Q2) a) Uk based KPO company working on “License Management System”.

They are using

number of expensive and licenced software tools. More than 5000 team members are sharing
these tools. You have been deputed as project manager to ensure that a project finishesh
within original budget, with the required scope of work and within the required timescales, and
to ensure that throughout this process all the stakeholders, especially the client , are satisfied
with the project results. [6]
Prepare Risk management process based on below points
i) Risk identification
ii) Risk Analaysis
iii) Risk mitigation
--> Risk Management Process for the "License Management System" project:

i) Risk Identification:
Conduct a thorough analysis of the project and identify potential risks related to budget, scope, and
timeline.
Engage the project team, stakeholders, and subject matter experts to gather their insights and identify
risks specific to the project.
Consider risks associated with the use of expensive and licensed software tools, such as licensing
issues, compatibility problems, or unexpected costs.
Identify risks related to team coordination and communication, client requirements, resource
availability, and technology.
Risk Analysis: Assess the identified risks by evaluating their likelihood of occurrence and potential
impact on the project's objectives.
Prioritize the risks based on their severity and the potential consequences they may have on the
budget, scope, and timeline.
Analyze the potential causes, triggers, and warning signs associated with each risk to enhance risk
detection and response.
Assign a risk score or rating to each identified risk based on its likelihood and impact, enabling the team
to focus on high-priority risks.
ii) Risk Mitigation:

Develop a comprehensive risk mitigation plan to address the identified risks effectively.
Identify specific actions, strategies, and contingency plans to minimize or eliminate the risks.
Assign responsibilities to team members for implementing risk mitigation measures and monitoring the
progress.
Establish communication channels and protocols to promptly escalate and address any potential risks
or issues.
Regularly review and update the risk mitigation plan throughout the project's lifecycle to ensure its
effectiveness.
Implement proactive measures to enhance client satisfaction, such as regular progress reporting,
frequent communication, and involvement in decision-making processes.

Conduct risk assessment and mitigation reviews periodically to identify new risks, assess the
effectiveness of existing mitigation measures, and make adjustments as needed.
Remember, risk management should be an ongoing process throughout the project's lifecycle.

1
Regular monitoring, evaluation, and adjustment of the risk management plan will help ensure that the
project finishes within the original budget, with the required scope of work, and within the required
timescales, while satisfying all stakeholders, especially the client.

Explain Agile reports in brief.

--> Agile reporting refers to the use of selected metrics and tools for analyzing and making informed
decisions about the way work is managed. The goal of reporting in Agile is to ensure that work
systems deliver outcomes - value with optimum quality and increased pace. Hence, Agile teams use
different sets of metrics to achieve greater visibility over the work processes, measure how efficient
their process is, track their performance over time, identify process blockages, and more. The
reporting method is usually defined by the work methodology that a team chooses to apply.
Agile Reporting vs. Traditional Reporting
The underlying difference between reporting in traditional and Agile project management lies in the
goals, metrics, and constraints of the two approaches.
The Agile philosophy seeks outcomes. It shifts the work ethic toward finding ways to improve customer
satisfaction by delivering greater value as a team. The traditional way of work management, however,
emphasizes output and helps to answer how people on the team have performed on an individual
level.
Traditional leaders often measure a team’s success on the basis of how well a delivery fits in with the
budget and time constraints. The approach can be very limiting when discussing outcomes such as
creating real value and increasing customer satisfaction. Therefore, reporting in Agile aims to “zoom-
out” and
identify how a team operates as a whole, how efficient the current process is, and how to improve.
The preferred set of metrics for project reporting in the traditional way provides a narrower view of a
project’s success. Decision-making is then based purely on specific indicators and their numeric values.
Whereas, Agile project managers take into account various factors such as context, actual customers’
problem resolution, process roadblocks, or delivery over time.
Why Is Agile Reporting Important?
As outlined previously, Agile reporting supports decision-making, helps to achieve outcomes that create
customer value, and offers the ability to track progress in real- time. Here are the three critical aspects
of Agile reports.
 Process Outcomes. Outcomes of an Agile project report can uncover process insights
(bottlenecks, dependencies, and improvement opportunities) and team performance clues that
support informed decision-making. You can also track the progress of projects, programs, or
portfolios and map them against planning.
 Customer Value. Creating real customer value can be measured by analyzing how efficient
your team is in resolving customers’ issues, or how value is delivered over time.
 Service Delivery. Meeting customers’ expectations is a cornerstone of the Agile mindset.
Understanding how fit-for-purpose your process is unlocks insights into optimizing your
service delivery to increase customer satisfaction and into better future delivery predictions.
Agile Reporting Tools
To make the most of your reports, the right tools are your best ally. Today’s market offers a generous
choice of tools to help you get real-time reports and draw insights into your work process, team
performance, or another indicator of
success.

