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The PMI Agile Community of Practice Wiki / Scope Management. This page contains links to files and other pages that discuss Agile practices that align with the PMBoK Scope Management knowledge area. Please refer to the Content Guidelines if you are unsure how to contribute to this page. White Paper - Five Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up Existing Agile methods often focus on small, single-team projects and overlook the broader impact of large, multi-team and multi-year projects. This paper outlines a distinct planning framework that has been used successfully in large-scale Agile software development projects and relies on five levels: product vision, product roadmap, release plan, sprint plan and daily commitment. How we do sprint planning Chapter from "Scrum and XP from the trenches" Detailed, real life examples of scrum planning and time estimation in action Author: Henrik Kniberg.

What is Agile Project Management. Within agile development, Scrum has the most to say about exactly what is agile project management. So let’s use Scrum as our model for answering this question. On a Scrum project, there are three roles: product owner, ScrumMaster and team. The product owner is responsible for the business aspects of the project, including ensuring the right product is being built, and in the right order. A good product owner can balance competing priorities, is available to the team, and is empowered to make decisions about the product. The ScrumMaster serves as the team's coach, helping team members work together in the most effective manner possible.

A good ScrumMaster views the role as one of providing a service to the team, removing impediments to progress, facilitating meetings and discussions, and performing typical project management duties such as tracking progress and issues. So, what is “agile” about this process? The ScrumMaster’s authority extends only to the process. Work Breakdown Structure Recap. Work Breakdown Structures The following notes are copied from myProject management quick reference The following notes are copied from myProject Management Office Quick Reference Typically a project schedule shows tasks as the rows in the schedule.

Activities are groupings of tasks and packages are the major headings within the project schedule. There are times when it is appropriate to track work at the task level. However, it is often just as effective to focus on the activity instead. The following notes are copied from mySix Sigma Quick Reference A work breakdown structure (WBS) is both a product management and a project management tool. Note that there are predefined WBS templates available through the Project Management Institute, the USA government and other bodies for many products and projects. PMP Credential. The Project Management Professional (PMP)® is the most important industry-recognized certification for project managers. You can find PMPs leading projects in nearly every country and, unlike other certifications that focus on a particular geography or domain, the PMP® is truly global.

As a PMP, you can work in virtually any industry, with any methodology and in any location. The PMP also increases your earning potential. PMP certification holders earn 20 percent more than their non-certified peers, according to Earning Power: Project Management Salary Survey—Ninth Edition. Employers benefit as well. When more than one-third of their project managers are PMP-certified, organizations complete more of their projects on time, on budget and meeting original goals. The PMP signifies that you speak and understand the global language of project management and connects you to a community of professionals, organizations and experts worldwide.

CAPM Certification. Ready to apply? Register and log in to get started. PMI’s Certified Associate in Project Management (CAPM)® is a valuable entry-level certification for project practitioners. Designed for those with little or no project experience, the CAPM® demonstrates your understanding of the fundamental knowledge, terminology and processes of effective project management.

Whether you are new to project management, or already serving as a subject matter expert on project teams, the CAPM can get your career on the right path or take it to the next level. Who should apply? If you’re a less experienced project practitioner looking to demonstrate your commitment to project management, improve your ability to manage larger projects and earn additional responsibility, and stand out to potential employers, the CAPM certification is right for you. CAPM Eligibility Overview To apply for the CAPM, you need to have: This is an overview of the requirements. How to apply and prepare for the exam Maintain Your CAPM. Team Charters - Team Management Training from MindTools. Getting Your Teams Off to a Great Start © Veertoxawww Do your team know where they're going? Working in teams can be fantastic – if team members work well together. However, if people are pulling in different directions, the experience can be awful. What's worse is that without sufficient direction, teams can focus on the wrong objectives, can fail to use important resources, can be torn apart with avoidable infighting, and can fail, with sometimes dire consequences for the organization.

Team Charters are documents that define the purpose of the team, how it will work, and what the expected outcomes are. They are "roadmaps" that the team and its sponsors create at the beginning of the journey to make sure that all involved are clear about where they're heading, and to give direction when times get tough. For teams to get off "on the right foot," Team Charters should be drawn up when the team is formed.

Tip: In particular, it will speed the process of forming, storming, norming and performing. Scope Management Plan Template. Introduction Scope Management is the collection of processes which ensure that the project includes all the work required to complete it while excluding all work which is not necessary to complete it. The Scope Management Plan details how the project scope will be defined, developed, and verified. It clearly defines who is responsible for managing the projects’ scope and acts as a guide for managing and controlling the scope. Project Scope Management follows a five step process; Collect Requirements, Define Scope, Create WBS, Verify Scope, and Control Scope. Collect Requirements – this first step is the process by which we define and document the requirements needed to meet all project objectives.

The Scope Management Plan provides the scope framework for this project. This project is for designing, programming, and testing a new software product which will be used to track the company’s finances and improve various financial processes. Scope Management Approach Roles and Responsibilities. Unified Modeling Language.

