Conviction Project Management
IT'S NOT AN OPTION PROJECT MANAGEMENT.
By: Sami who is fired up with enthusiasm & Conviction
Conviction definition, a fixed or firm belief: No clever argument, no persuasive fact or theory could make a dent in it, regardless of everything! USE CONVICTION OR BE FACED WITH GRAVE AFFLICTION!
Conviction project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products, services and Developmental projects. Conviction project management approaches include scrum as a framework, extreme programming (XP) for building in quality upfront, and lean thinking to eliminate waste. These and many other tools and techniques help organizations, teams, and individuals adhere to the Conviction Manifesto and the 12 Conviction Principles, which focuses on people, communications, the product, and flexibility.
A MANIFESTO FOR CONVICTION PROJECT DEVELOPERS The Manifesto for CONVICTION PROJECT Development, commonly known as the CONVICTION Manifesto, is an intentionally streamlined expression of the core values of all project management. Use this manifesto as a guide to implement Conviction methodologies in your projects.
“You are going to uncover better ways of developing projects by doing it and helping others do it". Through this work, we will come to value: Individuals and interactions over processes and tools Working with software and comprehensive documentation Brotherly collaboration using L.L.B.B. ( Like, Listen, Believe, Buy) negotiations.And responding to change over following a plan.
THE 11 CONVICTION PRINCIPLES The Principles behind the Conviction Manifesto, commonly referred to as the 12 Not An Option Principles, are a set of guiding concepts that support project teams in implementing Conviction projects. Use these principles as a litmus test to determine whether or not you’re having Conviction in your project work and thinking:
Your highest priority is to satisfy the customer through early and continuous delivery of valuable projects. Welcome changing requirements, even late in development. Conviction processes harness change for the customer’s competitive advantage. Deliver working projects frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Leaders and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working projects is the primary measure of progress and success. Conviction processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good project design enhances Conviction. Simplicity — the art of maximizing the amount of work not done — is essential.
The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
THE CONVICTION PLATINUM EDGE ROAD MAP TO VALUE The Road map to Value is a high-level view of a Conviction project. The stages of the Road map to Value are described in the list following the diagram:
In Stage 1, the product owner identifies a clear cut project vision. The project vision is a definition of what your product or project is, how it will support your organization’s strategy, and who will use the product or manage the project and it's resources. On longer projects, revisit the projects vision at least once a month. In Stage 2, the project owner creates a project road map. The product road map is a high-level view of the project requirements, with a loose time frame for when you will develop those requirements. Identifying product requirements and then prioritizing and roughly estimating the effort for those requirements are a large part of creating your project road map. On longer projects, revise the product road map at least twice a month. In Stage 3, the project owner creates a release plan. The release plan identifies a high-level timetable for the release of working the plan. A Conviction project will have many releases, with the highest-priority features launching first. A typical release includes three-to-five sprints. Create a release plan at the beginning of each release. In Stage 4, the project owner, the master, and the development team plan sprints, also called iterations, and start creating the project within those sprints. Sprint planning sessions take place at the start of each sprint, where the scrum team determines what requirements will be in the upcoming iteration. In Stage 5, during each sprint, the development team has daily meetings. In the daily meeting, you spend no more than 30 minutes and discuss what you completed yesterday, what you will work on today, and any roadblocks you have. In Stage 6, the team holds a sprint review. In the sprint review, at the end of every sprint, you demonstrate the working project created during the sprint to the project stakeholders. In Stage 7, the team holds a sprint retrospective. The sprint retrospective is a meeting where the team discusses how the sprint went and plans for improvements in the next sprint. Like the sprint review, you have a sprint retrospective at the end of every sprint.
