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Agile project management

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This document provides an introduction to agile project management. It begins by contrasting traditional project management, which relies on upfront planning, with agile project management, which uses iterative development cycles. The key principles of agile project management are then outlined, including a focus on customer value, iterative and incremental delivery, experimentation and adaptation, self-organization, and continuous improvement. Popular agile methods like Scrum, Extreme Programming, and others are briefly described. The remainder of the document focuses on how the Scrum methodology works in practice and some of the challenges of applying agile principles to large projects.

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An Introduction to Agile Project Management CHAPTER SEVENTEEN Student Version Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
17–2 Where We Are NowWhere We Are NowWhere We Are NowWhere We Are Now
17–3 Traditional PM versus Agile MethodsTraditional PM versus Agile MethodsTraditional PM versus Agile MethodsTraditional PM versus Agile Methods • Traditional PM Approach –Concentrates on thorough, upfront planning of the entire project. –Requires a high degree of predictability to be effective. • Agile Project Management (Agile PM) –Relies on incremental, iterative development cycles to complete less-predictable projects. –Is ideal for exploratory projects in which requirements need to be discovered and new technology tested. –Focuses on active collaboration between the project team and customer representatives.
17–4 Traditional Project Management versusTraditional Project Management versus Agile Project ManagementAgile Project Management Traditional Project Management versusTraditional Project Management versus Agile Project ManagementAgile Project Management TABLE 17.1 Traditional Agile Design up front Continuous design Fixed scope Flexible Deliverables Features/requirements Freeze design as early as possible Freeze design as late as possible Low uncertainty High uncertainty Avoid change Embrace change Low customer interaction High customer interaction Conventional project teams Self-organized project teams
17–5 Project UncertaintyProject UncertaintyProject UncertaintyProject Uncertainty FIGURE 17.1
17–6 Agile Project ManagementAgile Project ManagementAgile Project ManagementAgile Project Management • Agile PM –Is related to the rolling wave planning and scheduling project methodology. • Uses iterations (“time boxes”) to develop a workable product that satisfies the customer and other key stakeholders. • Stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals. • Adjustments are made and a different iterative cycle begins that subsumes the work of the previous iterations and adds new capabilities to the evolving product.
17–7 Iterative, Incremental Product DevelopmentIterative, Incremental Product DevelopmentIterative, Incremental Product DevelopmentIterative, Incremental Product Development FIGURE 17.2
17–8 Agile Project Management (cont’d)Agile Project Management (cont’d)Agile Project Management (cont’d)Agile Project Management (cont’d) • Advantages of Agile PM: –Useful in developing critical breakthrough technology or defining essential features –Continuous integration, verification, and validation of the evolving product. –Frequent demonstration of progress to increase the likelihood that the end product will satisfy customer needs. –Early detection of defects and problems.
17–9 Agile PM PrinciplesAgile PM PrinciplesAgile PM PrinciplesAgile PM Principles Focus on customer valueFocus on customer value Iterative and incremental deliveryIterative and incremental delivery Experimentation and adaptationExperimentation and adaptation Self-organizationSelf-organization Continuous improvementContinuous improvement
17–10 Popular Agile PM MethodsPopular Agile PM MethodsPopular Agile PM MethodsPopular Agile PM Methods Agile PM Methods Agile PM Methods Crystal ClearCrystal Clear RUP (Rational Unified Process) RUP (Rational Unified Process) Dynamic Systems Development Method (DSDM) Dynamic Systems Development Method (DSDM) ScrumScrum Extreme Programming Extreme Programming Agile ModelingAgile Modeling Rapid Product Development (PRD) Rapid Product Development (PRD) Lean DevelopmentLean Development
17–11 Agile PM in Action: ScrumAgile PM in Action: ScrumAgile PM in Action: ScrumAgile PM in Action: Scrum • Scrum Methodology –Is a holistic approach for use by a cross-functional team collaborating to develop a new product. –Defines product features as deliverables and prioritizes them by their perceived highest value to the customer. –Re-evaluates priorities after each iteration (sprint) to produce fully functional features. –Has four phases: analysis, design, build, test
17–12 Key Roles and ResponsibilitiesKey Roles and Responsibilities in the Scrum Processin the Scrum Process Key Roles and ResponsibilitiesKey Roles and Responsibilities in the Scrum Processin the Scrum Process • Product Owner –Acts on behalf of customers to represent their interests. • Development Team –Is a team of five-nine people with cross-functional skill sets is responsible for delivering the product. • Scrum Master (aka Project Manager) –Facilitates scrum process and resolves impediments at the team and organization level by acting as a buffer between the team and outside interference.
17–13 Applying Agile to Large ProjectsApplying Agile to Large ProjectsApplying Agile to Large ProjectsApplying Agile to Large Projects • Scaling –Is using several teams to work on different features of a large scale project at the same time. • Staging –Requires significant up-front planning to manage the interdependences of different features to be developed. –Involves developing protocols and defining roles to coordinate efforts and assure compatibility and harmony.
17–14 Limitations and Concerns of Agile PMLimitations and Concerns of Agile PMLimitations and Concerns of Agile PMLimitations and Concerns of Agile PM • It does not satisfy top management’s need for budget, scope, and schedule control. • Its principles of self-organization and close collaboration can be incompatible with corporate cultures. • Its methods appear to work best on small projects that require only five-nine dedicated team members to complete the work. • It requires active customer involvement and cooperation.
17–15 Key TermsKey TermsKey TermsKey Terms Feature Iterative incremental development (IID) Scrum meeting Scrum Master Sprint backlog Product Backlog Product Owner Scaling Agile PM Self Organizing Team

