Lecture 14 : Agile Project Planning, Project Charter

Summary

This lecture introduces project charters and contrasts agile project planning with traditional waterfall methods. It outlines the elements of a project charter, such as purpose, scope, stakeholders, and budget. The lecture highlights agile's adaptive planning, customer involvement, and iterative approach, emphasizing flexibility and frequent feedback over the rigid, upfront planning of the waterfall model. Scrum, a popular agile framework, is detailed with its artifacts like product backlog and sprints, and events including daily scrums and sprint reviews, showcasing a project management style that embraces change and prioritizes customer value.

Takeaways

• 📜 **Project Charter**: It's a high-level document defining the scope of a project and is used to get approval to develop a project plan.
• 🎯 **Purpose and Goals**: The charter includes a clear statement of the project's purpose and objectives.
• 🚀 **Project Scope**: It outlines what is included and excluded from the project.
• 👥 **Stakeholders**: Lists all individuals and organizations involved in the project with their roles and responsibilities.
• 📅 **Timeline**: Includes a schedule of project milestones, including start and end dates.
• 💵 **Budget**: Provides an estimate of the project's cost and resources.
• 🔍 **Risk Assessment**: Identifies potential challenges and obstacles that may arise during the project.
• 📚 **Deliverables**: Lists the expected outcomes and results of the project.
• 🌟 **Agile Project Planning**: A method that embraces change and is adaptive, unlike the traditional waterfall approach which resists change.
• 🔄 **Adaptive Planning**: Agile project management updates the project plan as circumstances change, suitable for projects with uncertain requirements.
• 🏃 **Scrum Methodology**: A popular agile approach with defined roles, artifacts, and events to facilitate project planning and transparency.
• 🔄 **Scrum Artifacts**: Include the product backlog, sprint backlog, and product increment, which support project planning.
• 📈 **Sprint Planning**: A key scrum event where the team plans the work for the upcoming sprint, focusing on delivering value.

Q & A

What is a project charter?

A project charter is a high-level document that defines the scope of the project and is typically submitted to get project approval to move on to develop a project plan.

What are the typical elements of a project charter?

The typical elements of a project charter include project purpose and goals, project scope, project stakeholders, project timeline, project budget, project risk, and project deliverables.

What is the main difference between traditional project planning and agile project planning?

Traditional project planning follows a waterfall approach, which is linear and resistant to change. Agile project planning, on the other hand, embraces change and uses adaptive planning, which is particularly valuable for projects with uncertainty, varying requirements, and short deadlines.

How does Scrum support project planning?

Scrum supports project planning through a flexible and iterative approach, focusing on just-in-time planning where planning is done as late as possible and when the most is known about the project.

What are the key artifacts in Scrum that facilitate project planning?

The key artifacts in Scrum that facilitate project planning include the product backlog, which contains a complete list of requirements for developing or improving the product, and the sprint backlog, which is derived from the product backlog for each sprint.

What are the Scrum events for project planning?

The Scrum events for project planning include the sprint planning meeting, daily scrum, sprint review, and sprint retrospective. These events are designed to facilitate project planning and enhance the transparency of the project status.

Why is the sprint duration in Scrum limited to less than one month?

The sprint duration in Scrum is limited to less than one month to make the project's critical aspects more predictable with shorter planning horizons and to allow for more frequent feedback and adaptation.

How does the daily scrum meeting contribute to project planning?

The daily scrum meeting contributes to project planning by enhancing team communication and coordination, allowing the team to address challenges and adjust plans on a daily basis to meet the sprint goal.

What is the purpose of the sprint review in Scrum?

The sprint review in Scrum is a meeting held at the end of the sprint where the Scrum team and stakeholders review the work completed during the sprint, ensuring transparency and providing feedback for future planning.

How does the traditional waterfall approach differ from agile project management in terms of client involvement?

In the traditional waterfall approach, client involvement is typically at the beginning and end of the project. In contrast, agile project management involves the client throughout the project, encouraging continuous feedback and adaptation.

