Agile Project management
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Transcript of Agile Project management
AGILE PROJECT MANAGEMENT Presented By:
Group -B ISAAC S ZACHARIAH
HIMANSHU BHANSALI
MAHESH KOLARY
PRAVEEN SIDOLA
AgendaTerminology Introduction to Agile software developmentThe Agile ManifestoAgile Project ManagementAgile PM StrategiesTraditional vs Agile PMSome Agile MethodologiesSummary Post-AgilismReferences
What Is AgileAgile --readiness for motion, nimbleness, activity,
dexterity in motion
AgilityThe ability to both create and respond to change in order
to profit in a turbulent business environment Companies need to determine the amount of agility they
need to be competitiveChaordic
Exhibiting properties of both chaos and order The blend of chaos and order inherent in the external
environment and in people themselves, argues against the prevailing wisdom about predictability and planning
Things get done because people adapt, not because they slavishly follow processes
Agile Software Development
Agile software development is a conceptual framework for software engineering that promotes development iterations throughout the life-cycle of the project.
Software developed during one unit of time is referred to as an iteration, which may last from one to four weeks.
Agile methods also emphasize working software as the primary measure of progress
Agile Software Development: IntroCharacteristics of Agile Software
Development -- Light Weighted methodology -- Small to medium sized teams -- vague and/or changing requirements -- vague and/or changing techniques -- Simple design -- Minimal system into production
CharacteristicsModularityIterativeTime-boundIncrementalConvergentPeople-orientedCollaborative
Agile – “a thought process”
Practices-Think small incremental deliverablesGet the customer in the gameNever have breakage — have continuous QA at
every point through assurance processState up front requirements are fluid — build
the processes around fluid requirements.
Agile PM PracticesAssume Simplicity Embrace ChangeEnable and Focus on the Next EffortIncrementally Change Maximize ValueManage with a Purpose, Question ActionsProject Manager must manage the project and
process boundariesRapid Feedback to All StakeholdersQuality DeliverablesCreate Documentation Based on Value
Project Characteristics Quadrant
Traditional vs AgileTraditional Agile
Traditional projects are clearly defined with well documented and understood features, functions, and requirements.
Agile projects discover the complete project requirements by doing the project in iterations and therefore reducing and eliminating uncertainty.
Lower risk & Lesser flexibility Higher risk & greater flexibility
Traditional project managers manage their projects against the budget, schedule, and scope.
Agile project manager is focused on deliverables and business value instead budget and timeline.
Easily support distributed work teams of specialists because of the well defined requirements and other documentation.
Agile project teams require co-location of team members and staff in orderto embrace change and rapidly produce increments.
Commitment level from project members is lower.
Commitment level from project members is higher.
Synchronous s/w development & PM phases
Agile PM Strategies
Linear strategyConsists of dependent, sequential phases that are
executed with no feedback loopsThe project solution is not released until the final
phaseFits Quadrant 1 projectsStrengths: 1. Entire project is scheduled, 2. Resource
requirements are known, 3. The most skilled resources are not required, 4. Team members can be distributed
Weaknesses: 1. Plan and schedule do not accommodate change very well, 2. Costs can be higher, 3. Time to complete can be longer (if there’s some change), 4. Requires detailed plans, 5. Must follow a defined set of processes, 6. Not focused on customer value as much as delivering against the plan
Incremental strategyIdentical to linear strategy except that each
phase releases a partial solutionSuits Quadrant 1 very wellStrengths: 1. Value is produced earlier in the
product life cycle, 2. Accommodates change requests, 3. Stronger focus on customer value
Weaknesses: 1. Heavy documentation, 2. Difficulty defining function/feature dependencies, 3. More customer involvement required
Iterative strategyConsists of a number of repeated phases that
include a feedback loop after a group of phases is completed
Suits Quadrant 4 very wellStrengths: 1. Customer can review current
solution for suggestive improvements, 2. Changes can be accommodated
Weaknesses: 1. More active customers required, 2. Final solution cannot be specified to the customer at the outset of the project
Adaptive strategySimilar to Iterative strategy except that each
iteration’s feedback adjusts the next iteration so that a solution will be converged upon
Suits Quadrant 2 and 3 very wellStrengths: 1. Does not waste time on non-value
added work, 2. Provides maximum valueWeaknesses: 1. Needs customer involvement
throughout the project, 2. Cannot identify exactly what will be delivered at the end of the project
Extreme strategySimilar to adaptive strategy except that instead of
adjusting with each iteration to converge upon a solution, the goal of the project must also be discovered and converged upon
Suits Quadrant 3 very wellStrength: 1. Keeps options open as late as
possible, 2. Offers an early look at the number of possible solutions
Weaknesses: 1. May look for solutions in all the wrong places, 2. No guarantee for value generation
Existing Agile MethodsExtreme Programming (“XP”)
Agile Unified Process
Scrum
Extreme Programming
Most prominent Agile Software development method
Prescribes a set of daily stakeholder practices
“Extreme” levels of practicing leads to more responsive software.
Changes are more realistic, natural, inescapable.
Agile Unified Process
AUP is a simplified version of RUP
Phases of AUP Inception Elaboration Construction Transition
Disciplines of AUP Model Implementation Test Deployment Configuration Management Project Management Environment
Scrum It is an Agile S/w development method for
project management
Characteristics: Prioritized work is done. Completion of backlog items Progress is explained Agile Software Development
Summary
Synthesizes the existing literature.Each method is described in terms of
process, roles, responsibilities, practices, adoption and experiences.
Enables a selection criteria for comparing methods and pointing out their differences.
ReferencesDANIEL J. FERNANDEZ & JOHN D. FERNANDEZ
AGILE PROJECT MANAGEMENT- AGILISM VERSUS TRADITIONAL APPROACHES
Abrahamsson P, Salo O and Ronkainen J. Agile software development methods (Review and analysis).
Scott W Ambler. Agile model driven development. Cohen D, Lindvall M, Costa P. Agile software
development. http://en.wikipedia.org/wiki/Agile_Modeling.http://en.wikipedia.org/wiki/Extreme_Programming.