guide to the Project Management Body of Knowledge (PMBOK® Guide). In: Project Management Institute </ref>
	<ref name="PRINCE"> Office Of Government Commerce (2009) Managing Successful Projects with PRINCE2™. In: TSO </ref>		<ref name="PRINCE"> Office Of Government Commerce (2009) Managing Successful Projects with PRINCE2™. In: TSO </ref>
	<ref name="Scrum"> H. Frank Cervone (2011) Understanding agile project management methods using Scrum. In: OCLC Systems & Services: International digital library perspectives </ref>		<ref name="Scrum"> H. Frank Cervone (2011) Understanding agile project management methods using Scrum. In: OCLC Systems & Services: International digital library perspectives </ref>
	<ref name="DSLC"> Rose D. (2016) Using a Data Science Life Cycle. In: Data Science. Apress, Berkeley, CA </ref>		<ref name="DSLC"> Rose D. (2016) Chp. 12: Using a Data Science Life Cycle. In: Data Science. Apress, Berkeley, CA </ref>
	<ref name="fig1"> Inspiration for ~~Figure 1~~: http://www.sw-engineering-candies.com/blog-1/howtouseproduct-burndown-chartsandsprint-burndown-chartsnotonlyinscrumprojects </ref>		<ref name="fig1"> Inspiration for Sprint burn-down chart: http://www.sw-engineering-candies.com/blog-1/howtouseproduct-burndown-chartsandsprint-burndown-chartsnotonlyinscrumprojects </ref>
	<ref name="fig2"> Inspiration for ~~Figure 2~~: http://www.softwaretestingstudio.com/burndown-chart-agile-scrum/ </ref>		<ref name="fig2"> Inspiration for Release burn-down chart: http://www.softwaretestingstudio.com/burndown-chart-agile-scrum/ </ref>
	<ref name="fig3"> Inspiration for ~~Figure 3~~: https://www.scrum-institute.org/Burndown_Chart.php </ref>		<ref name="fig3"> Inspiration for Product burn-down chart: https://www.scrum-institute.org/Burndown_Chart.php </ref>
			<ref name="Pitfall"> Rose D. (2016) Chp. 14: Avoiding Pitfalls in Delivering in Data Science Sprints. In: Data Science. Apress, Berkeley, CA </ref>

	</references>		</references>

Sarah: /* Limitations */

2018-02-28T18:35:37Z

Limitations

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	As DSLC sprints are mainly recommended when working on exploratory projects like data science projects, the team needs to adjust their usual working habits from working towards specific objectives to having to develop research topics based on relevant questions during the Research Planning meeting <ref name=" Pitfall " />. These research topics will then serve as requirements in the sprint backlog but as data science projects are exploratory, there is no way of defining the objectives prior to having explored the data.		As DSLC sprints are mainly recommended when working on exploratory projects like data science projects, the team needs to adjust their usual working habits from working towards specific objectives to having to develop research topics based on relevant questions during the Research Planning meeting <ref name=" Pitfall " />. These research topics will then serve as requirements in the sprint backlog but as data science projects are exploratory, there is no way of defining the objectives prior to having explored the data.

	This way of working thus challenges the usual perception of work where there are clear objectives that have to be met before the project can come to an end <ref name=" PMBOK " />. As the ~~PMBOK~~ Guide describes, a project end is reached when "the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met..." <ref name=" PMBOK " />.		This way of working thus challenges the usual perception of work where there are clear objectives that have to be met before the project can come to an end <ref name=" PMBOK " />. As the PMBOK® Guide describes, a project end is reached when "the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met..." <ref name=" PMBOK " />.
	This lack of specific objectives thus makes DSLC sprints unsuitable for other types of projects where there are some clear deliverables that need to be done. Such projects could, for example, be construction projects where there are a very clear start and end to the projects as well as clearly defined deliverables and success criteria. Also, these types of projects require a great deal of planning and funding, which is contradictory to the nature of DSLC projects <ref name=" DSLC " />.		This lack of specific objectives thus makes DSLC sprints unsuitable for other types of projects where there are some clear deliverables that need to be done. Such projects could, for example, be construction projects where there are a very clear start and end to the projects as well as clearly defined deliverables and success criteria. Also, these types of projects require a great deal of planning and funding, which is contradictory to the nature of DSLC projects <ref name=" DSLC " />.