Can elements of agile project management be incorporated into traditional project management?

Yes, elements of agile project management such as increased customer involvement, greater experimentation, and adaptive planning can be incorporated into traditional project management to improve its effectiveness.

Outlines

00:00

📜 Introduction to Project Charter and Agile Project Planning

The lecture begins with an introduction to project planning, specifically focusing on the project charter and agile project planning methodologies. The project charter is defined as a high-level document that outlines the project's scope and is used to gain approval to proceed with project planning. The lecture agenda includes explaining the elements of a project charter, discussing agile project planning, comparing agile with the traditional waterfall approach, and exploring Scrum in the context of project planning. The project charter's elements are detailed, including project purpose, scope, stakeholders, timeline, budget, risk, and deliverables. A sample project charter is provided for better understanding.

05:01

🔄 Transition from Traditional to Agile Project Management

This section contrasts traditional project management, known as the waterfall approach, with agile project planning. The waterfall model is described as a linear process where requirements are gathered, followed by design, development, testing, and delivery. However, this method lacks a feedback system. Agile planning, on the other hand, is centered around customer needs, probabilistic planning, data-driven decisions, and frequent feedback loops. Agile embraces change, unlike the waterfall approach, which discourages it. Agile project management is highlighted as being particularly valuable for projects with uncertain requirements and short deadlines, such as software and IT projects.

10:02

🏗️ Agile vs. Waterfall: A Detailed Comparison

The paragraph delves into a detailed comparison between agile and waterfall project management approaches. Agile planning is characterized by short-term, adjustable plans, frequent client involvement, incremental project execution through iterations or sprints, and open communication. In contrast, the waterfall model adheres to long-term plans, limited client interaction, and structured project execution. Agile encourages integrated cross-functional teams and self-managed teams with a facilitative project manager, while the waterfall approach relies on the project manager for task coordination. Agile also promotes experimentation and flexibility in scope, in stark contrast to the rigidity of the waterfall method.

15:05

🔄 Agile Project Management: Iterative and Collaborative

This section emphasizes the iterative and collaborative nature of agile project management. Agile projects are divided into short sprints, with client scope freezing during each sprint to allow for fixed and concrete tasks. The feedback loop between the project team and the client is crucial for a successful project outcome. Agile prioritizes customer needs, team collaboration, and then the project scope, in contrast to the waterfall approach, which prioritizes schedule and scope. The willingness of team members to share knowledge is highlighted as essential for agile projects, and it's suggested that many agile principles can be incorporated into traditional project management approaches.

20:08

📈 Scrum Methodology for Agile Project Planning

The paragraph introduces Scrum as a popular agile approach for project management, emphasizing flexibility in planning. Scrum adopts a just-in-time planning approach, where planning is done as late as possible with the most knowledge about the project. The Scrum framework involves product backlog, sprint backlog, sprints (typically 2 to 4 weeks), and product increments. The paragraph explains that planning in Scrum is done uniformly throughout the project, unlike traditional approaches where planning is front-loaded.

25:14

📝 Scrum Artifacts and Events for Project Planning

This section discusses the artifacts and events in Scrum that support project planning. Scrum artifacts are documents like the product backlog, sprint backlog, and product increment that facilitate planning and transparency. The product backlog, containing a list of requirements from the customer's perspective, evolves as the project progresses. Scrum events, including sprint planning, daily scrum, sprint review, and sprint retrospective, are detailed. These events are designed to facilitate project planning and are held at specific times throughout the sprint, with each having a defined purpose and time limit.

Keywords

💡Project Charter

A project charter is a high-level document that defines the scope of a project and is typically submitted to secure approval to proceed with developing a project plan. It serves as a reference point throughout the project's life cycle, ensuring all involved parties have a shared understanding of the project's goals, objectives, and requirements. In the script, the project charter is mentioned as containing elements such as project purpose and goals, scope, stakeholders, timeline, budget, risk, and deliverables.

