 In the next 10 minutes I will be taking you through MIGO, which is our project management tool from ThoughtWorks. So what I'm trying to do is I'm not just going to go in a regular demo fashion, I'm going to start with a couple of slides where I talk about what is the best way to measure progress and then we'll get into the tool. So most of you must have heard about the infamous well-down chart for those of you who haven't heard it, a graphical representation that helps you measure progress against time. On the vertical axis, a lot of people actually swear by it and I'll tell you why exactly we think it's not very useful. So let's say what do we actually recommend instead or how do we solve this problem? So let's measure business value, what the customers want, instead of actually measuring odds. And how do we do that? We measure story completion. So what I have up here is it could be story completion or even functionality completion, whichever way you prefer. I have say five functionalities at the bottom and I can see how much have I actually achieved. So what is done? So you can see that show location is about 35% done, the edit search is about 34% done. I can see what's completed, I can see that two of my stories, the set location and save feature are completed and I can see the ones that I'm not started as well. I can see what's not started. So you get complete visibility into what you've actually completed and since people really love the concepts of having burn up and burn down, so this is a very good substitute to say of the burn down chart. It's a burn up for a fixed date. What this does is it gives you your timeline in terms of your dates on the horizontal axis and on the vertical axis I've got the number of stories that are actually being worked on. So I can see there are two lines, the gray line is my scope line, it's a little muffled because of the screen, but the gray line is my scope line and every single change in scope can actually be detected. So you can see every single crevice up here which basically defines what scope change is actually taking place. You can see what you've done. So the red line reflects what you've done. So that's actually 41. So as of today it tells me that's 41 points, that was my 21 stories. That was my scope and I finished 31 of them and at a certain point maybe 10 days before the deadline you want to know what your state is going to be or even on the date of the deadline you want to know what your scope is going to be. So you can actually have a kind of a fixed date up here where it tells you what you're going to predict rather or what it's going to be like. So it tells me that currently you have 10 stories outstanding and as of that date you will have 8 stories outstanding. So that kind of is a plan for you, you need to probably go and talk to someone, see what needs to be done on that. And how does it predict? It basically uses your previous iteration velocity to see how you're going and predict based on that. So that's exactly what the fixed date chart does. So how do you track progress on your project? We basically use Mingle, Mingle is our project management tool. I think a couple of you have already come to our booth outside. For those of you who haven't we have a booth outside, it's going to be there for the next two days as well and you can come in and talk to us. I'm going to give you a glimpse of the tool as well. So I suppose a little off, but I'm going to invite a colleague of mine so we're going to do a little role play to show you how exactly we work with Mingle. So Dashna, if you don't mind this one, April, if I actually scroll up and it tells me that the end date for my iteration is the 30th of March, that means I'm actually on the 2nd of April, that means I'm going two days above the actual deadline. Now this is where I say, okay, I need to go and talk to my project manager, see what's happening. So I say, Dashna, this is the case, we're going to be two days over the deadline, what should we do? We can do it from the team's perspective, we can do it from the expedite, the progress. So I spoke to the team, it looks like we might have initially mis-estimated and that's causing this to happen. There's nothing that we can do from the team's perspective because they're working as hard as they can to deliver on time. So we have an option of maybe a resource or something else that we can get. Okay, so that recently brings us down to making a decision. What do we do? Do we have to deliver the functionality as a whole or do we have to deliver on time? So that's a decision that I would need you to make because there's only one of the two ways that we can go. So with this particular customer, I think it's more critical to deliver on time. I don't think it's an option to push the deadline, so that's surely something that we can do. Okay, so that's the one thing. Let us just look over what we currently have in our plan. So what I'm doing is I'm switching over to my iteration plan where I can see my current iteration and the next iteration. I can see what I plan for each of my iteration. The cars have been colored by priority. So during my planning, I actually know what my priority of the cars are as well. So I've got red for my high priority, yellow for medium, and green for my low. The bottom two are actually green. So I have some conversation with my PN. I say blah, blah, blah. She says blah, blah, blah. So we decide something basically as we decide, okay, we want to look into this car. So I click on it and we have a quick view and some more blah, blah, blah that we talk about and we decide, okay, this is the car that we probably need to move out to the next iteration. So all I do is drag and drop it into the next iteration. And now when I do that, and I go back to my forecast chart, it looks like the end of date has actually changed. It's pulled back to the 28th of March, so you can actually see in the March if you can't see the number. So what's happened is as I went and