The Unified Modeling Language (UML) is a general-purpose modeling language in the field of software engineering, which is designed to provide a standard way to visualize the design of a system.[1] It was created and developed by Grady Booch, Ivar Jacobson and James Rumbaugh at Rational Software during 1994–95 with further development led by them through 1996.[1] In 1997 it was adopted as a standard by the Object Management Group (OMG), and has been managed by this organization ever since. In 2000 the Unified Modeling Language was also accepted by the International Organization for Standardization (ISO) as an approved ISO standard. Since then it has been periodically revised to cover the latest revision of UML.[2] Overview[edit] A collage of UML diagrams The Unified Modeling Language (UML) offers a way to visualize a system's architectural blueprints in a diagram (see image), including elements such as:[3] History[edit] History of object-oriented methods and notation Before UML 1.x[edit] [edit]

PMO. The Project Management Body of Knowledge (PMBOK) established by the Project Management Institute (PMI) for training certified Project Management Professionals (PMP) discusses the structure of a projectized organization, a common management structure in organizations in which a major component of the value of the business is based upon the success of individual projects into which investments of resources are made based on their potential value.  The projectized organization structured around programs and portfolios is shown in the figure below.

Projectized Organization The PMO at each level also assumes responsibility for the resources that are not allocated, and is also responsible for hiring, developing and evaluating resources within their hierarchy.  The PMO then takes on the responsibility for overhead costs associated with personnel development and costs of personnel time that are not billed to a project. Optimized Project Management Office Structure – I 1. 2. 3. 4. Scope (project management) In project management, the term scope has two distinct uses- Project Scope and Product Scope. Scope involves getting information required to start a project, and the features the product would have that would meet its stakeholders requirements. Project Scope "The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.

"[1] Product Scope "The features and functions that characterize a product, service, or result Notice that Project Scope is more work-oriented, (the hows,) while Product Scope is more oriented toward functional requirements. If requirements are not completely defined and described and if there is no effective change control in a project, scope or requirement creep may ensue. Scope creep management is important for effective project management. Business scope creep occurs when decisions that are made with reference to a project are designed to solve or meet the requirements and needs of the business.

Use case. A UMLUse Case Diagram for the interaction of a client (the actor) within a restaurant (the system) In systems engineering, use cases are used at a higher level than within software engineering, often representing missions or stakeholder goals. The detailed requirements may then be captured in Systems Modeling Language (SysML) or as contractual statements. Use Cases are an important requirement technique that have been widely used in modern software engineering since their formal introduction by Ivar Jacobson in 1992. Use case driven development is a key characteristic of process models and frameworks such as the Unified Process (UP), Rational Unified Process (RUP), and Oracle Unified Method (OUM). With its iterative and evolutionary nature, the use case is also a good fit for agile development.

History[edit] In 1986 Ivar Jacobson first formulated textual, structural, and visual modeling techniques for specifying use cases. Templates[edit] Martin Fowler[edit] Alistair Cockburn[edit] Use Case: Requirements elicitation. In requirements engineering, requirements elicitation is the practice of collecting the requirements of a system from users, customers and other stakeholders. [1] The practice is also sometimes referred to as requirements gathering. The term elicitation is used in books and research to raise the fact that good requirements can not just be collected from the customer, as would be indicated by the name requirements gathering. Requirements elicitation is non-trivial because you can never be sure you get all requirements from the user and customer by just asking them what the system should do. Requirements elicitation practices include interviews, questionnaires, user observation, workshops, brainstorming, use cases, role playing and prototyping.

Before requirements can be analyzed, modeled, or specified they must be gathered through an elicitation process. Commonly used elicitation processes are the stakeholder meetings or interviews. Problems[edit] 'Problems of scope'. Vizualization. Project Charter Template. Note: This is our One-Page Project Charter Template. We also have a longer version available if your organization requires a more detailed project charter. Paragraph 1: Formally authorize the project in this section of the Project Charter. This Charter formally authorizes the Payroll Project to develop and implement a new payroll system for use in Jones Consulting Company’s payroll group. A project plan will be developed and submitted to the Project Sponsor for approval. The project plan will include: scope statement; schedule; cost estimate; budget; and provisions for scope, resource, schedule, communications, quality, risk, procurement, and stakeholder management as well as project control.

All resources will be assigned by the Project Sponsor, Van Johnson, Human Resources Director. The purpose of the Payroll project is to improve the timeliness and accuracy of payroll operations. Paragraph 4: Provide the summary milestone schedule in the Project Charter. Sponsor Acceptance. Developing a Project Charter. The project charter is the planning team’s concise statement of core goals, values, and intent in order to provide the ultimate policy direction for everything that comes next. Designing a substantial web site is costly and time-consuming. When you’re up to your neck in the daily challenges of building the site, it can be easy to forget why you are doing what you are doing and to lose sight of your original priorities, not knowing whether the decisions you are making firmly support the overall objectives.

A well-written project charter is a powerful daily tool for judging the effectiveness of a development effort. It becomes a compass to keep the team firmly pointed at the goals established when you started the journey. A good project charter becomes a daily reference point for settling disputes, avoiding “scope creep,” judging the potential utility of new ideas as they arise, measuring progress, and keeping the development team focused on the end-result.

Goals and strategies. Managing Technical Debt. Related Content Browse this Topic: Queue on Reddit Eric Allman In 1992, Ward Cunningham published a report at OOPSLA (Object-oriented Programming, Systems, Languages, and Applications)2 in which he proposed the concept of technical debt. He defines it in terms of immature code: “Shipping first-time code is like going into debt.” Technical debt isn’t limited to first-time code, however. There are many ways and reasons (not all bad) to take on technical debt. Technical debt often results from the tension between engineering “best practices” and other factors (ship date, cost of tools, and the skills of the engineers that are available, among others). Not all debt (whether technical or financial) is bad. Understanding, communicating, and managing technical debt can make a huge difference in both the short- and long-term success of a system.

Going into financial debt usually has three important properties. Technical debt is similar in some ways, but different in others. For example, when U.C. Presentation Library | PMI Washington DC.