💡Agile Project Planning

Agile project planning is a flexible approach to project management that allows for iterative development and frequent reassessment. It embraces change rather than resisting it, as seen in traditional waterfall approaches. The script explains that agile planning is particularly valuable for projects with uncertain requirements, varying conditions, and short deadlines, making it suitable for software and IT projects where objectives and client understanding can be unclear.

💡Waterfall Approach

The waterfall approach is a traditional project management method where progress flows sequentially from one phase to another, much like a waterfall. It starts with requirements, followed by design, development, testing, and delivery. The script points out that once a phase is completed in the waterfall model, it moves to the next without a feedback system, making it less adaptable to changes compared to agile methods.

💡Scrum

Scrum is a framework used for agile project management that emphasizes flexibility and iterative progress. It involves breaking work into smaller chunks, called sprints, which are completed rapidly for review and feedback. The script describes Scrum artifacts like product backlog, sprint backlog, and the Scrum events such as sprint planning, daily scrum, sprint review, and sprint retrospective.

💡Product Backlog

A product backlog in Scrum is a list of all the requirements needed for developing or improving a product, expressed from the customer's perspective. It evolves as the project progresses and more is learned about customer needs, market conditions, and technology. The script mentions that the product owner is responsible for keeping the product backlog up to date.

💡Sprint

A sprint in Scrum is a short, time-boxed period during which a limited amount of work is completed. It is a mini-project with a specific goal, typically creating additional product functionality. The script explains that sprints are limited to less than one month and include activities like planning, daily scrum meetings, review, and retrospective.

💡Iterative

Iterative refers to an approach where the development process is repeated in cycles, allowing for continuous improvement and adaptation. In the context of the script, iterative development is a core concept of agile and Scrum methodologies, where projects are broken down into a series of iterations or sprints, each producing a deliverable that can be reviewed and refined.

💡Stakeholders

Stakeholders are individuals or organizations with an interest or concern in the project's outcome. The script mentions that the project charter should include a list of all stakeholders and their roles and responsibilities, which is crucial for ensuring everyone involved has a shared understanding and is aligned with the project's goals.

💡Adaptive Planning

Adaptive planning is a key characteristic of agile project management, as highlighted in the script. It involves updating the project plan as circumstances change, in contrast to traditional methods that stick to a long-term plan made in advance. This approach is particularly valuable for projects with uncertain requirements and conditions.

💡Sprint Backlog

The sprint backlog is a list of tasks that the Scrum team selects from the product backlog to implement during a sprint. It is created during the sprint planning meeting and evolves as the sprint progresses. The script uses the sprint backlog to illustrate how Scrum teams plan and manage their work within a sprint.

💡Scrum Master

A Scrum Master in the Scrum framework is responsible for ensuring that the Scrum process is understood and enacted. They facilitate the Scrum events and remove any impediments to the team's progress. The script mentions the Scrum Master's role in ensuring that artifacts are accessible to all team members and that meetings like the daily scrum are conducted efficiently.

Highlights

Introduction to project charter and agile project planning in lecture.

Project charter defined as a high-level document for project scope and approval.

Elements of a project charter include purpose, scope, stakeholders, timeline, budget, risk, and deliverables.

Agile project planning introduced as an alternative to traditional waterfall approach.

Traditional waterfall approach assumes known project scope and technology.

Agile project management embraces change and is adaptive.

Comparison between agile and waterfall approaches on dimensions like planning, client involvement, and execution.

Scrum methodology introduced for agile project management.

Scrum artifacts supporting project planning include product backlog, sprint backlog, and product increment.

Scrum events for project planning include sprint planning, daily scrum, sprint review, and sprint retrospective.

Importance of customer involvement and feedback in agile project management.

Adaptive planning in agile allows for frequent updates to project plans.

Agile project management's emphasis on customer, team, and scope priorities.

How traditional project management can adopt agile practices.

Project planning in Scrum focuses on flexibility and just-in-time planning.

Description of the Scrum framework and its iterative approach to project planning.

Conclusion summarizing the lecture's discussion on project charter, agile vs. traditional planning, and Scrum.

