agile project management peer graded assignment

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Agile Project Management

This course is part of Project Management Specialization

Taught in English

Some content may not be translated

Instructor: Christy Bozic, PhD, PMP

Financial aid available

8,626 already enrolled

(179 reviews)

Recommended experience

Beginner level

Recommended (not required) successful completion of Project Management specialization courses:

1 Foundations & Initiation

2 Planning & Execution

What you'll learn

By successfully completing this course, you will be able to distinguish between Agile and predictive project management methodologies.

You will also be able to describe the roles and responsibilities of different members of an agile team and implement agile tools.

And you will be able to identify agile organizations and styles of leadership.

Skills you'll gain

Project management.

• Strategic Management
• Agile Management
• Servant Leadership
• Engineering management

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There are 3 modules in this course

The goal of this third course in the Project Management Specialization examines the philosophy and process of managing projects using Agile project management. Students in this course will learn the Agile philosophy and process including the Scrum framework, sprints, and user stories. Upon completion of this course, you will be able to distinguish between predictive and agile project management methodologies and understand the benefits of delivering value early in an engineering project.

This course can be taken for academic credit as part of CU Boulder’s Master of Engineering in Engineering Management (ME-EM) degree offered on the Coursera platform. The ME-EM is designed to help engineers, scientists, and technical professionals move into leadership and management roles in the engineering and technical sectors. With performance-based admissions and no application process, the ME-EM is ideal for individuals with a broad range of undergraduate education and/or professional experience. Learn more about the ME-EM program at https://www.coursera.org/degrees/me-engineering-management-boulder. Logo image courtesy of Alex Lion, available on Unsplash at https://unsplash.com/photos/qOvxHjOrx4k

In this module, you will learn how this course is structured and assessed. You will also explore the history of Agile project management and how it differs from other project management methodologies. We will explore the values and principles of Agile and examine different agile frameworks.

What's included

7 videos 15 readings 2 quizzes 1 peer review 1 app item

7 videos • Total 29 minutes

• Introduction to the Course • 1 minute • Preview module
• Agile Project Management Intro • 1 minute
• What is Agile? • 9 minutes
• Agile Values • 3 minutes
• Agile Principles • 8 minutes
• Intro to Agile Frameworks • 3 minutes
• Agile Framework Venn • 0 minutes

15 readings • Total 160 minutes

• Introducing the Yellowdig Learning Community Pilot • 10 minutes
• Welcome and Where to Find Help • 10 minutes
• Assessment Strategy • 2 minutes
• OPTIONAL: Foundations of Project Management • 40 minutes
• Getting Started with Yellowdig • 15 minutes
• Agile vs Waterfall/Predictive vs Hybrid • 15 minutes
• Agile is a Mindset • 4 minutes
• Agile Manifesto • 3 minutes
• Scrum • 11 minutes
• Lean Agile • 20 minutes
• Kanban • 20 minutes
• XP • 4 minutes
• Join the Discussion in our Yellowdig Community • 2 minutes
• About the Agile Honors Project • 2 minutes
• Peer evaluation • 2 minutes

2 quizzes • Total 30 minutes

• The Agile Methodology • 15 minutes
• Agile History & Framework Quiz • 15 minutes

1 peer review • Total 180 minutes

• Agile vs. Waterfall/Predictive • 180 minutes

1 app item • Total 60 minutes

• Agile Project Management Yellowdig Community • 60 minutes

The Agile Process

In this module, you will learn the fundamentals of the Agile Sprint and the Scrum Process including the roles of teams and the tools they use.