	DSLC sprints are not explicitly part of well-renowned standards like the ~~PMBOK~~ Guide or PRINCE 2, however, they are a subcategory of the adaptive and agile life cycle projects as described in the ~~PMBOK~~ Guide <ref name=" PMBOK " />. These project life cycles all take offset in the APM methodology and DSLC sprints are thus an extension of the adaptive life cycles.		DSLC sprints are not explicitly part of well-renowned standards like the PMBOK® Guide or PRINCE 2, however, they are a subcategory of the adaptive and agile life cycle projects as described in the PMBOK® Guide <ref name=" PMBOK " />. These project life cycles all take offset in the APM methodology and DSLC sprints are thus an extension of the adaptive life cycles.

	== Glossary ==		== Glossary ==

Sarah: /* Limitations */

2018-02-28T18:34:54Z

Limitations

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	== Limitations ==		== Limitations ==

	Running a project in sprints is an ideal methodology to use when projects are of an exploratory nature or simply require fast development and deployment ~~(SPRINTS)~~. This perception of failing fast allows project teams to develop ideas and test them fast without having to spend too much time on planning and waiting unnecessarily long for high-level approval. Therefore, the overall focus is on developing and delivering minimum viable products and working further on them if they are a success and thus living up to the sprint goals and especially the project goals ~~(SCRUM) (pitfalls)~~.		Running a project in sprints is an ideal methodology to use when projects are of an exploratory nature or simply require fast development and deployment <ref name=" Sprints " />. This perception of failing fast allows project teams to develop ideas and test them fast without having to spend too much time on planning and waiting unnecessarily long for high-level approval. Therefore, the overall focus is on developing and delivering minimum viable products and working further on them if they are a success and thus living up to the sprint goals and especially the project goals <ref name=" Scrum " /> <ref name=" Pitfall " />.

	However, even though APM methodologies are said to minimize risks, there are some limitations to be aware of both as a team and scrum master ~~(SCRUM)~~ of DSLC sprint projects. Taking offset in the PMBOK Guide and relevant literature, two main limitations will be discussed.		However, even though APM methodologies are said to minimize risks, there are some limitations to be aware of both as a team and scrum master of DSLC sprint projects <ref name=" Scrum " />. Taking offset in the PMBOK Guide and relevant literature, two main limitations will be discussed.

	'''No interfering'''		'''No interfering'''

	Since sprints are very limited in time, and especially DSLC sprints (DSLC), it is crucial that the team works on the sprint backlog exclusively ~~(SCRUM)~~. This can be a challenge, especially in larger organizations where the risk of getting interrupted is very high due to the number of employees. Scrum teams are cross-functional and thus not teams that are necessarily used to working together. Therefore, other employees in the departments may not be aware of these sprints and reaching out to their colleagues for help as they may be used to. It is therefore important that the scrum master emphasizes the importance and priority of the sprint backlog and helps communicating this to team members' direct managers if necessary.		Since sprints are very limited in time, and especially DSLC sprints <ref name=" DSLC " />, it is crucial that the team works on the sprint backlog exclusively <ref name=" Scrum " />. This can be a challenge, especially in larger organizations where the risk of getting interrupted is very high due to the number of employees. Scrum teams are cross-functional and thus not teams that are necessarily used to working together. Therefore, other employees in the departments may not be aware of these sprints and reaching out to their colleagues for help as they may be used to. It is therefore important that the scrum master emphasizes the importance and priority of the sprint backlog and helps communicating this to team members' direct managers if necessary.

