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IT6502: Project Management 
A1 Part B
Liam Harris 22200666 

1. An executive summary.

Mind and Movement (M&M) is a project to produce a web application that will be deployed on the intranet of Kiwi Health Care Insurance Inc. (KHCI). Its goal is to push the strategic goals of the company to reduce the internal health costs and increase the appeal to potential employees. The project was scheduled for 6 months and currently is 5 months in.

A decision to transition the M&M project to an Agile style project management using Scrum to trial its effectiveness both for the IT software department but the rest of the organisation. The reason to switch is the potential benefits of agile and heavy use of it by KHCI’s competitors noted by Sara and Yousef (the original manager & junior manager of the project).

To accommodate this and an increase of scope with new extensions, the project has been extended by 4 months (leading to a total project runtime of 9 months) and the project team has been expanded. The most notable addition to the team is Jack Singh, a Agile consultant who acts as a coach for the team as the team has little practical experience with Agile and Scrum.

This document contains: A team charter; table of stakeholders and their interests; a detailing of the new Scrum management strategy for the project; and the current Product Backlog, Sprint Backlog, and Sprints in progress in Jira.

2. An electronic table of contents.

3. A project team charter for a self-organising agile project team.

Project Name:Mind and Movement Team (M&M Team)

Vision:

Forward the strategic goals of KHCI, primarily to reduce the internal costs of staff members and make KHCI more appealing to potential future employees.

Mission:

Creation and deployment of a web application on the current intranet to help staff improve their health, providing an interface for users to register for company-sponsored programs, and provide incentives for participation.

Success Criteria:

1. Project completed within the allotted time frame of 9 months, with 5 months remaining at the time of this document.

2. Project completed within budget of $250,000

3. Product successfully reduces the internal health costs by $250 average per full-time employee.

4. The creation of a web application that uses the current intranet infrastructure within the business allowing staff to browse and join company-sponsored health programs.

5. The produced product is intuitively designed to be informative, user friendly, fast and easy to use for staff.

6. The creation of a database to handle data and tracking of user statistics. This will be used for incentives and data analytics.

Project Team:

Name	Role	Contact
Sara Mati	Scrum Master	[email protected]
Sally Cranfield	Product Owner	[email protected]
Jack Singh*	Agile Consultant / Agile Coach	[email protected]
Yousef Brown**	Programmer / Analyst	[email protected]
Trevor Paterson	Database Designer / Analyst	[email protected]
Mary Green	Business Analyst	[email protected]
Lee James	Programmer / Tester	[email protected]

Figure 1: Table with the M&M Team with their role and contact details

 

*Jack Singh will be available full time for the first month then one day per week until the end of the project.

**Due to being on paternity leave, a temporary replacement for Yousef Brown may be required while he is absent.

Rules of behaviour:

1. Treat others with respect.

2. Follow the values of Scrum, based on the Scrum Guide.

a. Commitment to each other and achieving the goals of the project.

b. Focus on the current sprint to best progress towards current goals

c. Be open about work and challenges faced, with the team and the stakeholders.

d. Treat others with respect and as capable.

3. Agree on the selected goal and tasks of the sprint and raise concerns if needed.

4. Agree on what completed means.

5. Feedback is encouraged but must be done in a constructive manner.

6. Team members are expected to be easily reachable and preferably onsite during work hours.

7. Phone use is disallowed during meetings to avoid disruptions. Phones preferably to be turned off.

8. Be considerate, allow others to speak, and avoid speaking over each other.

9. Collaboration is encouraged between members.

Communications:

1. Sprints begin and end on Wednesday.

2. At 9:00 AM each workday in the team room, the daily standup meeting will be done with those offsite joining via video conference.