2
 Burndown Chart. The chart is applied by Scrum teams and helps managers track how many
user stories have been completed for a given iteration (sprint). The report allows them to
predict how many sprints are needed to complete specific pieces of work, such as epics,
projects, or themes.

3
Q3) a) Consider a project with the following functional units. [6]
i) Number of user inputs = 15
ii) Number of user outputs = 12
iii) Number of user equiries = 07
iv) Number of user files = 20
v) Number of external interfaces = 05
In addition to the above, system requires significant.
- Data communication(5)
- Performance is very critical (4)
- Designed code may be moderately reusable Other complexity
factors are treated as Average. Compute the functional point
for the project.
-->To compute the functional points for the project, we need to consider the
complexity factors and the weights assigned to each functional unit.

Here is the breakdown of the functional points calculation based on the provided
information:

Step 1: Calculate the Unadjusted Function Point (UFP)

UFP = (Number of user inputs × Weight for user inputs) + (Number of user
outputs × Weight for user outputs) + (Number of user inquiries × Weight for
user inquiries) + (Number of user files × Weight for user files) +
(Number of external interfaces × Weight for external interfaces)

Given:
Number of user inputs = 15 Weight for user
inputs = 3 Number of user outputs = 12 Weight
for user outputs = 4 Number of user inquiries
= 7 Weight for user inquiries = 3 Number of
user files = 20 Weight for user files = 10
Number of external interfaces = 5 Weight for external
interfaces = 4

UFP = (15 × 3) + (12 × 4) + (7 × 3) + (20 × 10) + (5 × 4)

= 45 + 48 + 21 + 200 + 20
= 334

Step 2: Calculate the Value Adjustment Factor (VAF)

To calculate the Value Adjustment Factor (VAF), we need to consider the complexity
factors and their corresponding weights.

Given:
Data communication = 5 Performance = 4
Code reuse = 2
Average complexity factors = 14 (assumed) VAF = 0.65 +
4
 (0.01 × (5 + 4 + 2 + 14))

= 0.65 + (0.01 × 25)

= 0.65 + 0.25
= 0.9

Step 3: Calculate the Adjusted Function Point (AFP) AFP = UFP ×

VAF
= 334 × 0.9
= 300.6

The functional points for the project, considering the given information, is
approximately 300.6.

b) What are the various agile principles? [4]

-->1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable
software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference
to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need,
and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development
team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity–the art of maximizing the amount of work not done–is essential.
11 .The best architectures, requirements, and designs emerge from self- organizing teams.
12 .At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its
behavior accordingly.

5
Differentiate agile project management Vs traditional project management. [4]

6
What are the various techniques to estimate story points in agile? [6]
--> In Agile software development, story points are used to estimate the relative effort and complexity of
user stories or product backlog items. Several techniques can be used to estimate story points in Agile,
including:

Planning Poker: Team members use a deck of planning poker cards with values representing story
points (e.g., Fibonacci sequence) and discuss and estimate the story points together. The team reaches
a consensus on the estimated effort for each user story.

T-Shirt Sizes: Rather than using specific numerical values, team members assign sizes to user stories,
such as XS, S, M, L, or XL, indicating the relative effort and complexity.

Bucket System: Stories are grouped into buckets or categories based on their complexity or size. For
example, stories might be categorized as small, medium, or large. This approach provides a high-
level estimation without assigning specific numerical values.

Comparative Sizing: User stories are compared to previously completed stories with known story
points. The team discusses whether a new story is smaller, larger, or similar in complexity to the
reference stories and assigns corresponding story points.

Affinity Mapping: The team groups user stories based on their similarities and assigns a common story
point value to each group. This technique helps identify patterns and reduces the number of individual

7
estimations required.

Baseline: A reference user story with a known effort level is chosen as a baseline, and other stories are
estimated relative to that baseline. This technique helps maintain consistency and allows for easier
comparison between different user stories.

Expert Judgment: Experienced team members or subject matter experts provide their estimates
based on their knowledge and past experience. The team discusses and aligns their estimations
through collaboration.
It's important to note that these techniques are meant to provide relative estimates, not precise
measurements of effort or time. The focus is on comparing and prioritizing user stories based on their
relative complexity, allowing for better planning and resource allocation in Agile projects.