Transcripts

Dear students, in this lecture we are going to discuss about project charter and agile

project planning.

This is to recollect where we are standing now.

We are in the part 2 of this course that is a project planning.

The previous lecture I have discussed about traditional project activity planning.

In this lecture, we are going to discuss about project charter and agile project planning.

The agenda for this lecture is, first I will explain what is project charter, what are

its elements.

Then we will discuss about agile project planning.

Then we will compare agile project management with traditional waterfall approach.

Then we will discuss about project planning with the Scrum.

Then Scrum artifacts supporting project planning.

Finally Scrum events for project planning.

First we will discuss about what is project charter.

A charter is a high level document that helps define the scope of the project and is typically

submitted to get project approval to move on to develop a project plan.

So the project charter is a document, high level document.

The project charter serve as a reference point throughout the project's life cycle and helps

ensure that everyone involved in the project has a shared understanding of its goals, objectives

and requirements.

Now we will show you the typical project charter element.

First the project charter will contain project purpose and goals.

That is a clear and concise statement of the project's purpose and objectives.

The second element in the project charter is project scope.

A description of what is included and excluded from the project.

Then project stakeholders.

Here a list of all individuals and organizations involved in the project and their roles and

responsibilities will be shown under project stakeholders heading.

The next element is project timeline.

That is a schedule of the project milestone including start and end dates.

The next element in the project charter is project budget.

That is an estimate of the cost of the project and its resources.

And the other element in the project charter is project risk.

That is an assessment of the potential challenges and obstacles that may arise during the project.

Then project deliverables.

A list of the expected outcome and the result of the project will be shown in the project

charter.

Here I brought a sample project charter for the purpose of your understanding.

You see here the project objective is written.

Then there is an explanation of that objectives.

Then project is considered successful when?

When we can see the project is successful.

Then project participants.

Then available resources, milestones, potential risk and who has approved this project charter.

These are the typical elements of a project charter.

Now we will enter into the another interesting way of managing project called agile project

planning.

We have been discussing the traditional method for planning the project known as the waterfall

approach.

The previous lecture we discussed about traditional way of planning the project.

That is called waterfall approach.

The traditional approaches have proven to work well for many projects.

But there are projects for which the traditional methods do not surface.

Mainly because they assume that the project scope can be well determined and the technology

of developing the scope is well understood.

So what is the basic assumption in the traditional way of managing project is?

The scope is known to us it is certain and the technology involved in the project also

certain.

This was the assumption, this is the assumption for traditional project planning.

But whenever we are violating these two assumptions the traditional way of managing project will

not work.

So we are going for a new way of managing planning the project called agile project

planning.

Now here I brought the comparison between traditional and agile planning.

Look at the left hand side this is called waterfall approach.

So first we will get the requirement from the user then we design the project then develop

the project then test and deliver.

This is an example of a product.

Suppose we are manufacturing a product so this is a way of a waterfall approach first

will be requirement, design, development, test and deliver.

The point you have to note here in the waterfall approach that once the requirement is done

then it is a pushed to the other stage called design stage.

So there is no feedback system in the traditional waterfall approach.

But look at the right hand side the customer need is center then we go for planning that

planning also probabilistic planning it is not freeze that stage.

Then we are taking data driven decisions we keep on collect the data when we are seeing

that whether the project the customers need is satisfied or not.

Then we go a focus on work and not the worker.

So when work is important who is doing that work is not important.

Then we make sure that there is a built in quality then we go make sure that there is

a frequent delivery then frequent feedback loops that is more important component.

Then what we do we redefine the requirements what is happening in the agile project planning

we can keep on update the requirements of the project.

But in the traditional waterfall approach redefining the scope is not possible here.

The customer involvement is not that much there in the traditional way of managing project.

But in the waterfall approach every time we take care that we are meeting the customer

expectation or not that is why the customer need is in the center of this diagram.

So agile project planning since change is a constant agile project management shortly

called as APM was developed to embrace change rather than resist it like waterfall project

management.

Here we encourage we adopt the change but in the waterfall approach change is discouraged.