7 videos 10 readings 3 quizzes 1 peer review

7 videos • Total 31 minutes

• The Scrum Master • 6 minutes • Preview module
• The Scrum Process Intro • 1 minute
• Sprint Charter • 6 minutes
• Daily Standup • 2 minutes
• Simplicity Principle • 1 minute
• User Story Points & Team Velocity • 6 minutes
• Setting Priorities • 6 minutes

10 readings • Total 107 minutes

• What are Sprints? • 8 minutes
• Who are the players? • 10 minutes
• Sprint Planning • 10 minutes
• Product Backlog and Backlog Refinement • 12 minutes
• User Stories • 22 minutes
• Sprint Review • 20 minutes
• Sprint Retrospective • 7 minutes
• Kanban Board • 7 minutes
• Burn Down & Burn Up Charts • 10 minutes
• Join the Discussion in our Yellowdig Community • 1 minute

3 quizzes • Total 45 minutes

• Sprint • 15 minutes
• The Scrum Process • 15 minutes
• Scrum Tools • 15 minutes
• Create a Kanban Board • 180 minutes

The Agile Organization

In this module, you will learn to apply agile values and principles within an organizational context.

2 videos 9 readings 2 quizzes 1 peer review

2 videos • Total 18 minutes

• The Agile Organization • 10 minutes • Preview module
• Agile Organizational Structure • 7 minutes

9 readings • Total 176 minutes

• The Five Trademarks of Agile Organizations • 40 minutes
• Agile Strategic Vision • 25 minutes
• Being Agile vs Practicing Agile • 2 minutes
• Embracing Technology • 10 minutes
• The Case for Agile • 60 minutes
• Distributed Teams • 9 minutes
• Servant Leadership • 18 minutes
• Share Your Feedback on Yellowdig • 10 minutes
• Agile Organization & Strategy Quiz • 15 minutes
• Agile Structures and Leadership • 15 minutes
• Your Agile Organization • 180 minutes

Instructor ratings

We asked all learners to give feedback on our instructors based on the quality of their teaching style.

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Project Management: Foundations and Initiation

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179 reviews

Reviewed on Jan 11, 2023

I got to know some of the management systems that large companies have begun to implement

Reviewed on Aug 1, 2023

It was a good course. It helped me understand about agile and the practices.

Reviewed on Oct 25, 2023

Very useful information, I have been in technology for over 20 years and working in Agile for the last several years and still learned and took a lot away from this course.

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Frequently asked questions

When will i have access to the lectures and assignments.

Access to lectures and assignments depends on your type of enrollment. If you take a course in audit mode, you will be able to see most course materials for free. To access graded assignments and to earn a Certificate, you will need to purchase the Certificate experience, during or after your audit. If you don't see the audit option:

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Yes. In select learning programs, you can apply for financial aid or a scholarship if you can’t afford the enrollment fee. If fin aid or scholarship is available for your learning program selection, you’ll find a link to apply on the description page.

More questions

Peer-graded assignment: activity: create a sprint plan and sprint backlog

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How to solve problems with peer-graded assignments, learner help center nov 29, 2023 • knowledge, article details.

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Sauce & Spoon: Tips for Your Google Capstone course

This blog is reader-supported. When you purchase something through an affiliate link on this site, I may earn some coffee money. Thanks! Learn more .

I’ve been managing projects for over 20 years and I found the Google Project Management Certificate capstone course quite tricky. It’s hard to know what they are looking for in the Sauce & Spoon case study, so if you’re working through the course, here are some tips as you prepare to submit your capstone assignments.

For more general tips on how to earn the Google project management certificate quickly, read the story of how I passed the certificate in a week .

A solid, professional, well-recognized project management course from a great training provider. Perfect for beginners and people interested in learning more about project management as a career.

Applying Project Management in the Real World capstone: overview

The premise of the capstone is that you work through a realistic project scenario, responding to data as it unfolds. The assignment is peer-assessed and graded based on project documentation you submit.

Sauce & Spoon is a restaurant chain that wants to expand. They are launching new menus on the tablets on each table, with the goal of making it easier for guests to order and speeding up the time it takes to get the food out.

There are multiple stakeholders involved from the senior executives to the kitchen staff, front of hours and the IT team.

You’re acting in the project management role, guiding the project through the lifecycle to completion.