How to facilitate retrospective process in agile management with suitable example. [6]
--> Let's say you're a Scrum Master facilitating a retrospective for a software development team that
has just completed a two-week sprint. The team consists of five members: developers, a tester, and a
product owner.
Set the Stage:
Start the retrospective by welcoming the team and reminding them of the purpose of the retrospective:
to reflect on the previous sprint, identify what went well, and determine areas for improvement.
Create a Safe Environment:
Emphasize the importance of psychological safety and encourage open and honest communication.
Assure the team that the retrospective is a safe space to share their thoughts and ideas without fear
of judgment.
Gather Data:
Present the team with relevant data from the sprint, such as the number of user stories completed, the
team's velocity, any incidents or issues encountered,customer feedback, and any metrics or
observations that can provide insight into the team's performance.
Generate Insights:
Facilitate a discussion where team members share their insights about the sprint. For example, a
developer might mention that they faced frequent interruptions, which impacted their productivity,
while the tester might express satisfaction with the improved quality of the software.
Identify Improvement Opportunities:
Based on the insights generated, guide the team to identify specific improvement opportunities. For
instance, the team might identify the need to establish better communication channels to minimize
interruptions or improve collaboration between developers and the tester to address quality concerns.
Prioritize and Plan:
Collaboratively prioritize the improvement opportunities based on their impact and feasibility. The
team decides to address the communication issue first, as it had a significant impact on productivity.
They plan to introduce dedicated focus time for developers and establish clear guidelines for
minimizing interruptions.
Close the Retrospective:
Summarize the key discussion points, decisions, and action items. Assign responsibilities to team
members, such as the Scrum Master taking the lead on implementing the focus time initiative and the
8
product owner communicating the new guidelines. Set a timeline for these improvements to be
implemented and express appreciation for the team's participation and commitment to continuous
improvement.

In the next sprint, the team will apply the identified improvements and evaluate their effectiveness
during the subsequent retrospective, thereby fostering a culture of continuous learning and
improvement.

b) Write short note (any one) [4]

i) Overview of project management framework
A project management framework provides a structured approach for planning, executing, and
controlling projects. It offers a set of guidelines, processes, tools, and techniques to help project
managers and teams effectively manage projects from initiation to closure. Here's an overview of a
typical project management framework:
Project Initiation:
This phase involves defining the project's objectives, scope, stakeholders, and deliverables. It includes
conducting a feasibility study, defining project requirements, and identifying key project team members.
Project Planning:
In this phase, the project manager develops a comprehensive project plan that outlines the project's
scope, schedule, budget, resources, and risk management strategies. It involves creating work
breakdown structures, defining project tasks, estimating effort and duration, and developing a
communication plan.
Project Execution:
The execution phase focuses on implementing the project plan, coordinating resources, and
executing project tasks. The project manager monitors progress, manages changes, resolves issues,
and ensures that project activities are on track to meet objectives.

Project Monitoring and Control:

This phase involves tracking project progress, comparing actual performance against planned
performance, and implementing corrective actions when necessary. It includes monitoring project
risks, managing stakeholder expectations, and ensuring adherence to quality standards.

Project Closure:
The closure phase marks the end of the project. It involves verifying deliverables, obtaining client
acceptance, conducting project reviews, documenting lessons learned, and transitioning project results
to operations or maintenance.

Project management frameworks, such as the Project Management Institute's (PMI) Project
Management Body of Knowledge (PMBOK) or PRINCE2, provide a standardized approach to project
management, helping organizations improve project success rates, increase efficiency, and enhance
communication and collaboration.

Capability Maturity Model (CMM): The Capability Maturity Model (CMM) is a framework used to
assess and improve an organization's ability to develop and maintain software and systems. It
provides a maturity model consisting of five levels, each representing different stages of organizational
9
 process improvement and capability. Here's an overview of the CMM levels:
Initial Level:
At the initial level, processes are ad hoc, unpredictable, and poorly controlled. Organizations at this
level often face challenges in delivering consistent results and struggle with managing projects
effectively.
Repeatable Level:
At the repeatable level, organizations establish basic project management processes and practices that
are documented and repeatable. They focus on tracking and controlling costs, schedules, and quality to
deliver more consistent outcomes.
Defined Level:
At the defined level, organizations have well-defined and documented processes that are followed
consistently across projects. Standardization and process integration play a significant role, ensuring
effective coordination and communication.
Managed Level: At the managed level, organizations focus on quantitative management and analysis of
processes. They collect data, monitor performance, and use metrics to make data-driven decisions for
process improvement.
Optimizing Level:
At the optimizing level, organizations continuously improve their processes through innovative
technologies, automation, and feedback mechanisms. They proactively identify opportunities for
optimization and leverage best practices to achieve maximum efficiency and effectiveness.