3. Effort to attend all scheduled events in person and communicate if unable.

4. Use official communication channels, prioritise using F2F and avoid using asynchronous methods if possible.

a. F2F (Face to Face)

b. Video conference (Via Slack)

c. Instant Messaging (Via Slack)

d. Email

5. Team members must be on site 3 days of the week (Tuesday, Wednesday, Thursday)

6. Respect others' time, only contact team members during work hours unless absolutely necessary.

7. If an event is cancelled or rescheduled, the Product Owner will send an announcement ASAP via Slack and email.

8. Team members are expected to be on time to events.

 4. A table of the stakeholders including team members, and their roles in the agile project.

Stakeholders Name / Group	Title / Role	Interest / Notes
Kenith Lange	Project Sponsor	Provides the financial resources to perform the project. Aims for the project to demonstrate how the intranet is a useful asset, and the effectiveness of  Agile for the business.
Sara Mati	Scrum Master	To act as servant leader to assist the team in following Scrum and remove any roadblocks or issues that impedes progress.   She is undergoing evening training for this role.
Sally Cranfield	Product Owner	To act as the rep for the stakeholder and end users for the project. Holds accountability for ensuring maximum value of the produced product.
Jack Singh	Agile Consultant / Agile Coach	Contracted from a local reputable consultancy company and will act as an Agile Coach for this project.
Yousef Brown	Developer (Programmer / Analyst)	Members of the development team, who are committed to deliver a successful product for financial gain and job experience.
Trevor Paterson	Developer (Database Designer / Analyst)
Mary Green	Developer (Business Analyst)
Lee James	Developer (Programmer / Tester)
Samuel Tohu	Project Demo attendee (Database Design and Operation Personnel)	A member from the database design and operations team of KHCI. They will attend project demos relating to the implementation of the database for this project to provide feedback.
Dr Polly Grant	Project Demo attendee (Medical Personnel)	A member from the medical staff of KHCI. They will attend project demos relating to health analysis.
Alex Pepper	Human Resource Unit	Part of an outside department who will help support the project. Their role is to help manage human resources related activities such as: recruitment, training, employee relations, etc.
Cassie Salt	Accounting and Finance	Part of an outside department who will help support the project. To assist in managing the budget and keep the project within constraints.
Employees	End Users	Expectations: A high quality, easy to use, and user friendly product from the project.
Owners and Management of KHCI	End Users	Expectation: A product that pushes the businesses strategic goals. Is Interested in the outcome of using Agile in this project.
Data Analysts of KHCI	End Users	Will make use of the data tracked via the web application to help further push the business’s goals.
In house user Representative Team	User Acceptance Testing	Will assist in verifying that the requirements are met and pass user inspection.
Techno Geeks	Outside consulting firm	Hired to provide guidance to security for the product.

Figure 2: Table with stakeholders, their title / role, and interest in the project.

5. An explanation of the agile project management method you will use in the project. This should:

5.1. Describe the chosen agile framework (no more than ½ page).

For the remaining duration of this project, we will be moving from traditional project management style to an Agile approach using Scrum. The results of this trial will hopefully show the value of this methodology and the possibility of other departments implementing it also.

Scrum is a Agile framework that assists on iterative development of a product during periods called sprints with additional events to supplement it. Scrum doesn’t give guidance for work / operations but facilitates techniques for estimating, planning, tracking and managing projects. It heavily encourages constant observation of progress and making small adjustments, daily and between sprints. Sprints are the core of Scrum. They are blocks of time with a clear set goal (Sprint Goal) and a backlog of requirements (Sprint Backlog) to be completed taken Product Backlog. Other Scrum Events are to facilitate the sprint, either to plan, adapt, or showcase the results of it.

The Scrum Team, Roles and their Responsibilities

Fundamental to Scrum is a small team to limit issues in communication and to foster an environment of collaboration and teamwork. A team no larger than 10 is recommended. A Scrum Team has a Scrum Master, a Product Owner, and a group of Developers.

Role:	Responsibilities:
Scrum Master	Helps the team in using and understanding Scrum practices. Acts as a servant leader, serving the rest of the team to assist them in following scrum and remove any roadblocks or issues that impedes progress.
Product Owner	Acts as a representative of the end-users and other stakeholders. Develops and maintains the Product Backlog, a list of requirements of the product order by priority. Focuses on what should be delivered from the product.
Developers / Dev Team	A self organising and cross-functional group who is responsible for developing the product. Consists of programmers, analysts, testers, consultants with specialised expertise. Focuses on how the product will be delivered.