It’s not an agile project management case study but I can tell you that it’s realistic. I have never worked on a project where it’s been so easy to elicit requirements and to get information out of stakeholders, but apart from that, it’s realistic! I’ve reviewed the Google Project Management course overall, and generally the content is a good representation of your average, straightforward project.  

Tip: Go back to your documentation for Office Green/Plant Pals and use those as inspiration for the Sauce & Spoon documentation as the templates are the same.

Sauce & Spoon project charter

The information you need for the summary and project goals is dotted throughout the case study material. The charter is the first document you create (as we’re in the project initiation phase), so there isn’t that much information to sift through.

I think it’s important that you do your own work and extract the deliverables, project scope, benefits and costs from the case study materials, but I will share my project summary and appendix. Don’t copy it (Coursera asks you to validate that it is your own work and if they find out you are a copyright thief, they’ll kick you out).

Project summary

This project aims to implement a guest-facing digital menu and point of sale system at two restaurant locations, North and Downtown by Q2. This will include a pilot in the bar area of a tablet system integrated into each table to allow guests to order from their tables and to improve the ticketing system into the kitchen. This will reduce the time it takes for customers to receive their orders.

I added a few bullet points to the appendix box.

• Should we add a goal around decreasing guest wait time? The tablets will reduce table turn time but other factors might influence how busy the restaurant is. 

Resolved: We agreed to exclude this goal as the table turn time goal is more specific.

• Should we reallocate some of the payroll? The tablets will allow servers to cover more tables and that would free up funding to increase the number of kitchen staff (line cooks, bussers and runners). Not yet resolved; next steps: Continue to discuss
• Order return policy: As a result of the data collected by the tablets, we will be able to evidence to customers what they ordered and this should reduce returns and comped food. Resolved; agreement reached. This will be managed outside of the project and will be picked up by operations.
• Should we extend rollout to include all table sections, not just the bar? This has been requested by Omar. Not yet resolved; next steps: Peta to organise a meeting.

I should add that I have never included an appendix like this in a real project charter. The content here would be included in my RAID decision log , or in an action log if they are not yet resolved.

Drafting influential emails

Who is to say what makes an email influential? The second Week 1 peer-reviewed activity is to create an email coalition for the Sauce & Spoon team, writing “influential emails” so you can sway decision-making.

This is hard to do without knowing the individuals, and while Peta the project manager (i.e. you) does have some background information on the personalities to work with, it’s not a lot. You should also have completed a stakeholder analysis document this week, so that helps too.

The task is made harder as there is no right or wrong answer: you have to draft your message in your own words. Remember to check the marking schema so you can hit all the points. Submit your emails in a Google Doc with the settings set to public so anyone can read it – otherwise you risk your peer reviewer not being able to give your project documents any marks at all.

Below, you can see my assignment as an example. I’ve blurred some of the text as encouragement for you to use your own words and not copy my work!

Sauce & Spoon project plan (Excel/Sheets)

Moving on to project planning.

The good thing about the whole Google project management certificate is that you aren’t expected to use any particular project management software . All the templates provided are either Google Docs/Google Sheets or Microsoft Word and Excel, so it’s very straightforward to complete the assignments with tools you already have.

Use the Sheets template to create the task list based on the tasks you’ve identified. Next, fill in the time estimates for project tasks. I saved time by not completing the Gantt chart boxes on the right, but in real life you would do that.

Save more time by not completing aspects you are not graded on, for example, the task owners. You can see in my assignment below that I did not complete that. Again, in real life you would. Equally, if you are using this assignment as evidence to recruiters that you can create a project plan , you’d be better off completing the whole thing to show them that you can!

You can see the task groupings and milestones I used in the image below.

In Week 3 you will add quality standards, evaluation questions and survey questions to the plan and submit it again.