changed my planning, in real time you can actually see that reflect on your scope as well as in your chart. So this really helps you during your planning meeting initially as well to have discussions with the customer where you need to plan certain things. You probably need some kind of metrics to show them for when you're going to be done. And this is a very good measure because it actually bases it on the previous iteration velocity. And so that's basically what I wanted to show you compared to the burn-down chart that most of us use initially. Thank you very much. So let me just check how much time I have. So I do have another two minutes, I think, since we started late. I quickly wanted to show you the program management piece in Mabel. This is something that we added last year. So what the program management piece in Mabel talks about is we have a lot of large programs and there are multiple projects according to these programs. But most of the time we don't get visibility at that high level as to what's going on. I just called it a feature program. My feature program is basically something like an online site where we're working on putting together maybe Flipkart or something like that. I have a backlog of items or we can call these objectives because what we're trying to meet is a goal. Now, each of these objectives can be... They're at such a high level that you probably don't have any value for it. You don't have any estimate or any dollar value or anything that you can actually quantify. So what we've done is we've given a kind of relative measure that you can have for each of these. Maybe value is important to you. Maybe the size is important to you or maybe a combination of both is important to you. So if that's important then we have a ratio up here. But right now I've just pre-given each one a value and size. So when I look at it I can see, okay, this is the highest priority item that I want to pick up. But every single time when I have a long list I don't want to just go through and see, oh, which one is the higher one. So I just want to prioritize them. So all I do is I drag and drop the items to make sure that they're in the highest priority list. And I can say, okay, the customer experience on the online site is what I'm concerned about. If I click on this I can see that there's a value statement that tells me why this is important to me. And I say, okay, now I want to go ahead and plan it. So what I do is I say I want to plan it and it takes me to kind of a timeline view where I can see all the months. You could also do all this to be a kind of your roadmap as well. Just make that smaller so we can see it. And now I say, okay, I want to plan this. But before I plan this I see that the two other items that are planned but each one has a kind of alert on it. And what does this alert actually mean? So if I click on this it tells me that there are 12 items of work out of which six are completed. These 12 items are being worked on by two different projects, the email application and project one. Each one has an alert against it. So I can click on it and it will tell me the same kind of result where I can get as to when will I actually be done. But this is at more at a program level. So you can see how these projects are accumulating to get you that level of detail as well. So here in this case maybe it's okay for me to stretch my deadline. So what I do is I just drag this out and as soon as I drag it out to an acceptable time you'll see the alert has actually disappeared because now it's finishing within time. Now the other interesting part of this is that when you have multiple projects working towards a program each project is probably working in a different way. It's not going to be that every single project has the same estimation method or same methodology that you use. Maybe one project is waterfall while the other three are agile. How do you get information in that case? So what Mingle does it allows you to have different projects working in different styles and still get that information. All you need to tell Mingle is what do you mean by done? So project A may mean acceptance is done. Project B might mean once testing is ready it might be done for them, it might be something internal. So they say okay once we're done with testing that might mean done for us. And they can still do their own estimation method, have their own teams, have their own ways one could work on stories, the other could work on tasks and you could still get this information out. I think I'm up to my time right now so I hope I've excited you enough to know more about our products. We have a booth outside, you can get in touch with us or we have an email address you can write to us at studios at ThoughtWorks.com and we will provide you with any other information you require. Thank you very much. Now that we have Mingle up a bit we'll go a little swift with a Swift Kanban demo. Just a quick check how many of you have been attending any of the Kanban or Lean sessions? How many of you are actually doing Kanban? You've tried physical boards or anyone tried electronic board? All physical boards. And all physical boards. And have you faced any problems in physical board? Especially when you're collaborating with the teams in a distributed way. Enough room space. A lot of times I've seen teams complaining that we put our story cards and January took it away. So the whole product backlog is gone. We had about 3D clearing a single room and we didn't know whose story it was. So what I'm going to talk about, quick background. My name is Nitin. I work for Digite. We are one of the leading ALM software development company. We have other tools which is on the enterprise side but this one what we are focusing on is on Kanban. So this is one of the electronic Kanban product that will help you use Kanban in electronic way collaborate with the whole team over distributed way. So I'm going to just quickly jump over. Those slides I'll just quickly