Course Title

- IT support for project management processes
- Course description
- Chapter 1 - Introduction to project management
  - Objective
  - 1.1 Project management
  - 1.2 Limitations
  - 1.3 Task
  - 1.4 Project planning
  - 1.5 V-model
  - 1.6 Summary
  - 1.7 Questionnaire
  - 1.8 Bibliography
- Chapter 2 - Introduction to PRINCE2
  - Objective
  - 2.1 Introduction
  - 2.2 Principles
  - 2.3 Themes
  - 2.4 Processes
  - 2.5 Tool demo example
  - 2.6 Summary
  - 2.7 Questionnaire
  - 2.8 Bibliography
- Chapter 3 - Introduction to PMBOK
  - Objective
  - 3.1 Description
  - 3.2 PMBOK's methodology
  - 3.3 PMBOK Core Areas
  - 3.4 PMBOK Facilitating Areas
  - 3.5 PMBOK Integration Management
  - 3.6 Summary
  - 3.7 Questionnaire
  - 3.8 Bibliography
- Chapter 4 - Introduction to Agile
  - Objective
  - 4.1 Description
  - 4.2 Sprints
  - 4.3 Roles
  - 4.4 Communication
  - 4.5 Requirements management
  - 4.6 Measurement
  - 4.7 Summary – pros and cons of Agile
  - 4.8 Questionnaire
  - 4.9 Bibliography
- Chapter 5 - Advanced Agile
  - Objective
  - 5.1 Description
  - 5.2 Kanban Development – Just-In-Time logistics
  - 5.3 Extreme Programming – Simplicity with a scent of quality assurance
  - 5.4 Crystal methodology – According to project size & criticality
  - 5.5 Dynamic Systems Development Method – Business value
  - 5.6 Feature-Driven Development – Business model
  - 5.7 Summary
  - 5.8 Questionnaire
  - 5.9 Bibliography
- Chapter 6 - Introduction to Lean
  - Objective
  - 6.1 Introduction
  - 6.2 History
  - 6.3 Lean basic concepts
  - 6.4 Further Principles
  - 6.5 Lean tools
  - 6.6 Basic overview of concepts and tools
  - 6.7 Lean improvement cycle
  - 6.8 Tool demo
  - 6.9 Summary
  - 6.10 Questionnaire
  - 6.11 Bibliography
- Chapter 7 - Advanced Lean
  - Objective
  - 7.1 Introduction
  - 7.2 Lean Principles
  - 7.3 Lean Software Development
  - 7.4 Summary
  - 7.5 Questionnaire
  - 7.6 Bibliography
- Chapter 8 - Discussion
  - Objective
  - 8.1 Introduction
  - 8.2 Modelling a project
  - 8.3 Other methodologies
  - 8.4 Related fields
  - 8.5 Groupwork, homework
  - 8.6 Summary
  - 8.7 Questionnaire
  - 8.8 Bibliography
- Chapter 9 - Comparison
  - Objective
  - 9.1 Introduction
  - 9.2 Principles – processes – tools
  - 9.3 Modelling the project
  - 9.4 Classifications of project management methodologies
  - 9.5 Proposed method
  - 9.6 Groupwork, homework
  - 9.7 Summary
  - 9.8 Questionnaire
  - 9.9 Bibliography
- Chapter 10 - Project management tools basics
  - Objective
  - 10.1 Description
  - 10.2 Desktop tools
  - 10.3 Cloud based tools
  - 10.4 Summary
  - 10.5 Questionnaire
  - 10.6 Bibliography
- Chapter 11 - Project management tools advanced
  - Objective
  - 11.1 Description
  - 11.2 Demonstration
  - 11.3 A walkthrough on Redmine
  - 11.4 Redmine deficiencies
  - 11.5 Summary
  - 11.6 Questionnaire
  - 11.7 Bibliography
- Chapter 12 - Summary, conclusion
  - Objective
  - 12.1 Project management methodologies and software solutions
    - 12.1.1 PRINCE2
    - 12.1.2 PMBOK
    - 12.1.3 AGILE
    - 12.1.4 Lean
    - 12.1.5 Discussion and comparison of the methods
    - 12.1.6 Various project management tools
    - 12.1.7 Redmine
  - 12.2 Groupwork, homework
  - 12.3 Questionnaire
  - 12.4 Bibliography

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# 5.2 Kanban Development – Just-In-Time logistics

- Kanban often considered as an Agile and as a Lean technique also

- Kanban = „Signboard” in Japanese

- Created by Taiichi Onho in the 1950s to control production with Just-In-Time manufacturing in Toyota Factories

- David J. Anderson formulated Kanban to an incremental development process in 2003

- One of the most flexible techniques, no constraints

Principles

- Start with what you already know

- No description on roles and processes

- Agree on incremental, evolutionary change

- Continuous small changes instead of huge ones to overcome fear in the organization

- Respect current processes, roles, responsibilities

  - Support roles to reduce resistance and make experience on the benefits of team work

=> Kanban is to revolutionize big enterprises with „burnt-in” mature roles, responsibilities and processes

Five core properties

- Visualize work-flow

  - Use „Signboard” = Kanban board

Non-interactive animation 4. - Kanban table (←Click here)

- Limit Work In Progress tasks (WIP)

  - Pull tasks

  - Establish and respect the team capacity

- Manage flow

  - Monitor, measure and report

- Make process policies

  - Describe processes first then improve it

- Improve together

  - Use models, empirical methods to implement changes incrementally, involving the whole team

Figure 5.2: Kanban process

Kanban development boards of a Phone book software development – resembling evolution states

- Headers include state of a requirement (can be a user story) and the capacity for the team. When the team members are ready with one story of one state, they automatically pull in another one for the next phase.

- There are no Sprints, still each story should be monitored => what is the exact time spent per a state; how are individuals performing compared to the estimates.

  - E.g. „Implement search by name” functionality needs 3 hours of BA work, 15 hours of development, 10 hours of internal testing, 2 hours of Client testing and 10 hours of Beta testing.

Figure 5.3.1: Kanban board; start of Kanban development

Figure 5.3.2: Kanban board; more mature Kanban development

Figure 5.3.3: Kanban board; mature Kanban development

Kanban originally developed for JIT assembly lines for Toyota –

- Reduces logistic costs

- Continuous flow, each members pulls in work rather then wait for managerial push

- Visual board provides an overview on the work state on a task basis

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