Evaluation findings

I enjoyed this assignment, which is about creating a short slide deck that summarizes the evaluation findings from the test launch event. I really do prefer PowerPoint for creating slides, but I used the Google Slides template because it was right there and it was easier to submit Google doc links.

Whether you go with PowerPoint or Google Slides, you’ll need these slides:

• Overview of what was evaluated during the test launch (make a list of bullet points)
• Findings: Pick one element of the results to present as a graph. I chose to do the question: “Did the kitchen prepare your order correctly?”
• Next steps: Lead with the headline. I chose to focus in on the fact we only served the correct order in 72% of cases, which is a long way from the target. Summarize the next steps to tackle the problem in bullet point form.

I added another Next Steps slide to summarize another major takeaway: only 56% of diners receive their order within 20 minutes. I described how the working groups would be set up to address this.

That’s it! You really don’t need loads of words on each slide.

Email to senior stakeholder

In Week 4 there are two peer-reviewed assignments to do. The first is writing an email to a senior stakeholder, Deanna.

I found the assignments where the answer was one thing or another (like a time estimate) easier to do than drafting narrative text. It is also harder to mark and more subjective, but do check the rubric for each assignment so you can see how you will be assessed.

You can see some of the email I drafted for the assignment below, as a starting point for your own work.

Close out report and exec summary

The Sauce & Spoon close out report was quite time-consuming to do, but worth it as it provides the input to the exec summary for the project impact report.

You don’t have to write the whole impact report, just the executive summary, and that’s a good skill to get into the habit of.

Here’s how I completed my executive summary.

Vision: one sentence on the goals of the project.

Key results: I wrote one sentence on the increase in customer satisfaction, using specific numbers and data from the case study.

Revenue impact: I added a sentence on the revenue increase, using data from the case study.

Lessons learned: two sentences on lessons learned .

Next steps: The final sentence summarized the two main next steps.

Tips for submitting your work

I kept a Word document with my study notes that included links to all my Google docs relevant to the capstone so I knew what I had submitted and could find my files again.

Make sure any Google docs submitted can be viewed by the public or people with the link, otherwise you’ll score zero as your peer reviewer won’t be able to see your work.

Make sure you submit the right file for the right assignment!

Don’t submit random files – I had a few to grade that were files not even relevant to the case study, such as someone’s CV. Zero points for that.

Don’t submit the link to the blank template! You’ll get a zero if there’s nothing in the file to mark.

Yes, you can search online for the answers to the assessed quizzes — the course has been around long enough now for people to have scraped the questions and answers — but you aren’t learning anything from that. Why cheat? That’s truly not going to help you get a job or keep a job.

Completing non-assessed work

There are other tasks to complete, and if you are new to project management I would encourage you to complete all the work. Build your confidence so you know what is expected of a project manager in a real job, and take your time to get familiar with the jargon , tools and documentation.

However, if you already have some project management experience and are not trying to build new skills, you can skip the other activities and only focus on the peer-reviewed content. That’s your risk though: sometimes there are nuggets of information relevant for assignments hidden in the other task descriptions and notes so you’ll potentially miss important information. Just like in real life if you skip over a few important emails!

However thorough this case study, it’s only that: a desk-based exercise. It’s helpful, relevant experience, but until you start talking to humans and working with stakeholders, your experience is going to remain theoretical.

Still, it’s going to give you something to talk about during your job search and I really rate the Google course as project management training for beginners.

Good luck with your capstone completion!

Project manager, author, mentor

Elizabeth Harrin is a Fellow of the Association for Project Management in the UK. She holds degrees from the University of York and Roehampton University, and several project management certifications including APM PMQ. She first took her PRINCE2 Practitioner exam in 2004 and has worked extensively in project delivery for over 20 years. Elizabeth is also the founder of the Project Management Rebels community, a mentoring group for professionals. She's written several books for project managers including Managing Multiple Projects .