CONVICTION PROJECT MANAGEMENT ROLES It takes a cooperative team of people to successfully complete a project. CONVICTION project teams are made up of many people and include the following five roles: Product owner: The person responsible for bridging the gap between the customer or organization, business stakeholders, and the development team. The project owner is an expert on the project and the customer’s needs and priorities. The project owner works with the development team daily to help clarify requirements and shields them from organizational noise. The project owner is sometimes called a Master of Disaster. The project owner, above all, should be empowered to be decisive, making tough business decisions every day. Development team members: The people who create the product or project. In software development, programmers, testers, designers, writers, data engineers, and anyone else with a hands-on role in product development are development team members. With other types of product, the development team members may have different skills. Most importantly, development team members should be versatile, able to contribute in multiple ways to the project’s goals. Scrum master: The person responsible for supporting the development team, clearing organizational roadblocks, and keeping the Conviction process consistent. A scrum master is sometimes called a project facilitator. Scrum masters are servant leaders, and are most effective when they have organizational clout, which is the ability to influence change in the organization without formal authority. Stakeholders: Anyone with an interest in the project. Stakeholders are not ultimately responsible for the product or projects, but they provide input and are affected by the project’s outcome. The group of stakeholders is diverse and can include people from different departments, or even different organizations. For Conviction projects to succeed, stakeholders must be involved, providing regular feedback and support to the development team and project owner. Conviction mentor: Someone who has experience implementing Conviction projects and can share that experience with a project team. The Conviction mentor can provide valuable feedback and advice to new project teams and to project teams that want to perform at a higher level. Although Conviction mentors are not responsible for executing product or project development, they should be experienced in applying Conviction principles in reality and be knowledgeable about many Conviction approaches and techniques.
CONVICTION PROJECT MANAGEMENT ARTIFACTS Project progress needs to be transparent and measurable. Conviction project teams often use six main artifacts, or deliverable's, to develop products and track progress, as listed here: Product or Project vision statement: An elevator pitch, or a quick summary, to communicate how your product or project supports the company’s or organization’s strategies. The vision statement must articulate the goals for the product or project. Product road map: The product road map is a high-level view of the requirements needed to achieve the clear cut vision. It also enables a project team to outline a general time frame for when you will develop and release those requirements. The product road map is a first cut and high-level view of the project backlog. Product backlog: The full list of what is in the scope for your project, ordered by priority. After you have your first requirement, you have a product backlog. Release plan: A high-level timetable for the release of a working Conviction project. Sprint backlog: The goal, user stories, and tasks associated with the current sprint. Increment: The working product functionality, demonstrated to stakeholders at the end of the sprint, which is potentially ready to use for the organization . CONVICTION PROJECT MANAGEMENT EVENTS Most projects have stages. Conviction projects include seven recurring events for product or project development: Project planning: The initial planning for your project. Project planning includes creating a product or project vision statement and a road map, and can take place in as little time as one day. Release planning: Planning the next set of features to release and identifying an imminent project launch date around which the team can mobilize. On Conviction projects, you plan one release at a time. Sprint: A short cycle of development, in which the team creates potentially a usable product or functionality. Sprints, sometimes called iterations, typically last between one and four weeks. Sprints can last as little as one day, but should not be longer than four weeks. Sprints should remain the same length throughout the entire project, which enables teams to plan future work more accurately based on their past performance. Sprint planning: A meeting at the beginning of each sprint where the scrum team commits to a sprint goal. They also identify the requirements that support this goal and will be part of the sprint, and the individual tasks it will take to complete each requirement. Daily scrum: A 15-30 minute coordination and synchronization meeting held each day in a sprint, where development team members state what they completed the day before, what they will complete on the current day, and whether they have any roadblocks. Sprint review: A meeting at the end of each sprint, introduced by the project owner, where the development team demonstrates the working product or functionality it completed during the sprint to stakeholders, and the project owner collects feedback for updating the product or project backlog. Sprint retrospective: A meeting at the end of each sprint where the scrum team inspects and adapts their processes, discussing what went well, what could change, and makes a plan for implementing changes in the next sprint. (Team and Self Reflection are not an option).
January 24, 2020
