SANJIVANI GROUP OF INSTITUTE

SANJIVANI COLLEGE OF ENGINEERING

KOPARGAON

DEPARTMENT OF CIVIL ENGINEERING

(Academic Year 2020-21)

AN INTERNSHIP REPORT ON

APPLIED SCRUM FOR AGILE PROJECT MANAGEMENT

Submitted by

Shivam Gopal Borlepawar

SY B. Tech Roll No. 266

Div : c

Sanjivani College of Engineering

(An Autonomous Institute affiliated by Savitribai Phule Pune University)

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 Acknowledgement

An Internship work is a golden opportunity for learning and self-development. I

am very lucky and honoured to have so many wonderful teachers who led me
through in the completion of internship.

I extend my gratefully thanks to all of the team of Edx who despite of being took
guide the correct path.

I would also like to thank and extend my sincere gratitude toward All staff of Civil
Engineering department our teachers and supporting staff for their constant support
and encouragement during my Internship. I have regard for their guidance,
motivation and their dynamic presence as my faculty.

I would like to thank our beloved principal Prof. A. G. Thakur for his inspiration
and help provided to me get such an excellent opportunity.

Submitted by,

Shivam Gopal Borlepawar

SY of B. Tech

Div: C Roll No:266

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 INDEX

Sr. No. Content Page no.

1. Introduction to Course 4

2. Week 1- Innovation Challenge 6

3. Week 2 – Requiring Empathy 7

4. Week 3 – Power of Constraints 10

5. Week 4 – Solving Uncertinity 13

6. Conclusion 17

7. Reference 19

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 CHAPTER NO 01
INTRODUCTION TO COURSE

1.1 INTRODUCTION:-
Welcome to Agile Innovation and Problem Solving Skills!

This course used to be named "Agile Solutions for Greater Innovation," but we realized that we
really are teaching Innovation and Problem Solving the Agile way, so we added that in the title
to be a little more clear. We also wanted to clarify that Innovation is about solving people's
problems, not output like products! Did you have any doubt?

You may see some materials refer to this course by its old name. That's something we're
working on, while we also bring you new content and updated features with this second
release!

We're very happy that you've decided to start your journey or continue your learning on Agile in
this course. We're going to explore a lot of relevant content that cuts across industries,
professions, and experience levels with Agile.

1.2 COURSE OBJECTIVE:-

Learn the project management principles and essential planning techniques that will enable
you solve seemingly impossible problems and ensure project success through aligned objectives,
accurate requirements, and managed uncertainty:

 How Agile manages solution risk and return more effectively

 Accurate, effective requirements gathering that avoids delusionary “perspective taking”

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 Paradox of structure, aka “how constraints drive creativity and luck!”

 Test-driven development for faster, better solutions in complex systems

 How to target scope to meet Performance Objectives via the Theory of Constraints

1.3 CLASS SCHEDULE OVERVIEW

Week 1. The first week of Innovation revisits concepts of capability delivery from technical
perspective; asking how do we achieve a project’s purpose to innovate? What are the risks and
methods to be successful in delivering a defined output under uncertain conditions? Here the
Theory of Constraints (TOC) is used to target innovation for maximum impact.

Week 2. The second week dives into the requirements gathering and validation process, and the
science behind the most powerful requirement tool, a User Story, and how it forms the basis for
Test-Drive Development (TDD). During this week we'll also explore the power of visual-based
requirements gathering and prototyping for faster feedback and validation of requirements.

Week 3. The third week looks at how adding constraints to solutioning unleashes creativity,
luck, and productivity towards solving hard, uncertain problems.

Week 4. The fourth week culminates with the application of the TOC Thinking Processes, User
Stories, and Constraints along with the use of the powerful system engineering solutioning
techniques (isolation, absorption, acceleration, etc.) and tools like TRIZ.