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Secret to Agile Story Mapping with 5 Examples

Story Mapping is an agile technique that finds itself applicable in the delivery of a new product or new feature in an already established product. Created by Jeff Patton, this method allows for a customer to visibly navigate through all of the user tasks it takes to utilize a product from the beginning till the end.

The assignment of these tasks are ordered in such a way that brings the most value to the customer. Nicholas Muldoon, the Co-Founder of Easy Agile, describes this process as “a facilitated, curated conversation” that essentially gathers everyone involved to navigate through it.

A user story mapping can be used whenever you need to create understanding of the future releases of your product while simultaneously maintaining the current state of the product vision.

• 3 C's in User Stories

The process of the agile user story map is most beneficial for agile teams. It is a useful tool in agile planning that assists in development and allows for the team to be able to receptively respond to change.  

When developing story maps, an agile team would take into consideration of the Agile Manifesto values that communicate the importance of collaborating with a customer in place of the negotiation of a contract and responding to change instead of following a plan.

These values creates the environment for the team to maintain flexibility as well as prioritizing the customer journey for a viable product. 

Flat Product Backlog vs Story Mapping

Flat product backlog is one of the most common tactics utilized in agile software development. It is essentially developed as a “to-do” list of things to cross off that will essentially bring value for a customer . It is designed with a top-down approach in mind which places the most valuable items at the top of the list with the least valuable items at the bottom.

This allows for things to be crossed off in order of priority. This differs from story mapping as story mapping contextualizes each list item into a bigger portion of the development task. Story mapping established the entire picture of a product while flat backlog simply does not.

Flat backlog makes it difficult for a product manager to make a determination of whether or not their team identified the necessary user stories. It also doesn’t give product managers the ability to explain how the system works and what it does.

User story maps creates a visual that allows for the agile development team to focus on the customer outcomes that are desirable. Agile teams are able to identify and execute a variety of features based on how each customer responds as well as track progression. This also produces less waste with improved outcomes for the entire product in contrast to flat backlog. 

Creating User Stories

One way to begin creating a user story would be to define what your goals are. The best way to initially format the user story would be to think about product interactions from this perspective: As a [type of user], I want to [action] so that [benefit]. 

A few user story examples of this would be:

• As a visitor of this site, I can type the color of the product I want in the search bar so that I can find what I’m looking for.
• As a returning visitor, I can have my previous history saved so that I can return to what I was looking for. 

According to the Jeff Patton, creating the user map in done is six steps:

• Establish your idea
• Create the big picture
• Develop a release strategy
• Develop a learning strategy
• Have a development strategy

It is important to first approach developing a backbone in your story to describe high-level tasks or high-level features from beginning to end. These steps creates the building block to producing a collaborative approach for the story map. 

Walking Skeleton

The walking skeleton is in essence the core of a user story and one of many parts that creates the entire story map. It is utilized to give a visual representation and descriptor of essential components that are required to release a valuable product.  They are stories provide a user experience with tasks that they can perform throughout the product. This particular set of stories allow for the product to be functional at the bare minimum and are interchangeably known as minimum marketable features. Combining the walking skeleton with other user persona type like the backbone and other stories underneath the walking skeleton, you will then have a full story map.

INVEST Criteria

Creating and assessing the quality of a user story in the initial story map is traditionally done through the INVEST criteria. If there is any part of a story that does not meet any of the criteria, it would be important for the story to either be readjusted or reworded. 

Independent – every user story should represent independent business values so that they can deliver those values if they were to be released alone. 

Negotiate – The method to achieving each goal should have the ability to being negotiable. Regardless of who is involved in the transaction. This could be between the product owner and the customer, or the product owner and the development team. Stakeholders can also find themselves involved in the negotiation process. 

Valuable – Each story should represent some form of value to any specific user type. 

Estimate –  There must be enough information readily available so that the story could be appropriately sized so that the plan can be properly implemented and there is commitment to completion. 

Small – Small stories are preferable for user stories so that they are able to be completed within a single sprint.

Testable – The entire team should be able to utilize precision as a means of verifying the completion of a user story. 