jump over to the tour and show you. So what you see is a Kanban board for a team. It's a dummy Kanban board which you pulled up. What you see on one of the key principles of Kanban that you would have noticed is you have to visualize your entire value stream. So what tool lets you visualize the value stream. What you see is there's a ready lane develop, validate, it could go on till whatever you build. So you can have a whole value stream built up based on the process that you have currently. Rather than changing it, one of the key things that Kanban says is that you try and visualize your existing process and that is where you start with it. So you don't have to totally change to a totally new methodology. A little difference from Scrum wherein it requires you to change your roles, the way you've been working. Whereas Kanban says you start little slow, you first visualize whatever you have been doing using Kanban board typically. Once you've set up your visual, visualize your value stream then you start seeing where are the bottlenecks coming up. So what we give you ability that once you've defined your board you can create, the work can come up in the first lane. It moves through the entire lane and at any point where it is stuck you could go and highlight you see little red area right there. So just telling you that there's something wrong there. There are a couple of cards which you see there's something which is blocked. If you've been working on something, something gets stuck you can go and block it and that sort of notifies the entire team and based on the Kanban principle you can come over huddle together and try and fix that problem and maintain the flow. So the whole goal that you're trying using Kanban is to improve your flow, how the work has been progressing so far and reduce your cycle time. That is the whole end business goal that you're trying to achieve. So the cycle time is nothing but right from your first lane till the last lane, how long did it take for any user story to go and move. I'm going to quickly show you some of the key features obviously it could go in detail. Once you visualize your board we give you a quick capability to go and define your cards so you can have quick stickies created with the restricts description and define your user stories cards, the different types of coloring that you see so you could define your own type of card the yellow ones are stories, the red ones are bugs the brown ones are grey ones are issues so you can define your own classification so when you look up the board you should typically get all the information that you need to run your project or to manage your project. So we see a lot of user stories being worked upon there are bugs in red here and there that you see. One of the key, one of the different principles of Kanban is limiting your work in progress so it says that you have to limit your work in progress and not multitasking, avoid multitasking so we highlight the moment you can define a based on your let's say developers you could say at any point of time I will let you only pick two cards. If you work on four different cards ultimately you are going to lose productivity so you can limit your whip and it highlights you right on the board saying that there is a violation which is happening so go and fix it. Once you go through the whole I mean just focus on key features as you are going the cards if you have more attributes you could go simply scroll up here just give me a minute. So you get to see the card priority, size anything that you have been working on if you have worked on a card so if you see this is a different sample of Kanban board instead of going a lane wise you could set up team member wise lanes this is what we call swim lanes so you can have team member one what he is working on, team member two what he is working on so it is very very flexible Kanban board that you can go and split up in any ways you can have vertical columns, horizontal columns define, get as crazy as you want once you have done with this the whole bunch of features that we provide in terms of adding your card if I have to report a progress I could simply move it it is supported on iPad or on a touch screen so we have seen a lot of customers using a touch screen where all they have is one touch screen in the middle of the team where the team sits and they could just come on and say I am done with this card so no more logging on to different tools and working with that so that is a different paradigm that you would do there is a lot of since a lot of users come from a scrum background there are a lot of capability to do a whole scrum one so you could do a bit of scrum and a bit of Kanban so we have features to break down user stories so you could build a hierarchy like this so once you start with the project if you have a big epic or a big feature you can build an entire hierarchy right there and it rolls up as you are working on the card it will tell you how much you have done so far and report the progress we have gone beyond that if you are working with multiple teams specially you could almost do a portfolio Kanban so where you have multiple Kanban boards you manage a higher level business objective on one board and then push cards on a different board and still get the progress so you know sort of a whole hierarchy of boards that you can go and create and manage your entire work visually for each card you could you know you can have tasks let me show you a sample I said so you could define your own classification you could have user stories you could have defects, issues so there is different color coding that you see right up here so the yellow ones are user stories the red ones are bugs the gray ones are issues but you could also define your own things so for example if you are working with in a non-IT fashion you could have something different which represents your card ultimately a card represents the work you have been doing if you are in a hardware shop