The text and our Scrums
1.7.3 Agile Methods
Modality: The explanation of Agile roles: The Scrum Master as a coach and facilitator,
the Developers as executors of the project scope, the Product Owner as the formal
authority on “go-no go” acceptance/rejection, the customer and the Product Backlog.
2.1.1 Strategic Planning Overview
 Modality: The Palm Project: Sheikh Muhammad bin Rasheed Al Maktoum’s
strategic plan to mitigate the forecasted shortage of gas/oil by 2016
 Modality: The plan to cut the 15-year project delivery time to just 4 years in order to
speed Return on Investment (ROI)
Analyzing the Business Case
 Modality: 3 project options, the Viper, the Warthog and the Strike Eagle employing
Net Present Value (Discount Rate, Cash Flows and Years-to-Delivery)
 Modality: Return on Investment (ROI), Years, Future Value FV = PV (1 + r) n
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The text and our Scrums
3.1.1, 3.1.2 The Project Triangle (Scope (Quality), Time and Cost
 Modality: Using Earned Value Management, examining the impact of lacking
Earned Value performance (Scope) on the project schedule (Time)
 Modality: Stakeholders and Reporting Scrum, 5 scenarios concerning reporting
3.4.1, Calculating the Critical Path
 Modality: Demonstrated the Forward Pass, starting with a hypothetical duration of 4
days, calculated the Earliest Start and Earliest Finish; determining the Critical Path,
the longest chain of duration activities, was in fact 36 fays
3.5.1, Monitoring and Controlling Techniques
 Modality: Calculating Earned Value Management (EVM), examining the impact of
lacking Earned Value performance (Scope) on the project schedule (Time)
3.6.1, Reporting
 Modality: Stakeholders and Reporting Scrum, 5 scenarios concerning reporting
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The text and our Scrums
Your company is evaluating the Business Case of 3 projects; all three projects support
profitability in your company’s portfolio, designed to give your company a strategic
advantage approximately 7 years from now. Each Sprint considers the Business Case
on the basis of Net Present Value (NPV), Future Value and Return on Investment
(ROI).
Your project sponsor, due to time and stakeholder constraints, asks your team to
exclude one of the Business Case constructs above in your evaluations.
Which Business Case construct would you exclude and why?
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Stakeholders & Reporting
A project is planned to take 8 months. At the end of the 4th months, the records of the
project controlling show the following observed cumulative indicators:
Actual Cost (AC) 120K
Earned Value (EV) 90K
Planned Value (PV) 100K
Budget at Completion (BAC) 200K
Your sponsor’s most influential stakeholder likes all reporting constructs expressed as
a percentage (if possible). Your Project Sponsor reports to key stakeholders today and
he anticipates a few key metrics and approaches you with the following questions.
How much higher is the Actual Cost given spending expectations?
How would you express the status of Earned Value?
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Stakeholders & Reporting
A project is planned to take 8 months. At the end of the 4th months, the records of the
project controlling show the following observed cumulative indicators:
Actual Cost (AC) 120
Earned Value (EV) 90
Planned Value (PV) 100
Budget at Completion (BAC) 200
Your sponsor’s most influential stakeholder likes all reporting constructs expressed as
a percentage (if possible). Your Project Sponsor reports to key stakeholders today. He
anticipates a few key metrics and approaches you with the following questions.
If this spending performance persists, how would you compute and characterize
(express the status to key stakeholders based on their needs/limits) the project’s total
cost at closing?
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Stakeholders & Reporting
A project is planned to take 8 months. At the end of the 4th months, the records of the
project controlling show the following observed cumulative indicators:
Actual Cost (AC) 120
Earned Value (EV) 90
Planned Value (PV) 100
Budget at Completion (BAC) 200
You learn that your sponsor’s boss is not satisfied with the metrics reported. She
demands that the remaining work be done according to planned spending standards.
If her spending demands become reality how much will your project cost the
organization when done?
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