iii) The Capability Maturity Model helps organizations assess their process maturity, identify areas for
improvement, and establish a roadmap for process enhancement. It promotes a culture of
continuous improvement, enabling organizations to enhance their capabilities, deliver higher-quality
products, and achieve better customer satisfaction

10
Q2) a) A large construction company engaged in real estate
construction business decided to develop ERP through Astha softech. The output of system
will be cost sheets detailing the relevant information for contracting, budgeting, progress
monitoring and bill payment. Astha softech team has no domain knowledge. As a project
manager, you have been asked to suggest risk management strategy after identifying the risk.
Answer-->
Lack of domain knowledge:
Risk: Astha Softech's team may struggle to understand the intricacies of the construction and real
estate industry, leading to inaccurate or incomplete implementation of the ERP system.
Risk Management Strategy: Conduct thorough knowledge transfer sessions where the construction
company's domain experts provide detailed information and insights about their business processes.
Regularly review and validate the work done by Astha Softech to ensure accuracy and relevance.

Inadequate project planning:

Risk: Insufficient planning may lead to delays, budget overruns, or unsatisfactory system performance.

Risk Management Strategy: Develop a comprehensive project plan that includes all the necessary
activities, milestones, timelines, and resource allocations. Regularly review and update

the plan as the project progresses, and ensure effective communication and coordination between the
construction company and Astha Softech.

Integration challenges:
Risk: The ERP system may face difficulties in integrating with existing systems or data sources within
the construction company's infrastructure.
Risk Management Strategy:
Conduct a thorough analysis of existing systems and data sources to identify potential integration
challenges early on. Engage technical experts from both Astha Softech and the construction company
to design and implement effective integration solutions. Perform rigorous testing and validation to
ensure seamless data flow and system interoperability.

Data security and privacy:

Risk: The ERP system may be vulnerable to data breaches or unauthorized access, compromising
sensitive information such as financial data or customer details.
11
User adoption and training:

Risk: Users within the construction company may struggle to adapt to the new ERP system, leading
to low user adoption rates and reduced productivity.

Risk Management Strategy:Develop a comprehensive user adoption and training plan. Conduct user
training sessions to familiarize employees with the new system, its features, and benefits. Provide
ongoing support and assistance to address any user concerns or issues. Encourage user feedback and
incorporate necessary improvements based on user experiences.

12
Vendor reliability:Risk: Astha Softech may face financial or operational challenges during the project,
affecting their ability to deliver the ERP system as planned.

Risk Management Strategy:

Conduct due diligence on Astha Softech's financial stability and track record. Define clear contractual
terms and milestones, including penalties for non-compliance. Maintain regular communication and
project oversight to identify any warning signs early on. Have contingency plans in place to mitigate
the impact of any potential vendor-related issues.

b) Explain the benefits of Agile project management in brief.

Answer-->The 9 Key Benefits of Using the Agile Methodology [4m]
Agile today stands as one of the most popular approaches to project management because of its

flexibility and evolutionary nature. It started in 2001 with the Agile manifesto and was originally made for

software development.

Over time, agile project management evolved and became a popular choice for many project
managers, irrespective of the industry.

Here are some top reasons and benefits of Agile and why it is adopted by top companies for
managing their projects:

1. Superior quality product

In Agile project management, testing is an integrated part of the project execution phase which

means that the overall quality of the final product is greater. The client remains involved in the

development process and can ask for changes depending on the market realities. Since Agile is an

iterative

process, self-organizing teams keep on learning and growing with time and continue improving.

2. Customer satisfaction

In the Agile, the customer is always involved in the decision-making process which leads to

greater customer retention. In the traditional framework, the customer is only involved in the
planning phase and does not influence execution which affects the flexibility and adaptability. By
13
keeping the customer in the loop and making changes according to their feedback, you deliver

value to the customer and ensure that the final product is truly according to their requirements.

3. Better control

Agile allows managers to have better control over the project due to its transparency, feedback

integration, and quality-control features. Quality is ensured throughout the implementation phase
of the project and all stakeholders are involved in the process with daily progress reports through

advanced reporting tools and techniques.

4. Improved project predictability

With increased visibility, predicting risks, and coming up with effective mitigation plans becomes

easier. Within the Agile framework, there are greater ways to identify and predict risks and plan to
ensure that the project runs smoothly.

Scrum methodology, for example, uses sprint backlogs and burndown charts to increase the

visibility of the project which allows managers to predict performances and plan accordingly.

5. Reduced risks

In theory, any project using an Agile methodology will never fail. Agile works in small sprints that

focus on continuous delivery. There is always a small part that can be salvaged and used in the

future even if a particular approach doesn’t go as planned.

6. Increased flexibility

When Agile is truly implemented in a project team, it empowers them with unparalleled flexibility.