you could have cards like setting up some frequent installation that you do so ops team can say installation is one because that is what they want to track the lead time against you can, you can so let me just quickly show you so if you pull up any card you can have a set of sub tasks to a card and you will see a progress how much is done, not done also a little bit of for some companies you really want to do a bit of easy time tracking you can go and report actuals and also get progress based on that I am going to just switch over to few more apart from that there are a whole bunch of collaboration features built in you can go and come in you can collaborate with your team members in our thread discussions we are also building a chat feature that you can go and write here on a context of a card you can go and chat with the team members that are working on the card and say what is the progress there is one more quick thing that I will show you and then I will jump apart from these features so for example if you want to find out how long this card has been in progress so you can flip the whole card back and it will give you an entire history of when was this card added in the backlog when did it move to ready lane how long it was sitting there so you could track your work time, wait time across the entire value stream that you have been working on so it gives you a very granular data as well as at a high level visual summary of what you have been doing apart from that we have notifications so these boards almost get live updates if you are working in a distributed fashion you have team members working all across any change that they do will be reflected immediately here so you will get instant notification of what has been added, what has been changed and stuff like that I will go to metrics, some of the metrics that we can show quickly so we have a whole bunch of metrics that support cumulative flow diagram how the whole flow has been working where are the bottlenecks you can go and identify you can track your lead time how long typically each card on average has been taking we have also built a whole bunch of control charts which can tell you based on 3 sigma limit what are the number of cards which are going beyond your normal ranges and you can go and drill down deep into that and figure out what went wrong and then take correct reactions one of the other things that we are working on and I will just give you a quick sneak preview so this is so far about what is in your backlog and how you have been managing and how to improve it we have gone one step beyond and we are trying to work on something new wherein if you have a backlog and you know what are the so this is sample board if you have a backlog and you know what are the resources that are working on your team for example different profile you have a developer, designer, tester and you also let's say you have 30 user stories and some defects and some issues now you want to know how quickly I can get this entire thing done so what we are working on is this is just an in progress UI you could actually go and just let me one second so it could simulate the entire stuff and show you, you know if you were to work with one developer and 30 user story card it is going to take you 1700 days to be able to finish it now you can play around with your entire data that your live project data and simulate and figure out what do I do so that I can crash my time if I have to deliver in 3 months how many resources of each profile do I need and build the entire stuff based on that so a lot of predictive capability is what you can get with this so we have used a couple of standard algorithm Monte Carlo algorithm so for each lane you could go and define what are the typical ranges that will take how long the design takes how long the testing takes and based on that it will go and project it and build the whole thing I am just going to do a little variation for example if you see I am going to go and change the resource and say I have 13 resources 13 developers okay I have got to save it just a minute now if I run it my cycle time will drastically reduce because now we have played 13 developers what will happen now this is also a bad scenario you could play around with it if you see a lot of things are getting choked things are not evenly distributed some of these lanes are still wide so for example things are getting stuck in a particular lane so you will be able to identify those problems beforehand and then make corrective actions for example now you can go and say on some of these lanes instead of let me add one more designer or you could go and add more constraint say for example a particular lane I am going to limit the work in progress so accordingly it will limit the progress so we will not go in this day but what we are working on is a whole bunch of constraints that you can put in based on your experience of managing the project so far and based on that it could go and predict what is going to be the finish time alright I am not going to take much time that is it thank you any questions on this sure see this progress on the screen typically I am from Muslim background so we have a task code in which we put posted nodes and try to track progress we do not do on a user story level we do on a task level the reason being the granularity of the flow it is more when compared from a task perspective the moment you put some uses for people you do not see much movement you will stay there for some and you do not see progress but ultimately when you you will see progress this is not a complete snapshot of the progress but it is only a subset of the progress the more granular you go you will get clarity you will get some things in the pipeline for someone to be able to see because this is a higher level view which is also important for in some scenario in some scenario you can also have a task board where the granular data can be tracked in almost similar way correct exactly but