And a key characteristics of agile project management is that it incorporates adaptive

planning such that the project plan is updated as circumstances change.

Employing adaptive planning is particularly valuable for projects characterized by uncertainty

requirements that vary and short deadlines.

So whenever the requirement is not known in advance then we go for this agile project

planning from time to time we have mentioned that the fact that the software and IT projects

have had a very high failure rate sometime over budget sometime over schedule and delivering

less than the desired output.

So software projects are more uncertain than construction projects often due to unclear

project objectives and lack of understanding by the client or project team.

So in this context the agile project planning is most suitable.

So the result understandably has a high probability of client dissatisfaction with the completed

project.

So the table in the next slide further contrasts the agile project management from the traditional

waterfall approach on multiple dimension.

So here is a comparison.

So one dimension is planning.

So what is happening in the agile project planning in the with respect to planning?

So here the planning is in agile project management it is a short term plan that are adjusted

as project progress.

But in the traditional waterfall approach it attempts to stick to a long term plan made

in advance.

Then we will see the under the dimension of client involvement.

So the client involvement in the agile project management is throughout the project.

But in the traditional waterfall approach only it is at the beginning and end of the

project.

So with respect to project execution in the agile project management context the project

is broken down into incremental stages called iterations or sprints.

So these are the terms which we are going to discuss in detail.

These are the new term which are using in the agile project management when compared

to previous slides.

Here in the traditional waterfall approach in the context of project execution work completed

based on comprehensive and highly structured plan.

Now we will see the in the dimension of communication.

In the agile project management it is open frequent communication.

In fact a daily communication among the stakeholder is encouraged.

Here in the traditional waterfall approach the purpose of communication is mainly for

project control that is a last stage of your project life cycle.

Then the feedback on result.

So the feedback of the customer is taken care in the agile project management at the end

of each iteration.

In every iteration we see that the whether we are going as per our expectation.

But in the traditional waterfall approach it is only at the end of the project.

Now in the context of work structure it is integrated cross functional team that is for

agile project management the work structure is integrated and cross functional team.

But in the traditional waterfall approach team members tend to work independently and

rely on project manager to coordinate task.

Here the role is pushed to the project manager where in the waterfall approach.

All the project people who are working they are working independently.

And another element is project leadership.

So here in the agile project management context they are self-managed teams with the project

manager as a facilitator of the process.

But in the traditional waterfall approach project manager allocates work to team members

and control processes.

So we will continue the comparison of agile project management and traditional waterfall

approach.

So team member feedback.

So in the agile project APM this is waterfall.

So in the context of agile project management the team member feedback is like open communication

that is encouraged by all team members.

But in the waterfall approach feedback typically provided confidentiality by project manager.

So process ownership here the agile project management team members own the process.

Here the project manager in waterfall approach the project manager own the process.

Experimentation in the agile project management it is encouraged to identify ways to best

meet customer requirement.

But in waterfall approach it is discouraged to meet project deadline and stay on budget.

Here the budget is more important.

Other important element is with respect to dimension of scope.

In agile project management the scope is flexible.

But in the waterfall approach the scope is freeze rigid.

Then with respect to change in agile project management the change is welcomed and expected

to part of project.

But in waterfall approach it is resisted and often requires formal change order request.

Then with respect to priorities is very important element on priorities that is a customer is

top priority followed by team and then scope.

But in waterfall approach schedule is top priority followed by scope and then team.

Then measure of success.

Here the agile triangle that is value, quality, constraint.

Value means extrinsic quality.

Here quality is intrinsic quality then constraint like cost, schedule and scope.

But waterfall approach it is iron triangle which we studied in the beginning of this

lecture cost, schedule and scope.

Here value, quality and constraint.

We are continuing with the difference between waterfall and agile.

While the waterfall method is commonly viewed as a batch process.

But agile project management is viewed as a flow processes where deliverables are produced

in a flow manner.

An analogy often used is that of a cake which is built in horizontal layers but consumed

in vertical slices.