Teams work in smaller bursts and are supplemented by the constant feedback and involvement of

the product owner. In other project management methodologies, changes usually are time-

consuming and costly.

14
However, Agile divides the project in short sprints that are both manageable and flexible enough to
allow the team to implement changes on short notice. This unmatched flexibility is one of the top

reasons why dynamic organizations prefer to use Agile in their project.

7. Continuous improvement

Working on self-reflection and striving for continuous improvement is one of the 12 core

principles of the Agile manifesto. The methodology works in iterations which means that each

sprint will be better than the last one and previous mistakes will not be repeated. Agile

methodologies foster an open

culture of idea exchange and collaboration which allows team members to learn from shared
experiences and improve together.
b) Explain sprint retrospective in detail.[4 marks]

-->As described in the Scrum Guide, the purpose of the Sprint Retrospective is to plan ways to
increase quality and effectiveness.

The Scrum Team inspects how the last Sprint went with regards to individuals, interactions,
processes, tools, and their Definition of Done. Inspected elements often vary with the domain of
work. Assumptions that led them astray are identified and their origins explored. The Scrum
Team discusses what went well during the Sprint, what problems it encountered, and how those
problems were (or were not) solved.

The Scrum Team identifies the most helpful changes to improve its effectiveness. The most
impactful improvements are addressed as soon as possible. They may even be added to the
Sprint Backlog for the next Sprint.

The Sprint Retrospective concludes the Sprint. It is timeboxed to a maximum of three hours for a
one-month Sprint. For shorter Sprints, the event is usually shorter.

During the Sprint Retrospective, the team discusses:

 What went well in the Sprint

 What could be improved
 What will we commit to improve in the next Sprint

The Scrum Master encourages the rest of the Scrum Team to improve its process and practices
to make it more effective and enjoyable for the next Sprint. During each Sprint Retrospective, the
Scrum Team plans ways to increase product quality by improving work processes or adapting the
definition of “Done” if appropriate and not in conflict with product or organizational standards.

By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that

15
it will implement in the next Sprint.
Implementing these improvements in the next Sprint is the adaptation to the inspection of the
Scrum Team itself. Although improvements may be implemented at any time, the Sprint
Retrospective provides a formal opportunity to focus on inspection and adaptation.

Search all Resources related to Sprint Retrospectives.

The Sprint Retrospective

The Sprint Retrospective is the last event in the Sprint. Unlike other Scrum Events where the
focus is on inspecting and adapting ways to improve the product, the Sprint Retrospective is a
place for the Scrum Team to inspect and adapt their working practices.

Q3) a) A project of 200 KLOC is to be developed. Software development team has average
experience on similar type of projects. The project schedule is not very right. Calculate the
effort, development time, average staff size of the project by using semi- detached mode
of cocomo model.[6]

-->Example2: A project size of 200 KLOC is to be developed. Software development team has
average experience on similar type of projects. The project schedule is not very tight. Calculate the
Effort, development time, average staff size, and productivity of the project.

Solution: The semidetached mode is the most appropriate mode, keeping in view the size,
schedule and experience of development time.

Hence

E=3.0(200)1.12=1133.12PM
D=2.5(1133.12)0.35=29.3PM

P = 176 LOC/PM

b) Differentiate : Agile project management v/s Traditional project management [4 mark]

16
Characteristics Agile approach Traditional approach
Organizational structure
Iterative Linear

Small and medium scale

Scale of projects Large-scale

User requirements Clearly defined before

Interactive input implementation

Involvement of clients
High Low

Development model Evolutionary

delivery Life cycle

17
 Customers are involved Customers get involved early in
Customer involvement from the time work is the project but not once the
being performed execution has started

When problems occur, the

entire team works together
Escalation management to resolve it Escalation to managers when
problem arise

Model Agile model favors adaption Traditional model favors

preference anticipation

Less focus on formal and More serious about processes

Product or process directive processes than the product

Test documentation Tests are planned one sprint Comprehensive test planning
at a time

Scrum master facilitates and Project manager provides

the team does the estimation estimates and gets approval
Effort estimation from PO for the entire project

Reviews and approvals Reviews are done after each Excessive reviews and approvals by
iteration leaders

b) Explain Agile project management life cycle.[ 4 mark]

-->What is Agile project management (APM)? Agile project management (APM) is an iterative
approach to planning and guiding project processes. It breaks project processes down into
smaller cycles called sprints, or iterations

Phases of Agile Model:

18
1. Requirements Gathering: The customer’s requirements for the software are gathered
and prioritized.

2. Planning: The development team creates a plan for delivering the software, including the
features that will be delivered in each iteration.