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 CHAPTER NO 02 : WEEK 1

 GOALS AND OBJECTIVES OF WEEK 1

This course is designed to be flexible and self-paced - so for that reason you should really focus on
what YOU want to get out of the course!

Tell us your Goals and share them anonymously with the rest of the participants. You may find you
have a lot in common with many others exploring Agile.

As we go throughout the course, we'll be asking for feedback and takeaways. This is a chance for
you to make your voice heard and to hear the thousands of others on their Agile journey as well.

Now, what are you looking to do with Agile? And in Particular, Agile Innovation and Problem
Solving Skills?

This week is going to challenge you on what Innovation truly is, and why it's so hard to do!

We call this: The Innovation Challenge

We'll start out exploring why innovation matters, and the reasons behind so many innovation
failures.

Then we'll get into how you can hack and overcome those challenges with Agile:

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 Searching for Solutions - the methods we use to "test-drive" our way into success!

 Startup Innovation - the "push" method used to search for customers of a new idea

 Product Innovation - the "pull" method used to extract needs and diving solutions for greater
customer engagement

 Process Innovation - the "ongoing" method used to find and unleash the revenue through your
organizational bottlenecks.

CHAPTER NO 03 : WEEK 02

 GOALS AND OBJECTIVES OF WEEK 2

This week is going to dive into the focus of the Innovation Challenge - requirements!

We know from Week 1, Innovation Challenge, that this is the source of failure on most projects
that don't make it.

So how do we get better requirements - well it has to start with empathy. Remember, you can't
take the buyer's product home with you - your project outcome stays with the buyer!

So the place to start is with some good examples of where empathy, or a lack there of, really
mattered. That's the reason we'll start with Empathic Case Studies

Then we'll dive into the science of empathy:

 Traditional Systems Engineering says you should “Put Yourself In The Client’s Shoes”

 Proposed and widely distributed by Dale Carnegie

 “How to Win Friends and Influence Others”

 “Try honestly to see things from the other person’s point of view”

 - Principle 8, How to Win Friends and Influence Others, by Dale Carnegie

 Proof that "Asking" for Perspective is better than "Taking"

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 A Couples Experiment:

 104 Couples (mostly married)

 Asked to predict partner responses

 Focused on attitude (rated from 0 to 10)

o “I like to pay cash when possible”

o “Our family is too in debt”

o “If I could start life over, I’d do things differently”

 Results

 “Taking perspective” decreased accuracy!

 Simply interviewing and “getting perspective” reduced errors in half!!!

 Looking at these numbers, of the fifteen questions asked:

 You'd get almost 10 out of 15 correct by asking questions....and

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 You'd get only 4 out of 15 questions right by just "taking perspe

ctive"

 And remember, these were married couples!

 However, it is important to note that whether "taking" or "getting" perspective; intimacy matters
a lot. Couples always out-perform a randomly paired set of strangers. As the graph below
displays:

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 This goes to show that William Ickes was right when he said, "The best predictor so far of
empathic accuracy is verbal intelligence"

 Or in plainer language ... "If you want to know how someone feels, just ask!"

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 CHAPTER NO 04 : WEEK 03

Goals And Objectives of Week 3

Great job on completing the first two weeks. We've learned all about the need for and how to get
great requirements. Now, are you ready to learn how to take all those requirements and unleash
great innovation?!

The secret is simple - constrain yourself!

That's right, the best way to unleash innovation is to work within constraints that drive the need
for it.

We'll prove how working under budget and time constraints returned 10X value for the NASA
Faster Better Cheaper (FBC) initiative, in particular on the Stardust Case Study. Then we'll go
farther with explore:

 Limiting Solutions to drive creative reuse and focus on big problems.

 Small Batch Execution to reduce holding costs, speed up learning, and manage uncertainty.

 Luck from Constraints; why constraining work unleashes the factors of luck on your team.

 And how Agile Portfolios can use these principles to ensure Speed, Learning, Luck, and Higher
Returns

....sound counter-intuitive? Constraints adding creativity, not limiting it?