So waterfall project management attempts to deliver the entire cake while agile project

management delivers a tiny layer at a time.

That is the difference between agile and waterfall.

That is the work is divided up so that smaller segments can be completed rapidly that is

via sprints and presented for review, feedback and hopefully offering value for the client.

During the duration of each sprint that is small duration, each iteration the client

has agreed to freeze the scope so that the task can be considered fixed concrete.

This feed forward of result from the project team to the client and the feedback from the

client to the team allows for a collaborative project environment which strongly enhances

the likelihood of project success.

This close continuing contact distinguishes agile project management between clients and

the project team and an iterative and adaptive planning process.

Project requirements are the result of client or team interaction and the requirement change

as the interaction leads to a better understanding of both sides.

This is a small approach with its emphasis on the schedule first then scope and lastly

the team.

But agile project management emphasis is on the customer first, the team second and scope

third.

The willingness of team members to share knowledge is an essential condition for agile project.

But incidentally the willingness to share knowledge is also a key to success a traditionally

organized project.

So a project manager who attempts to control an agile project as he or she might control

a traditional project is most certainly the wrong person for the job.

Because the way we are managing the agile project management is different, the mindset

of managing our waterfall or traditional project management is different.

With all the attention that agile project management receives it is essential to point

out that many of its tenants can be easily incorporated into more traditional project

management approaches.

So what we can do that whatever good points which we have discussed so far for agile project

management that can be incorporated in our traditional project management also.

There is nothing prevents increasing customer involvement in the traditional waterfall approach.

There is nothing inherent to traditional project management that prohibits greater experimentation.

There is nothing that prevents a project manager from adopting a subset of agile project management

best practices.

So wherever good practices there the waterfall project management can easily adopt that good

practices from your agile project management.

Now we will discuss about project planning with the scrum.

In the traditional waterfall approach the emphasis is placed on upfront planning that

is we are giving so much importance for the planning that is freeze.

Often the intent of these change management process is to discourage changes in the initial

plan because in the waterfall approach we do not encourage for changes in the plan.

In contrast the emphasis of the project planning with agile in general for example the scrum

in particular is on flexibility.

See here we focus on flexible planning processes with its roots it lean management scrum takes

a more just in time approach to planning where planning is done as late as possible and when

the most is known about the project.

Because in the agile project management we take the planning we delay the planning as

late as possible until you are exactly know what the exact customer requirement is.

The right hand side I have brought a picture for the scrum.

So here what is happening there are first we take product backlog then we go for spring

backlog then we discuss about scrum team then we go for increment then finally we go for

sprint review that is feedback see that everywhere there is a feedback.

So this is a scrum methodology for agile project management.

With just in time approach the project planning is done broadly at first and in more detail

later as more is learned about key aspects of the project including customer requirement,

the market, the competitive environment and the technology.

While in more traditional approaches planning take place primarily at the beginning of the

project but in agile planning permeates the entire project.

Here the project planning is done more uniformly throughout the project as opposed to being

front loaded at the start of the project in our traditional approaches.

Now we will discuss about scrum artefacts supporting the project planning.

The scrum is the most popular agile approach for implementing agile project management

there are different methodology.

So one approach is called scrum.

Well defined team roles, artefacts and the events are associated with the scrum methodology.

The scrum artefacts are documents designed to facilitate project planning and enhance

the transparency of the project status.

The scrum master ensures that artefacts are accessible all project team members.

So when you say artefacts it is a well defined documents.

You see in the right hand side I have explained some of the artefacts that is a product backlog,

sprint backlog and then the sprint 2 to 4 week sprint then the product increment.

These are the documents.

The documents called scrum artefacts.

One key scrum artefact is the product backlog which contains a complete list of the requirement

for developing or improving the product.

So the product backlog contains a complete list of requirement for developing or improving

the product.

Similarly these requirements there is a product in the product backlog these requirements

are expressed from the customer's perspective.

So the product backlog evolves as more is learned about the project, the customer requirements

and the competitive environment and technology.

So the product backlog should be kept up to date which is the product owner's responsibility.