3. Development: The development team works to build the software, using frequent and rapid
iterations.

4. Testing: The software is thoroughly tested to ensure that it meets the customer’s requirements
and is of high quality.

5. Deployment: The software is deployed and put into use.

6. Maintenance: The software is maintained to ensure that it continues to meet the customer’s

Q4) a) Demonstrate value-driven development with suitable example

4.3 VALUE DRIVEN DEVELOPMENT

The agile manifesto remember us: "Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software." And in Value Driven- Development, we try to deliver a maximum
of values as soon as possible.

The team will try to follow this curve where it delivers a maximum of values as soon as possible. The team
will live a running-in phase at
the beginning to setup
environment, to create
interaction between
people, to create the
framework.

19
 How to prioritize in Value Driven-Development?

• The team is agile and it works by small lot (user-stories). These user-stories have to be INVEST because the
Value Driven-Development (VDD) works only with independent items.

Determine the Business Value:

- Each user-story will have a business value determined by the product owner with the help of users (or key
users). We will use the scale 100 to 1000 to give a business value at each user story.

For example: user-story 1=900 BV-user-story 2 = 200BV

Determine the Effort of Development:

- But it's not sufficient to deliver a maximum of values as soon as possible with business value because the
effort of development will have a real impact on the prioritization.

- So, we will determine the story points of each user story in the Value Driven- Development concept. For
that, we will use the Fibonacci numbers: 1, 2, 3, 5, 8, 13. For example: user-story 1 = 13SP -user-story 2 = 2SP

Calculate the ROI (Return on Investment):

When we have the business value and the story point for each user-story, we can calculate the ROI (Return
on Investment). This indicator helps us to prioritize in doing. Value Driven-Development (VDD).

Here is the method to calculate the ROI:

ROI = BV / S * P

It's very easy to calculate it. And each user-story will have its ROI.

Now, you have the best element to prioritize by the value your backlog. So, the product owner will range the
user-stories by ROI.

The Product Owner will prioritize again the backlog with the new user-stories created from user feedbacks;
sometimes the feedbacks will have a very important ROI for the product and could change the prioritization
of the backlog.

Explain the roles of scrum master, product owner and development team.[6 marks]
20
 scrum master:

The scrum master's role in supporting product owners in the following aspects:

 Find methods to effectively manage the product backlog.

 Help communicate the owner’s wishlist to the project team.

 Arrange and optimize product backlog.

 Organize scrum events as necessary.

product owner:

One of the main roles of a Product Owner is to manage the product backlog. This may include
the following activities:

 The product backlog must be clearly defined, and all the items need to be mentioned
elaborately.

 Prioritize and order the product backlog in the right manner so that the important tasks are
given topmost priority.

 Prioritize work items and product backlog, this must be in line with customer vision and
goals.

 Evaluate the work done by the development team and provide constant feedback.

 The Product Owner must ensure that the product backlog is communicated
clearly to all team members.

 The Scrum Team must have clarity on the product requirements and user expectations.

development team:

The development team leader role is also known as the technical team leader. Development team
leaders are very experienced developers with extensive subject matter expertise. You need tech
leads with skills relevant to your project.

Development team leaders have the following responsibilities:

 Analyzing the project requirements;

 Offering inputs to architects on the technical solutions;

 Explaining the business and technical requirements to other team members;

 Guiding other developers and providing technical support to them;

 Coding;

 Reviewing;
21
  Unit testing;

 Collaborating with UI designers, quality assurance engineers, and DevOps engineers;

 Troubleshooting technical and other issues that impact the team;

 Helping the PM and architect to mitigate and reduce project risks;

 Providing the project status to the PM;

 Communicating with the key stakeholders;

 Leading continuous improvement efforts in the development team.

b) Write short note (any one). [4] i) Agile tools. ii) GitHub.

i) Agile tools.:

In agile development, leading as project management is not the easiest job. Jumping between your
daily scrums to your next sprint, it causes hard to focus on the work. The agile development tools
fulfill your needs, and does it for you.

Why do teams need agile tools?

Agile is the most pervasive method used by software development teams the world over. Ask many
development teams what it means and they’ll probably attempt to pin it down in terms of the tools
used and the different ways of implementing it, such as kanban boards, daily standups and scrum
meetings. While it’s true that these tools and techniques are used in agile, no single one can define
the methodology as a whole.

Agile is really a way of thinking and working. It’s one way out of many that a team can organize itself
when approaching certain tasks and projects. Agile is based on harnessing adaptability,
flexibility and clear communication. This helps teams face the chaotic and exciting world of product
development to deliver cost-effective, user-friendly products.
To achieve this, it forces teams to make room for regular client and end-user feedback in habitual
testing and unlimited iteration. Instead of setting everything in stone in a rigid timeline, the work is
instead planned out in sprints that tackle a work backlog. It often deploys the fail fast philosophy and
allows for pivoting and changes in direction.