3 C’s in User Stories

Having an established approach in creating user stories is beneficial to this agile format. The most common approach is the Three C’s approach. This approach was coined by Ron Jeffries in Extreme Program Installed. The Three C’s specified are card, conversation and confirmation. Jeff Patton also discusses this approach in more detail at Flowcon .

Card The card portion of the Three C’s approach is essentially having a written description of a story that is utilized to plan. Having the ideas from your entire team written on a card, sticky note, or even a whiteboard launches the ability to put everything into a draft.

This is a collaborative exercise that is implemented by throwing out any information that comes to mind, including potential titles of the stories themselves. Be mindful that stories should be written in a manner that creates a statement of value and intent. This is known as user voice.

Conversation The goal of the conversation process is to discuss ideas and work together to develop solutions. It is important in this process to ask the who, what and why of a story. It is the responsibility of the product owner to answer these questions in the planning process. This is to ensure that the team as a common goal. 

Confirmation Confirming a story map gives the technical information of a story as well as confirms that the execution of a particular story is upholding its intended value. Having a unified team consensus on what is appropriate to build should also be recorded. 

Advantages and Mistakes in Agile Story Mapping

There are direct advantages of story mapping in the agile processes. Story maps allows for everyone in the development team to understand the entire construct of the application, especially the parts that finds itself to being the most difficult. This process also allows for your team to have a complete visual of the product, solving a major complaint that exists in agile teams. Teams are able to see where each part fits into the entire system. 

One additional benefits of user stories is that it assists teams in identifying what areas to develop first. If it appears when developing a website that the user journey of a website finds itself focused on a specific section of the about me page more often than other web pages, then it would be most beneficial to begin building upon it first.

It is important for product managers to be mindful of common mistakes that occur through mapping.

A common mistake that occurs in utilizing user story maps is that teams can find themselves working with a customer that is not familiar with their product. It is vital to have someone familiar so that you will have more certainty in the value that they provide when navigating. 

Not keeping the story map visible to your agile team is another mistake that appears in development. The story map is a reminder for the entire picture of an application. If it is not seen clearly and often by the team, a lot of goals can become lost in the process. 

Tools for creating agile story map

Finding the right tools is vital to creating an agile story map. Jira is considered one of the most useful tools for developing the map. Here is a list of mapping programs that integrate with Jira:

1. Easy Agile

3. StoriesOnBoard

4. Cardboard

5. FeatureMap

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The goal of this exercise is to create a product to highlight the prediction algorithm that you have built and to provide an interface that can be accessed by others.

abhijeetkmohite/Peer-graded-Assignment-Final-Project-Submission

Folders and files, repository files navigation, peer-graded-assignment-final-project-submission.

The goal of this exercise is to create a product to highlight the prediction algorithm that you have built and to provide an interface that can be accessed by others.For this project you must submit:

• A Shiny app that takes as input a phrase (multiple words) in a text box input and outputs a prediction of the next word.
• A slide deck consisting of no more than 5 slides created with R Studio Presenter ( https://support.rstudio.com/hc/en-us/articles/200486468-Authoring-R-Presentations ) pitching your algorithm and app as if you were presenting to your boss or an investor.

Review criteria

Data Product

• Does the link lead to a Shiny app with a text input box that is running on shinyapps.io?
• Does the app load to the point where it can accept input?
• When you type a phrase in the input box do you get a prediction of a single word after pressing submit and/or a suitable delay for the model to compute the answer?
• Put five phrases drawn from Twitter or news articles in English leaving out the last word. Did it give a prediction for every one?
• Does the link lead to a 5 slide deck on R Pubs?
• Does the slide deck contain a description of the algorithm used to make the prediction?
• Does the slide deck describe the app, give instructions, and describe how it functions?
• How would you describe the experience of using this app?
• Does the app present a novel approach and/or is particularly well done?
• Would you hire this person for your own data science startup company?