Scrum Master Certification Program

8 PDU Program, Approved by PMI,USA

Course Identifier: 5497IIXWWZ

Prof (Dr) Goutam Sengupta Ms. Anwesha Adhikari

Program Director
Program Coordinator
GSS Infosolutions Pvt Ltd
• Former Vice President- Videocon Group
Authorized Training Partner
• Former General Manager – Purchasing and
ATP #5497
Outsourcing- Philips
PMI,USA
• Rector Techno India University, WB
• Adjunct Professor – IIT, Kharagpur
• Former Visiting Professor – XLRI
• Awarded Bharat Gaurav Sanman 2023
Introduction
 Essence of a Project

All of mankind’s greatest accomplishments – from

building the pyramids to discovering a cure for polio
to putting a man on the moon – began as a Project
 What do the following headlines have in common?

• Millions watch Opening ceremony of 2023 World Cup

Cricket in India.
• Setting up of state of the art Central Auditorium at
ABBS, Bangaluru.
 What do the following headlines have in common?

• Launch of a new web site by ABBS

• Installation of a new method for peer - review of
patient care in Apollo Hospital.
• Apple’s new I-phone hits the India market.

ALL OF THESE EVENTS REPRESENT

PROJECTS
 Is this a Project?
PROJECT
MANAGEMENT

Examples of Projects Building a City Metro is a project

● Contract SW ● New product introduction
development ● Open or close a facility
● Make a movie
● Building construction
● Your daughter’s wedding
● Finding a job ● Fund raising campaign
● Build aircraft carrier ● Software installation
● Audit
● R&D project Each●project
Write a has
termits WBS (Work
paper
● Ad Campaign
Breakdown Structure)
3 4

What are Projects?

IT Projects are very common
Unique, one-time operations designed to accomplish a specific set of
objectives in a limited time frame
-- PMBOK®
● Many SW development
Activity 🡪 Build A contracts cannot be
Milestone 🡪 A Done JAN FEB MAR APR MAY JUN entered into without
Activity 🡪 Build B
someone on the team
Milestone 🡪 B Done
On time!
having PMI certification
Activity 🡪 Build C

Milestone 🡪 C Done 5 6

Activity 🡪 Build D

Termination 🡪 Ship
 What Is a Project?
• A Project is “ a temporary endeavour undertaken to create a
unique product, service or result.”
Project Management Body of Knowledge (PMBOK)

• Project Defined
– A complex, non-routine, one-time effort limited by time,
budget, resources, and performance specifications
designed to meet customer needs.

• Major Characteristics of a Project

– Has an established objective.
– Has a defined life span with a beginning and an end.
– Typically requires across-the-organizational participation.
– Involves doing something never been done before.
– Has specific time, cost, and performance requirements.
 What a Project is not

Not a routine, repetitive work. Done once only –

delivering a new product or service.
 Illustrations of Project Characteristics

1. Singular purpose (constructing a bridge by 31st

December or designing and interactive web site) as
opposed to performing repetitive operations by
work men in a CTV manufacturing plant

2. Defined end point (contrary to ongoing operations,

resources move from one project to another)

3. Combined involvement (contrary to segmented

specializations)
 Illustrations of Project Characteristics

4. Non-routine and unique (landing of Chandrayan-3

on Moon)

5. Triple constraints of specific Time, Cost and

Performance targets. (Balancing the trade-offs
between time, cost and performance while fully
satisfying the customer in a dynamic mode)
Comparison of Routine Work with Projects
Routine, Repetitive Work
Taking class notes
Daily entering sales receipts into the
accounting ledger
Responding to a supply-chain request
Practicing scales on the piano
Routine manufacture of an Apple iPod
Attaching tags on a manufactured
product
Projects
Writing a term paper
Setting up a sales kiosk for a
professional accounting meeting
Developing a supply-chain information
system
Writing a new piano piece
Designing an iPod that is approximately
2 X 4 inches, interfaces with PC, and
stores 10,000 songs
Wire-tag projects for GE and
Wal-Mart
TABLE 1.1
 Programs versus Projects
• Program Defined
– A series of coordinated, related, multiple projects that
continue over an extended time and are intended to
achieve a goal.
– A higher-level group of projects targeted at a common
goal.
– Example:
• Project : Unique design of a practical course in project
management.
• Program : Completion of all course designs required for a business
major.
Project Activity Cycle