According to the needs of each organization and team, the agile methodology can be further split up
into kanban and scrum methodologies – even hybrids such as scrumban, which is what we use at
Justinmind.

Kanbanize

There are several agile tools available in the market. Some of them are listed below:

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 1) Clickup 2)Jira 3)Kanbanzie 4)Github 5)PlanBox 6)Active Collab 7)Proggio

. ii) GitHub.

Via Github

GitHub is the largest hosted Git server….but what does that mean?
Basically, your developers can store all of your code for a vast number of projects there. GitHub is so
great because it records edits across an entire team in real time.
This Agile project management software also integrates with many other tools so that multiple team
members (from your developers to the product owner) can work in the same code simultaneously,
making it one of the better Agile tools for development teams.
GitHub gives you a private space for each team member and a public space where members of the
community can come and help you improve your code.
GitHub also includes many agile project management tools to help project managers manage what
the team members are working on.

Agile Software Features:

 Issue tracking
 Mentions for teamwork

 Labels
 Link issues and pull requests

Pricing: Free to $21 per user/per month

Q5) a) Explain release planning and iteration (Sprint) planning in brief.[6 marks]
-->There are 3 levels of planning in Agile. They are Release Planning, Iteration Planning and Daily
Planning. These planning meetings help the Scrum Master, Product Owner and the rest of the
team in understanding how the product will be delivered, the complexity involved and their day to day
responsibility in the delivery of the product, among other things.

Now we will go into detail of Release Planning, Iteration Planning and Daily Planning.

Release Planning in Agile Development

 Release Planning is usually performed during the Sprint zero, where there is no product
increment delivered.
 The whole Sprint is dedicated for planning the next release.
 It is a way of looking ahead on defining what the release goal is, what features that need to
delivered during the release, defining the release backlog, breaking features and epics
into user stories, writing acceptance criteria for all stories, and estimating the user
stories.
 Release planning also helps team members in defining the test strategy and test
approach planning for all iterations.

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  Release plans may change based on new stories added or deleted.
 The status of the release is tracked prospectively every sprint to understand what it
takes to meet the release

At the start of the release planning, the Product Owner sets the release goal and release time
frame. The Product Owner also collaborates with the team
(see Collaborative User Story Creation), based on the user stories the team performs high
architecture evaluation and high level effort estimation in agile.

Testers are involved in release planning and perform the following activities:

 Write User stories and acceptance criteria

 Seek clarification on those user stories where there is insufficient information.
 Determine the high level test strategy for the whole release
 Point out any testing risks they might occur
 Do a high level test planning
 Define the number of test levels to be performed.

Iteration Planning in Agile Development

Iteration 1 planning is done after release planning.

 The team pulls the stories into the sprint backlog from the product backlog and groups
them into independent tasks of fewer 8 hours each.
 They also performs risk assessment of stories and decides on a light weight plan on
how to address the risks as the sprint moves forward.
 The team asks questions to the Product Owner on clarifications that might make them
to understand the stories in more realistic way.
 The number of stories that the team pulls in the sprint may depend on team’s capacity or
velocity (if known).
 The capacity planning is done in hours and the velocity planning is done in story
points.
 The team makes a commitment to the sprint backlog and changes the sprint backlog as
it emerges.

The testers are also involved in the iteration and can contribute to the same in the following ways:

 Breaking user stories into testing tasks

 Determining test coverage of every story
 Creating acceptance tests for user stories
 Estimate the testing tasks like creating test strategy, test plans and test cases specific to
user stories
 Understand and plan for automating user stories and support various levels of testing

Release plans are not static documents and they are liable to change as the external and
internal factors change as the iteration executions take place.
 The release plans may also change due to various internal factors like delivery team
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 capabilities, velocity of the team and technical competencies.
 The examples of external factors are change in target segments, threat from substitutes,
change triggered by superior competitor product.
 The release dates may be adjusted or scope may be cut down to adjust for the changes.
 As per Scrum, no changes are allowed during the sprint by the Product Owner.
 The Product Owner cannot add new stories to the sprint backlog during the sprint and
distract the team from the executing the sprint goal.

The Scrum master must help the team to see that the product owner does not disturb the team,
by inserting new work into the team.

The team, especially testers must understand the big picture in order to release a fine quality
product. Any ambiguity regarding the test planning must be carefully considered after due
consultations with the rest of the team.