	'''No objectives'''		'''No objectives'''

	As DSLC sprints are mainly recommended when working on exploratory projects like data science projects, the team needs to adjust their usual working habits from working towards specific objectives to having to develop research topics based on relevant questions during the Research Planning meeting ~~(pitfalls)~~. These research topics will then serve as requirements in the sprint backlog but as data science projects are exploratory, there is no way of defining the objectives prior to having explored the data.		As DSLC sprints are mainly recommended when working on exploratory projects like data science projects, the team needs to adjust their usual working habits from working towards specific objectives to having to develop research topics based on relevant questions during the Research Planning meeting <ref name=" Pitfall " />. These research topics will then serve as requirements in the sprint backlog but as data science projects are exploratory, there is no way of defining the objectives prior to having explored the data.

	This way of working thus challenges the usual perception of work where there are clear objectives that have to be met before the project can come to an end (PMBOK). As the PMBOK Guide describes, a project end is reached when "the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met..." (PMBOK).		This way of working thus challenges the usual perception of work where there are clear objectives that have to be met before the project can come to an end <ref name=" PMBOK " />. As the PMBOK Guide describes, a project end is reached when "the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met..." <ref name=" PMBOK " />.
	This lack of specific objectives thus makes DSLC sprints unsuitable for other types of projects where there are some clear deliverables that need to be done. Such projects could, for example, be construction projects where there are a very clear start and end to the projects as well as clearly defined deliverables and success criteria. Also, these types of projects require a great deal of planning and funding, which is contradictory to the nature of DSLC projects.		This lack of specific objectives thus makes DSLC sprints unsuitable for other types of projects where there are some clear deliverables that need to be done. Such projects could, for example, be construction projects where there are a very clear start and end to the projects as well as clearly defined deliverables and success criteria. Also, these types of projects require a great deal of planning and funding, which is contradictory to the nature of DSLC projects <ref name=" DSLC " />.

	DSLC sprints are not explicitly part of well-renowned standards like the PMBOK Guide or PRINCE 2, however, they are a subcategory of the adaptive and agile life cycle projects as described in the PMBOK Guide. These project life cycles all take offset in the APM methodology and DSLC sprints are thus an extension of the adaptive life cycles.		DSLC sprints are not explicitly part of well-renowned standards like the PMBOK Guide or PRINCE 2, however, they are a subcategory of the adaptive and agile life cycle projects as described in the PMBOK Guide <ref name=" PMBOK " />. These project life cycles all take offset in the APM methodology and DSLC sprints are thus an extension of the adaptive life cycles.

	== Glossary ==		== Glossary ==

Sarah: /* Limitations */

2018-02-28T18:30:28Z

Limitations

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	'''No objectives'''		'''No objectives'''

	As DSLC sprints are mainly recommended when working on exploratory projects like data science projects, the team needs to adjust their usual working habits from working towards specific objectives to having to develop research topics based on relevant questions during the Research Planning meeting (pitfalls). These research topics will then serve as requirements on the sprint backlog but as data science projects are exploratory, there is no way of defining the objectives prior to having explored the data.		As DSLC sprints are mainly recommended when working on exploratory projects like data science projects, the team needs to adjust their usual working habits from working towards specific objectives to having to develop research topics based on relevant questions during the Research Planning meeting (pitfalls). These research topics will then serve as requirements in the sprint backlog but as data science projects are exploratory, there is no way of defining the objectives prior to having explored the data.

	This way of working thus challenges the usual perception of work where there are clear objectives that have to be met before the project can come to an end (PMBOK). As the PMBOK Guide describes, a project end is reached when "the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met..." (PMBOK).		This way of working thus challenges the usual perception of work where there are clear objectives that have to be met before the project can come to an end (PMBOK). As the PMBOK Guide describes, a project end is reached when "the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met..." (PMBOK).