5.2. Describe, the agile practices you will use and how you will carry them out. Explain how your team will:

5.2.1. Plan sprints

At the beginning of each Sprint (Wednesday), there will be a Sprint planning meeting that will develop what will be done and delivered during the sprint. The time of this meeting is a maximum of 4 hours (2 hours for each week in a Sprint), although meetings tend to end earlier. The entire Scrum Team attends this meeting. The Product Owner is more active during discussions of what will be delivered and the Dev Team more active during discussion on how it will be delivered.

Produced during this time is the Sprint Goal and the Sprint backlog. These are based on the current progress of the entire project and capability and past performance of the team. Based on the highest priority items on the Product Backlog, a rough Sprint Backlog and Sprint Goal will be conceived, this defines what will be achieved during the sprint. After this, the Sprint Backlog will be further refined, acting as how the goal will be achieved. Note that only the Dev Team should pull items into the backlog to avoid issues. If the forecasted backlog cannot be done within the allotted time, the Dev Team will consult with the Product Owner to either remove items from the backlog or adjust the Sprint goal.

5.2.2. Set up the environment for executing the project (room arrangements, team size)

An Agile work environment should foster collaboration and teamwork with spaces that empower that. The entire Scrum Team should ideally be within the same building and floor to encourage face to face communication. The physical Scrum Board needs to also be in a central and easy to reach location. The team should have a single large workspace with multiple more private offices to allow for easy collaboration as a team and small groups. A meeting space should also be available to hold Scrum events. As mentioned earlier, Scrum teams should consist of no more than 10 members to reduce compilations in communicating. The M&M Team consists of 7 members.

5.2.3. Ensure product quality

There are still concerns of poor employee engagement for the product produced which can heavily affect the success of this project. The iterative nature of Agile and Scrum allows for changes and adaptations to be easily implemented into the product. Sally (the Product Owner) is in charge of ensuring the needs of the stakeholders and that the product is of high enough quality. This and the product demos should prove successful in ensuring that the product reaches the required quality needed by the stakeholder

The in-house user Representative Team will be an important asset to ensure that the project passes the needs of the end-user (employees of KHCI) to be successful.

5.2.4. Prioritise user stories

The User stories will be prioritised within Product Backlog. This list is maintained and ordered by the Product Owner as they understand what is most important for the project and act as a representative for the stakeholders. For this project, we will use the MoSCoW method, ordering items by determining if they are a: must have, should have, could have, won’t have (at this time). The reason for this is because it assists in assessing items priority. Sally has experience in the various departments and fields of the business and is suitable to judge the best priority of items for the backlog.

5.2.5. Allocate tasks

Unlike the traditional project management style, Agile teams are self-organising and cross-functional. The developers will choose tasks to take on during the sprint based on the current Sprint Goal and Sprint Backlog.

5.2.6. Display and monitor project progress (per day, per sprint)

Monitoring Overall Progress

The overall progress of the project is represented by the remaining items within the Product Backlog. Using story points (a score representing the effort to complete a user story), a burndown chart could be generated to show the estimated work remaining. This is only useful if the estimates are accurate.

Monitoring Progress in a Sprint

The Scrum Board shows a Sprint's current progress at glance, showing tasks, who is working on them and what stage they are in (To be done, in progress, complete). The Product Demo represents the outcomes of a Sprint and is presented to stakeholders.

Monitoring Progress on a daily basis day

Daily standups are quick 15 minute meetings between the developers that occur daily to inspect current progress and adapt if necessary. Each team member will detail what they did yesterday, what they will do today, and current impediments holding back their work. These questions help see current progress, work together to assist each other, and help the Scrum master understand what is holding up work for individuals or the team.

5.2.7. Ensure stakeholder engagement and product feedback

Scrum and Agile are less rigid and easier to adapt to changes in requirements. The Product Owner acting as a representative for the end user and stakeholders ensures that their requirements and feedback are reflected in the Product Backlog and through the project. At the end of the Sprint, a Product Demonstration will be held to showcase the current product iteration and progress of the project. The attendees of this are the Scrum Team and any invited stakeholders. Samuel Tohu from Database Design and Operations and Dr Polly Grant from Medical have agreed to attend these sessions to ensure the product meets database & medical analysis requirements.