Release and iteration planning broadly helps the team to prepare test planning checklist related
to the following items:

 The team members responsible for testing

 The scope of testing and testing goals to be carried out
 The test environment that needs to be setup
 The test data to be collected that helps the testing team
 The sequence of test activities, dependencies and interfaces related to testing
 Any project related quality tests that surface during testing (see Assess Quality
Risks in Agile).

Q Explain the process to plan and execute iteration in agile with suitable example.[6 marks]

--> Define Iteration Goals: Start by identifying the specific goals and objectives for the upcoming
iteration. These goals should align with the overall project objectives and address the highest priority
items from the product backlog. For example, let's say you're developing a mobile app for

a ride-sharing service, and one of the iteration goals is to implement a new payment integration.
Backlog Refinement: Collaboratively review and refine the product backlog items (PBIs) that are
relevant to the iteration. This involves breaking down large items into smaller, manageable tasks,
estimating effort, and adding any necessary details. For our example, the payment integration PBI
may involve tasks such as API research, UI design, backend development, and testing.

Sprint Planning: Select a subset of PBIs from the refined backlog items to form the sprint backlog for
the iteration. The team collectively decides which PBIs they can commit to completing during the
iteration based on their capacity and velocity. Continuing with the example, the team might select the
payment integration PBI along with a few other related tasks.

Task Breakdown: With the selected PBIs, the team further breaks them down into specific tasks. Each

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task should be small enough to be completed within a few hours to a couple of days. For instance,
the UI design task could be broken down into wireframing, visual design, and prototyping.

Estimation: Estimate the effort required for each task using a technique like story points or hours. The
team can collectively assign relative estimates based on their past experience and knowledge.
Estimation helps in planning and prioritizing work effectively.

Sprint Execution: The team works on the tasks identified in the sprint backlog. They collaborate, track
progress, and address any obstacles that arise. Daily stand-up meetings are conducted to provide
updates, discuss challenges, and plan for the day's work.

Continuous Integration and Testing: As tasks are completed, the developed features are integrated
into the main codebase, and automated or manual testing is conducted to ensure their quality. In our
example, the payment integration feature would be tested thoroughly to verify its functionality,
security, and compatibility.

Review and Feedback: At the end of the iteration, the team reviews the work completed during the
sprint with stakeholders, such as the product owner or clients. Feedback is gathered, and any
necessary adjustments or improvements are identified. This feedback loop helps in refining the
product and aligning it with the stakeholders' expectations.

Retrospective: The team conducts a retrospective meeting to reflect on the iteration's successes and
challenges. They discuss what worked well, areas for improvement, and actionable steps to enhance
their processes and collaboration. These insights feed into future iterations.

Repeat: The above steps are repeated for each iteration, typically with a fixed time frame (e.g., two
weeks) until the project's completion. The team continuously adapts, learns, and iteratively builds the
product based on feedback and changing requirements.
By following this iterative process, Agile teams can efficiently plan and execute their work, delivering
value incrementally and adapting to evolving needs.

b) Write short note (any one). [4]

i) Role of project manager:

Role of a Project Manager:

1. Leader

A project manager must lead his team and should provide them direction to make them
understand what is expected from all of them.

2. Medium:
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 The Project manager is a medium between his clients and his team. He must coordinate and
transfer all the appropriate information from the clients to his team and report to the senior
management.

3. Mentor: He should be there to guide his team at each step and make sure that the team
has an attachment. He provides a recommendation to his team and points them in the right
direction.

Responsibilities of a Project Manager:

1. Managing risks and issues.

2. Create the project team and assigns tasks to several team members.

3. Activity planning and sequencing.

4. Monitoring and reporting progress.

5. Modifies the project plan to deal with the situation.

ii) Software configuration management:

When we develop software, the product (software) undergoes many changes in their maintenance
phase; we need to handle these changes effectively.Several individuals (programs) works together
to achieve these common goals. This individual produces several work product (SC Items) e.g.,
Intermediate version of modules or test data used during debugging, parts of the final product.

The elements that comprise all information produced as a part of the software process are collectively
called a software configuration.

These are handled and controlled by SCM. This is where we require software configuration
management.

A configuration of the product refers not only to the product's constituent but also to a particular
version of the component.

Therefore, SCM is the discipline which

o Identify change

o Monitor and control change

o Ensure the proper implementation of change made to the item.

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 o Auditing and reporting on the change made.

Configuration Management (CM) is a technic of identifying, organizing, and controlling modification to

software being built by a programming team.

Why do we need Configuration Management?

Multiple people are working on software which is consistently updating. It may be a method
where multiple version, branches, authors are involved in a software project, and the team is
geographically distributed and works concurrently. It changes in user requirements, and policy,
budget, schedules need to be accommodate

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