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).  