FIGURE 1.2
The Project Life Cycle
Project Management Trade-offs

FIGURE 4.1
 Establishing Project Priorities
• Causes of Project Trade-offs
– Shifts in the relative importance of criterions related
to cost, time, and performance parameters
• Budget–Cost
• Schedule–Time
• Performance–Scope
• Managing the Priorities of Project Trade-offs
– Constrain: a parameter is a fixed requirement.
– Enhance: optimizing a parameter over others.
– Accept: reducing (or not meeting) a parameter
requirement.
Project Priority Matrix

FIGURE 4.2
The Technical
and
Sociocultural
Dimensions
of the Project
Management
Process

FIGURE 1.4
Introduction to Agile Project
Management and Scrum
 Traditional versus Agile Methods
Traditional approaches to project management
concentrate firmly on thorough planning up front. The
rationale is that if you plan, execute your plan, and take
corrective action on deviations from plan, you have a high
probability of success. Once the project scope has been
firmly established, every detail of the project is defined
through the WBS. Most problems and risks are identified
and assessed before the project begins. Estimates are
made, resources assigned, adjustments made, and
ultimately a baseline schedule and budget are created.
Control of the project is a comparison of plan versus actual
and corrective action to get back on plan.
Project Uncertainty
 Traditional versus Agile Methods
Traditional project management requires a fairly high
degree of predictability to be effective. For plans to be
useful managers have to have a firm idea on what is to
be accomplished and how to do it. For example, when
it comes to building a bridge across a river, engineers
can draw upon proven technology and design principles
to plan and execute the project. Not all projects enjoy
such certainty. The previous Figure speaks to this issue
and is often used to support the use of Agile PM.
Traditional Project Management
versus Agile Project Management
 Traditional versus Agile Methods
The key point is that traditional PM techniques were
developed to operate in the predictable zone where the
scope of the project is fairly well defined and
technology to be used is established. Agile lives in the
unpredictable zone. Agile PM represents a fundamental
shift away from the traditional plan-driven project
management approach by adopting a more
experimental and adaptive approach to managing
projects. Projects evolve rather than are executed.
Some of the differences between Agile PM and
traditional project management are displayed in the
previous Table.
 Agile PM
Fundamentally, Agile PM is related to the rolling wave planning and
scheduling project methodology That is, the final project design is
not known in great detail and is continuously developed through a
series of incremental iterations over time. Iterations are short time
frames (“time boxes”) that typically last from one to four weeks.
The goal of each iteration is to develop a workable product that
satisfies one or more desired product features to demonstrate to
the customer and other key stakeholders. At the end of each
iteration, stakeholders and customers review progress and re-
evaluate priorities to ensure alignment with customer needs and
company goals. Adjustments are made and a different iterative
cycle begins. Each new iteration subsumes the work of the previous
iterations and adds new capabilities to the evolving product (see
next Figure) to produce a next, expanded version of the product.
Iterative, Incremental Product
Development
 Agile PM
Iterative development processes provide the following
important advantages:
• Continuous integration, verification, and validation of
the evolving product.
• Frequent demonstration of progress to increase the
likelihood that the end product will satisfy customer
needs.
• Early detection of defects and problems.
There is growing evidence that iterative and evolutionary
development is superior to traditional plan-driven project
management when it comes to creating new products.
 Agile PM
It should be noted that Agile PM is not one set method, but a
family of methods designed to respond to the challenges of
unpredictable projects. A few of the more popular ones are
listed here:
• Scrum
• RUP (Rational Unified Process)
• Extreme Programming (XP)
• Crystal Clear
• Agile Modeling
• Dynamic Systems Development Method (DSDM)
• Lean Development
• Rapid Product Development (RPD)
 Agile PM
While each of these methods has unique elements and applications, most are
based on the following Agile principles:

• Focus on customer value—Employ business-driven prioritizations of

requirements and features.
• Iterative and incremental delivery—Create a flow of value to customers by
“chunking” project delivery into small, functioning increments.
• Experimentation and adaptation—Test assumptions early and build working
prototypes to solicit customer feedback and refine product requirements.
• Self-organization—Team members decide amongst themselves who and what
should be done.
• Continuous improvement—Teams reflect, learn, and adapt to change; work
informs the plan.
 Agile PM in Action: Scrum
Scrum can be traced back to the work of Hirotaka
Takeuchi and Ikujiro Nonaka who in 1986 described a
new holistic approach in new commercial product
development efforts. They compare this approach of a
cross-functional team collaborating to develop a new
product to rugby, where the whole team “tries to go
the
distance as a unit, passing the ball back and forth.” The
scrum metaphor has been expanded and refined into a
fairly prescriptive framework that has enjoyed success
on high-tech and software development projects.
 Agile PM in Action: Scrum
Scrum, like other Agile methods, begins with a high-level scope definition
and ballpark time and cost estimates for the project. The scope and cost
estimates should be complete enough that management is comfortable
with the estimates. The theory is that since requirements evolve over
time, detailed up-front planning will be wasted. In place of a product
WBS, Scrum uses product features as deliverables. A feature is defined as
a piece of a product that delivers some useful functionality to a customer.
In the case of a software project, a feature may be a bank customer being
able to change her PIN. In the case of a high-tech product, it may be 3G
wireless access. Features are prioritized by their perceived highest value.
The project team tackles the highest, feasible priority features first.
Priorities are re-evaluated after each iteration. Iterations are called sprints
and should last no longer than four weeks. The goal of each sprint is to
produce fully functional features. This forces the team to tackle tough
decisions early in order to create a workable demo.
 What is Scrum?
Definition from rugby game:
a scrum is a way to restart the game after an interruption,
where the forwards of each side come together in a tight
formation and struggle to gain possession of the ball when
it is tossed in among them
 Scrum - an agile process
• SCRUM is an agile, lightweight process for managing and controlling
software and product development in rapidly changing environments.

– Iterative, incremental process

– Team-based approach
– developing systems/ products with rapidly changing requirements
– Controls the chaos of conflicting interest and needs
– Improve communication and maximize cooperation
– Protecting the team form disruptions and impediments
– A way to maximize productivity
 History of Scrum
• 1995:
– analysis of common software development processes 🡪 not suitable for empirical,
unpredictable and non-repeatable processes
– Design of a new method: Scrum by Jeff Sutherland & Ken Schwaber
– Enhancement of Scrum by Mike Beedle & combination of Scrum with Extreme
Programming

• 1996:
introduction of Scrum at OOPSLA conference

• 2001:
publication “Agile Software Development with Scrum” by
Ken Schwaber & Mike Beedle

• Successful appliance of Scrum in over 50 companies

Founders are members in the Agile Alliance
Scrum Development Process
 Agile PM in Action: Scrum
Specific features are created according to four distinct
phases: analysis, design, build, and test (see earlier Figure ).
Each feature can be thought of as a mini-project. The first
phase is analysis and review of functional requirements that
will be needed to complete the feature. The team commits
to meet these requirements. The second phase is the
development of a design that meets the requirements of
the feature. The third phase is to build the feature so that it
is functional. Finally, the feature is tested and documented.
At the end of each sprint, features are demonstrated.
Within this sprint framework, Scrum relies on specific roles,
meetings, and documents/logs to manage the project.
 Roles and Responsibilities : Scrum
There are three key roles to the scrum process: Product owner, development team,
and scrum master.

Product Owner

This person acts on behalf of customers to represent their interests. They are
responsible for ensuring that the development team focuses their efforts on
developing a product that will fulfill the business objective of the project. The
product owner establishes the initial list of product features and prioritizes them in
the product backlog. The product owner negotiates sprint goals and backlog items
with the development team. The product owner has the option to change features
and priorities at the end of each sprint if desired. However, no changes should be
made once a sprint has started. The product owner is the final arbiter on
requirements questions and is empowered to accept or reject each product
increment. The product owner ultimately decides whether the project is completed.
Product owners are the keeper of the product vision and watch dog on the return
on investment.
 Roles and Responsibilities : Scrum
Development Team

The team is responsible for delivering the product. A team is

typically made up of five to nine people with cross- unctional
skill sets. There are no designated roles or titles; people take
on different responsibilities depending on the nature of the
work. The team is self organizing in the sense they decide
both who and how the work is to be accomplished. Team
members should be co-located so that intense face-to-face
collaboration occurs. They are responsible for the achieving
commitments they make at the sprint planning and sprint
review meetings.
 Roles and Responsibilities : Scrum
Scrum Master ( Project Manager)

The Scrum master facilitates the scrum process and

resolves impediments at the team and organization level.
The Scrum master is not the leader of the team (the team
leads itself!) but acts as a buffer between the team and
outside interference. They have no formal authority.
Instead, they are responsible for making sure that the
Scrum process is adhered to. They help the product owner
with planning and try to keep the team energized. The
Scrum master serves more as a coach than a manager.
Scrum Meetings