5.2.8. Continuously improve the team and the agile process

Scrum has multiple opportunities for the team to improve, with standups, product demos, etc. The primary improvement period is the Sprint Retrospective where the Scrum Team reflects on the just completed Sprint. Held at the end of the Sprint, the team reviews what went well, what didn’t go well, what could be improved and what the team should commit to improve for the next Sprint. Doing this allows the team to plan better techniques and practices to achieve the product’s goal. Additionally, due to the team of this project having little practical Agile and Scrum experience, Jack has been hired to act as an Agile Coach to guide the team. He will be available full time for the first month then one day per week until the end of the project.

5.2.9. Close the project – list the activities you will carry out

1. Completion of any open issues or tasks

● Clean up workspace

● Return equipment

● Destroy confidential documents

● Paying hired external firms and individuals.

2. The current iteration of the product and deliverables to the customer (KHCI Management)

● Source code (of the web app and database)

● Design documents & models

● Documentation

● Test suite and test results.

● Records of user analysis and feedback

3. Record lessons learned for future projects

● Effectiveness of the agile approach compared to the traditional approach

● What improvements could be made to the team's approach?

● Impact of improvements made during the project.

● Key takeaways for other projects.

4. Hold a closing ceremony to celebrate the hard work of the team.

5.2.10. Appendix A - An appendix containing snips of your Jira setup showing the backlog, a sprint backlog, and some in-progress tasks and completed stories.

 

Figure 3: A screenshot of Jira, showing the current roadmap with an active sprint

 

 

Figure 4: A screenshot of Jira, showing the sorted Product Backlog and Sprint Backlog with story points.

 

Figure 5: A screenshot of Jira, showing the digital Scrum board with an active sprint. Each user story has tasks related to it.

5.2.11. Appendix B - An appendix containing a Jira-generated table showing project issues.

Summary	Issue key	Issue id	Issue Type	Status
Track employee usage	KHCI-5	10004	Epic	To Do
Analyse health data correlation function	KHCI-3	10002	Epic	To Do
Health monitoring	KHCI-2	10001	Epic	To Do
Database Integration	KHCI-1	10000	Epic	To Do
As a tester, test the implemented database to verify that the database fulfils requirements.	KHCI-33	10032	Story	To Do
As Database programmer, program and implement the merged database design	KHCI-32	10031	Story	To Do
As Database analyst, create a new database design and model merging the temporary M&M DB and employee DB	KHCI-31	10030	Story	To Do
As a Program Director, have the ability to track employee engagement of my programs.	KHCI-14	10013	Story	To Do
As a Staff, have the ability to see my progress and involvement in programs	KHCI-13	10012	Story	To Do
As a Manager, I wish to track employee engagement of the system and programs to help measure it's success.	KHCI-12	10011	Story	To Do
As an Analyst, have the ability to monitor and analyses the correlation between employee overall health and their involvement in activities	KHCI-11	10010	Story	To Do
As a Manager, have the ability to use the correlation data produced to make informed decisions relating to health programs.	KHCI-10	10009	Story	To Do
As an Analyst, have the ability to compare health activities involvement with staff health so I can see if the product is completing it's goal	KHCI-9	10008	Story	To Do
Preform tests on new database	KHCI-41	10040	Subtask	To Do
Design & Create SQL queries for testing	KHCI-40	10039	Subtask	To Do
Design & Create dummy testing data	KHCI-39	10038	Subtask	In Progress
Program SQL database, tables & fields with relational connectivity	KHCI-38	10037	Subtask	To Do
Review new Database design	KHCI-37	10036	Subtask	To Do
Design a DB model that merges qualities of both DB models	KHCI-36	10035	Subtask	In Progress
Analyse employee DB model	KHCI-35	10034	Subtask	Done
Analyse temporary M&M DB model	KHCI-34	10033	Subtask	Done

Figure 6: A exported CSV table from Jira showing each Issue with a summary.