There are many paradoxes to explore in this week. Even creativity is known to do better under
constraints. We call this phenomenon the "paradox of structure." Why do we always work faster
near a deadline? Why do we discover new solutions in the barest of resource environments?

Our creativity loves a challenge, and often it's small innovations with limited resources that
return the most.

Get ready to do more with less, because you have to! It's the Power of Constraints

 NASA led the Faster, Better, Cheaper (FBC) initiative in the 1990s

 Launched 16 missions, 10 of which were successful:

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 5 trips to Mars

 1 trip to the Moon

 4 Earth Orbiting Satellites

 1 Asteroid Rendezvous

 Together these missions cost less in money and time than the Saturn Cassini mission,

 This means NASA GOT 10 WINS FOR THE PRICE OF 1!

 Keeping It Small: FBC Program Rules

 Implemented by Dan Goldin, Faster-Better-Cheaper required comfortability with Failure and a

ruthless approach to limiting project resources:

 Do It Wrong - built quick and dirty prototypes to discard bad ideas

 Reject Good Ideas - more than half the ideas were never even tested (80/20)

 Simplify and Accelerate Everything - Twelve-line schedule, 3 minute reports

 Limit Innovation - first limit project objectives, then only build what’s needed

 Failure Is an Option - goal is to maximize ROI, not minimize failure

 FBC uses the “Design-To-Cost” method to constrain and unleash innovation!

 KISS in Action: Stardust Success!!!

 Second best highlight of the FBC program was the Stardust project mission that...

 Trip took 7 years (5 years to get there, 2 years to get back)

 Traveled 3 Billion Miles (record-setting, as if orbiting earth 120,000 times)

 Collected 2x data as expected

 Cost Two Million less than budgeted ($148M vs. $150M) - still really cheap!

 Watch this video to see all the great information on Stardust Success:

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 The Stardust Mission: Collecting Comet Dust in Space

 Major Achievements of Stardust

 Technical Achievements 1999 to 2006

 Faster than Propulsion Travel (slingshot around sun)

 Developed new “Aerogel” to catch Comet Dust

 Heatshield to deliver capsule with contents back to Earth

 Findings & Scientific Achievements

 Amino acids in Wild-2 Comet dust match our DNA (2009)

 Photos of Temple-1 Comet using extra fuel (2011)

 Particles that came from Super Novae (big bang) (2014)

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 CHAPTER NO 05 : WEEK 04
GOALS AND OBJECTIVES OF WEEK 4

Now that you're process enabled, you still can't avoid massive uncertainty that is a staple in any
project.

Unlike a "standard business process," projects are unique undertakings with lots of unknowns -
it's never been done before!

So how can we "solve uncertainty" and drive towards our number one focus: user adoption?

There are a number of concrete steps to take:

 Always target what matters - like we example in the Navy Energy Case

 You must early and often Manage Uncertainty across planning, technical, and business solutions

 When faced with the Impossible Problem, you must attack assumptions! Using engineering
techniques like TRIZ and MBSE

 Finally, Innovation starts with the team and requires Leading with Control

In this last week, we're going to show you how the rubber meets the road - starting where we just
left off - Agile Portfolios that drove Global Adoption!

We hope you enjoy week 4, Solving Uncertainty, and look forward to seeing you in the course

Navy Case Study

 The Navy Energy Program had a multi-faceted series of goals.

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 Maximize Financial Benefits - save costs and provide complimentary investments on the shore
where needed

 Minimize Shore Energy Consumption - reduce energy on the shore and the emissions produced

 Provide Reliable Energy - add critical infrastructure needed for backup power, reliable delivery,
and reduce outages

 Achieve Regulatory Compliance & Stakeholder Expectations - meet mandates and demo Navy's
energy commitments

 Develop Enabling Infrastructure - invest in technology needed for better, more flexible use of
energy and new tech

 These goals were all scored based on weightings by Navy Leadership, and given means of
measurement

 Every project could be evaluated in terms of meeting these goals and their overall score

 That overall score was the "Energy Return on Investment" or "eROI Score"

 Projects were submitted in templates scoring the project in terms of each aspect of the eROI
score

 Projects were then checked, ranked, and selected for investment

 This process had yielded some results, but also had significant quality issues

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 Finding and Elevating the Constraint!