typically from a development perspective we see from a task level absolutely you may take very limited stories which may have some pretty tasks so seeing the flow of the task is more important in the flow of the system sure good evening to all of you I have got a great challenge with me after a long day it is very hard to keep you alive we will try to have an interactive session here I will not take you through any product complexities of products or you know all those things we will keep it very simple we will interact together find avenues where we can collaborate together value at your profession value at your career and take you take you forward in your career contribute to the community and advance the profession which we are in I am Jacob I work with PMI I am a staff of PMI my bread and butter comes from PMI when I told bread and butter comes from PMI PMI works on volunteering basis I have got two volunteer leaders joining me Rahul from Pune Chapter and also Ashish who is a PMI champion who joining me who will be helping me with the presentation as we move along we will go with what is PMI's association with Agile the credential of PMI we will collaborate together as an individual and how we can collaborate together from the organizational perspective so this is what we are going to cover today demand for Agile I need not talk to you PMI's history history with Agile how we are associated together how we developed ACP which is certification from PMI overview of ACP because a lot of people were coming and asking what are the requirements prerequisites to become an ACP how it is related to PMP how it is compared to other credentials from PMI we have got six credentials as of now and how is the market reaction to PMI ACP and how is it used in the industry and how do we collaborate together let me take a step back how many of you know about PMI that's great how many of you are credential holders of PMI that makes my job easier so how many of you are ACP we have got three of them that's great for ACP we need to take a step from that level to a different level we will spend some time together later on not for Rahul others I will guide you through ACP and all those things where Rahul and Ashish will be helping me I will skip through couple of sides this is from the Gardner report about agile adoption and agile as we move forward how is the agile adoption going to be and PMI's history with agile PMI has been in touch with a lot of communities of agile with Scrum Alliance with agile alliance world wide we have been having separate tracks in our congresses which we hold world wide in Asia Pacific conference in North America conference and moving forward even in India for the national conference which we hold which are hosted by the volunteers in PMI we are having separate tracks for agile and that is how we started our interaction with agile community as such as you may be aware since a lot of people know about PMI this is not for profit body for advancing the profession of project management so there are multiple ways by which PMI reaches out to the practitioners one of the way is that geographically people come together share knowledge that is called chapters we have got 8 chapters in India another way is we have got registered education partners who do training on a commercial and non-commercial basis organizations like Infosys, Vipro who train their employees or people who commercially as a training institute like NIIT, Aptec all those things that is one of the channels where we reach out to the practitioners for advancing the profession the third way multiple ways one of the ways the third way is people who are interested in one particular area come together virtually and discuss various issues related to that it is a virtual community we have got 36 communities of practice one in the area of defense another in the area of aerospace general project management risk management all those things and one of the community of practice is Ajay okay it is free for PMI members currently we have got a traction of around 20,000 people worldwide and in India close to around 2000-2500 people are associated with Ajay community of practice and is Ram here we had a person who drives the community of practice Ajay community of practice in India is based out of US what we do is that now people come together share their knowledge and one thing which in PMI we believe is that no problem in the world is unique there would be somebody in the world somewhere who would have faced a similar kind of a problem of undergoing the pain whatever is required and come out with a solution good or bad solution is there so it is only left to us we need to reach to that guy improvise on that and use it to our benefit and this is the avenue where you get an opportunity to do that where people put across their problems a subject matter expert comes and then shares the solution so these are the activities a community of practice does called networking, newsletters sharing of knowledge state your problems the solution is provided there may be people who are willing to come down and discuss with the organization about the problem without any commercial to that this is PMI community of practice Ajay community of practice activities of community of practice the webinars, discussion forums and these are the subject matter experts as far as Ajay is concerned most of the people would be familiar to you and in India as well we are trying to develop a community of practice for Ajay it is not community of practice as such a forum for Ajay community maybe we will reach out to you you can come to us contact any of us any of the chapters any of the volunteers any of the PMI leaders and then we can take it up further let me give you an overview the PMI would request Ashish and also Rahul to come up close and then you know take you through ACP right so year back PMI started with certification for Ajay certified practitioner so this is primarily for people who are practicing Ajay