Now we will discuss about scrum events for the project planning.

So the foundation of the scrum is the sprint.

Effectively each sprint is a mini project that is each cycle, each iteration is a mini

project with its corresponding goal of creating value.

Typically creation of value entails creating some additional product functionality.

So the scrum framework defines several events that facilitate project planning.

To facilitate project planning all sprints with a project are the same duration.

Additionally the duration of the sprint is limited to less than one month that is 1 to

2 weeks.

So limiting the sprint duration means that the project's critical aspect are much more

predictable with shorter planning horizons.

Now look at the picture on the right hand side.

So different cycle say sprint.

So in the sprint there is a sprint planning, daily scrum, sprint review, then sprint retrospective.

So these are the different elements of your different activities which are happening inside

the sprint.

Having a constant duration for the sprint facilitates estimating the amount of work

that can be accomplished during the sprint.

In addition to sprint, scrum defines four other events associated with project planning

as shown in the figure.

What are that four events?

First one is the sprint planning meeting, then daily scrum, then sprint review, then

sprint retrospective.

This also we discussed, we have shown this figure in the previous slides but everywhere

you see there is a feedback loop.

So these events all take the form of well-defined meetings.

On the surface including four separate types of meeting may create the impression that

scrum requires excessive meeting time.

The sequence of scrum planning events is shown in this figure.

So as shown in the figure the first event is the sprint planning meeting, this one.

A sprint planning meeting is held at the beginning of each sprint and is attended by the entire

scrum team that is a product owner, scrum master and the developers.

The sprint planning meeting is a time boxed to 2 hours per week for the sprint duration.

That is a sprint planning meeting for a 1 week sprint is limited to 2 hours, a sprint

planning meeting for a 2 week sprint is limited to 4 hours and so on.

The sprint planning meeting is held on the first day of the sprint to determine the goals

for the sprint and to choose the product requirements from the product backlog aligned with the

print goal.

Typically the sprint goal specifies the product functionality to be completed during the sprint.

Based on the goal selected the items for the product backlog are identified that need to

be completed during the sprint to achieve the sprint goal.

While the sprint planning meeting is held once on the first day of the sprint, the daily

scrum meeting is held at the beginning of each workday of the sprint.

During the meeting each developer addresses 3 issues to help the entire team plan and

coordinate the work for the coming day.

That is the work completed during the prior day to meet the sprint goal what was completed

in the previous day.

The second one what will be worked on that day to help meet the sprint goal and the third

point is any challenges encountered that might hinder meeting the sprint goal.

So 3 point what we are discussing what has been achieved yesterday, what you have to

do today and what was the challenges that can be overcome.

These are the 3 points that are discussed in the meeting.

To minimize the complexity the daily scrum is held in the exact location and simultaneously

each day.

While the day scrum is open to all stakeholders only the scrum team may talk during the meeting.

The scrum master is the responsible for ensuring outsiders do not disrupt the meeting and that

the meeting take place and do not go over 15 minutes time box.

If issues or challenges are uncovered during the daily scrum a separate problem solving

meeting often called the after party is held.

A key benefit of the daily scrum is that they enhance the team communication while eliminating

the need for other meeting.

The sprint review and sprint retrospective are the other 2 scrum event and are held at

the end of the sprint.

Like the sprint planning meeting the daily scrums these events have well defined purposes

and time boxes.

All these events occur at the end of the sprint.

Project planning is not their focus although the outcomes of the events provide important

inputs for the next sprint planning meeting as shown in the figure because you see everywhere

there is a feedback.

So first we go for sprint planning meeting then that will go to daily scrum then we will

go for sprint review then finally it will go to sprint retrospective.

So in this lecture I discussed about what is project charter with the example then I

explained advantage of agile project planning over traditional project planning then I am

compared the agile project management with traditional waterfall approach.

Then I have discussed about project planning with scrum and its elements then I have discussed

scrum artefacts supporting the project planning various documents we discussed then we discussed

the scrum events for the project planning.

Thank you. .