 In each year the team worked on the CNIC Energy Program (eROI), they targeted the constraint
that most held back the portfolio:

1. Data Quality - bad data skewed selection and cost $20M in lost investment; this also impacted
billing for utilities

2. Project Selection - optimizing project selection the navy explored tradeoffs; with gains increased
ROI by $30M NPV

3. Project Identification - analysis proved many good projects still remained untapped; requiring
targeting audits

4. Project Tracking - with many planned projects in the pipeline, the Navy needed to know where
to send its auditors

 As a result the quality of the potfolio kept getting better

 Many in the navy believed that "all the good projects were gone"

 They also believed that there would be diminishing returns

 Turns out, the constraint was first evaluating, then selecting, then FINDING the best projects

 Every year, the selection just got better

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 Driving Global Adoption required managing uncertainty across Planning, Technical, and
Business dimensions

 Postponed Developing New Tech

 Planned Just Enough to Get Going

 Accelerated Uncertainty (Data Mostly)

 Heavy Reuse & Loose Coupling

 Amplified existing eROI Templates

 Built “Prototypes” tested by Super Users

 Tested Solutions Using Prior-Year Data

 Colocated with Buyer

 Quickly Answered Questions

 Rapid Global Stakeholder Engagement

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 CONCLUSION

Project management is the primary tool for executing the business plan,
installing the businesses processes, and achieving the strategic ambitions of the
entrepreneur. Project management helps to detail what tasks will be accomplished,
who will be involved in completing the tasks, and when tasks should start and
finish

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 In this course by learning the key project management processes, roles,
mechanics, and philosophies behind Scrum. This gives you the basic understanding
you'll need in the Mastering Agile Professional Certificate program to learn
principles at the heart of all Agile frameworks.The three types of project
management are Agile, Traditional, and Lean.

1. Agile - varies scope against fixed budget and schedule

2. Traditional - varies budget against fixed scope and schedule
3. Lean - varies schedule (or solution time) against fixed scope and budget

The goals and requirements of each method are essential

1. Agile - goal is speed (deliver early versions fast), and requires trust to
minimize scope for fast value delivery
2. Traditional - goal is efficiency (best price), and requires efficiency to deliver
lowest cost on time and budget
3. Lean - goal is to innovate (solve problems), and requires expertise to
minimize time of delivery
In today's era Responding to change OVER following a plan

These values are at the core of why agile works and continues to be used on
projects with high uncertainty.

 Individuals and Interactions OVER processes and tools

 Working software (systems) OVER comprehensive documentation
 Customer collaboration OVER contract negotiation
 Responding to change OVER following a plan

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 REFERENCES

1. De-Scaling Organizations: https://less.works/blog/2015/05/08/less-scaling-

descaling-organizations-with-less.html

2 LeSS Principles Overview: https://less.works/less/principles/overview.html

3. Key sources: www.disciplinedagiledelivery.com

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4. To learn more about Scaled Agile, go to: www.scaledagileframework.org

5. Basics of Critical Path Method (CPM):

https://en.wikipedia.org/wiki/Critical_path_method

6. This resource helps explore in brief many derivative styles of management:

https://www.workflowmax.com/blog/choose-your-project-management-
methodology-pros-and-cons-of-agile-waterfall-prism-and-more

7MITRE Systems Engineering Guide: https://www.mitre.org/publications/systems-

engineering-guide/enterprise-engineering/engineering-informationintensive-
enterprises/design-patterns

 Good set of design principles

 Explains the difference in coupling for design flexibility and robustness

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