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Agile project management

  • 1. An Introduction to Agile Project Management CHAPTER SEVENTEEN Student Version Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
  • 2. 17–2 Where We Are NowWhere We Are NowWhere We Are NowWhere We Are Now
  • 3. 17–3 Traditional PM versus Agile MethodsTraditional PM versus Agile MethodsTraditional PM versus Agile MethodsTraditional PM versus Agile Methods • Traditional PM Approach –Concentrates on thorough, upfront planning of the entire project. –Requires a high degree of predictability to be effective. • Agile Project Management (Agile PM) –Relies on incremental, iterative development cycles to complete less-predictable projects. –Is ideal for exploratory projects in which requirements need to be discovered and new technology tested. –Focuses on active collaboration between the project team and customer representatives.
  • 4. 17–4 Traditional Project Management versusTraditional Project Management versus Agile Project ManagementAgile Project Management Traditional Project Management versusTraditional Project Management versus Agile Project ManagementAgile Project Management TABLE 17.1 Traditional Agile Design up front Continuous design Fixed scope Flexible Deliverables Features/requirements Freeze design as early as possible Freeze design as late as possible Low uncertainty High uncertainty Avoid change Embrace change Low customer interaction High customer interaction Conventional project teams Self-organized project teams
  • 5. 17–5 Project UncertaintyProject UncertaintyProject UncertaintyProject Uncertainty FIGURE 17.1
  • 6. 17–6 Agile Project ManagementAgile Project ManagementAgile Project ManagementAgile Project Management • Agile PM –Is related to the rolling wave planning and scheduling project methodology. • Uses iterations (“time boxes”) to develop a workable product that satisfies the customer and other key stakeholders. • Stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals. • Adjustments are made and a different iterative cycle begins that subsumes the work of the previous iterations and adds new capabilities to the evolving product.
  • 7. 17–7 Iterative, Incremental Product DevelopmentIterative, Incremental Product DevelopmentIterative, Incremental Product DevelopmentIterative, Incremental Product Development FIGURE 17.2
  • 8. 17–8 Agile Project Management (cont’d)Agile Project Management (cont’d)Agile Project Management (cont’d)Agile Project Management (cont’d) • Advantages of Agile PM: –Useful in developing critical breakthrough technology or defining essential features –Continuous integration, verification, and validation of the evolving product. –Frequent demonstration of progress to increase the likelihood that the end product will satisfy customer needs. –Early detection of defects and problems.
  • 9. 17–9 Agile PM PrinciplesAgile PM PrinciplesAgile PM PrinciplesAgile PM Principles Focus on customer valueFocus on customer value Iterative and incremental deliveryIterative and incremental delivery Experimentation and adaptationExperimentation and adaptation Self-organizationSelf-organization Continuous improvementContinuous improvement
  • 10. 17–10 Popular Agile PM MethodsPopular Agile PM MethodsPopular Agile PM MethodsPopular Agile PM Methods Agile PM Methods Agile PM Methods Crystal ClearCrystal Clear RUP (Rational Unified Process) RUP (Rational Unified Process) Dynamic Systems Development Method (DSDM) Dynamic Systems Development Method (DSDM) ScrumScrum Extreme Programming Extreme Programming Agile ModelingAgile Modeling Rapid Product Development (PRD) Rapid Product Development (PRD) Lean DevelopmentLean Development
  • 11. 17–11 Agile PM in Action: ScrumAgile PM in Action: ScrumAgile PM in Action: ScrumAgile PM in Action: Scrum • Scrum Methodology –Is a holistic approach for use by a cross-functional team collaborating to develop a new product. –Defines product features as deliverables and prioritizes them by their perceived highest value to the customer. –Re-evaluates priorities after each iteration (sprint) to produce fully functional features. –Has four phases: analysis, design, build, test
  • 12. 17–12 Key Roles and ResponsibilitiesKey Roles and Responsibilities in the Scrum Processin the Scrum Process Key Roles and ResponsibilitiesKey Roles and Responsibilities in the Scrum Processin the Scrum Process • Product Owner –Acts on behalf of customers to represent their interests. • Development Team –Is a team of five-nine people with cross-functional skill sets is responsible for delivering the product. • Scrum Master (aka Project Manager) –Facilitates scrum process and resolves impediments at the team and organization level by acting as a buffer between the team and outside interference.
  • 13. 17–13 Applying Agile to Large ProjectsApplying Agile to Large ProjectsApplying Agile to Large ProjectsApplying Agile to Large Projects • Scaling –Is using several teams to work on different features of a large scale project at the same time. • Staging –Requires significant up-front planning to manage the interdependences of different features to be developed. –Involves developing protocols and defining roles to coordinate efforts and assure compatibility and harmony.
  • 14. 17–14 Limitations and Concerns of Agile PMLimitations and Concerns of Agile PMLimitations and Concerns of Agile PMLimitations and Concerns of Agile PM • It does not satisfy top management’s need for budget, scope, and schedule control. • Its principles of self-organization and close collaboration can be incompatible with corporate cultures. • Its methods appear to work best on small projects that require only five-nine dedicated team members to complete the work. • It requires active customer involvement and cooperation.
  • 15. 17–15 Key TermsKey TermsKey TermsKey Terms Feature Iterative incremental development (IID) Scrum meeting Scrum Master Sprint backlog Product Backlog Product Owner Scaling Agile PM Self Organizing Team