Agile Project management

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Agile --readiness for motion, nimbleness, activity, dexterity in motion

Transcript of Agile Project management


2. Agenda Terminology Introduction to Agile software development The Agile Manifesto Agile Project Management Agile PM Strategies Traditional vs Agile PM Some Agile Methodologies Summary Post-Agilism References 3. What Is Agile Agile --readiness for motion, nimbleness, activity, dexterity inmotion Agility The 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 becompetitive Chaordic Exhibiting properties of both chaos and order The blend of chaos and order inherent in the external environment andin people themselves, argues against the prevailing wisdom aboutpredictability and planning Things get done because people adapt, not because they slavishly followprocesses 4. Agile Software Development Agile software development is a conceptual frameworkfor software engineering that promotes developmentiterations throughout the life-cycle of the project. Software developed during one unit of time is referred to asan iteration, which may last from one to four weeks. Agile methods also emphasize working software as theprimary measure of progress 5. Agile Software Development: Intro Characteristics 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 6. Characteristics Modularity Iterative Time-bound Incremental Convergent People-oriented Collaborative 7. Agile a thought process Practices- Think small incremental deliverables Get the customer in the game Never have breakage have continuous QA at every point through assurance process State up front requirements are fluid build the processes around fluid requirements. 8. Agile PM Practices Assume Simplicity Embrace Change Enable and Focus on the Next Effort Incrementally Change Maximize Value Manage with a Purpose, Question Actions Project Manager must manage the project and processboundaries Rapid Feedback to All Stakeholders Quality Deliverables Create Documentation Based on Value 9. Project Characteristics Quadrant 10. Traditional vs AgileTraditionalAgileTraditional projects are clearly defined Agile projects discover the completewith well documented and understoodproject requirements by doing thefeatures, functions, and requirements. project in iterations and therefore reducing and eliminating uncertainty.Lower risk & Lesser flexibilityHigher risk & greater flexibilityTraditional project managers manageAgile project manager is focused ontheir projects against the budget, deliverables and business value insteadschedule, and scope. budget and timeline.Easily support distributed work teamsAgile project teams require co-locationof specialists because of the well of team members and staff in orderdefined requirements and other to embrace change and rapidly producedocumentation. increments.Commitment level from projectCommitment level from projectmembers is lower.members is higher. 11. Synchronous s/w development & PM phases 12. Agile PM Strategies 13. Linear strategy Consists of dependent, sequential phases that areexecuted with no feedback loops The project solution is not released until the final phase Fits Quadrant 1 projects Strengths: 1. Entire project is scheduled, 2. Resourcerequirements are known, 3. The most skilled resources arenot required, 4. Team members can be distributed Weaknesses: 1. Plan and schedule do not accommodatechange very well, 2. Costs can be higher, 3. Time tocomplete can be longer (if theres some change), 4.Requires detailed plans, 5. Must follow a defined set ofprocesses, 6. Not focused on customer value as much asdelivering against the plan 14. Incremental strategy Identical to linear strategy except that each phasereleases a partial solution Suits Quadrant 1 very well Strengths: 1. Value is produced earlier in the productlife cycle, 2. Accommodates change requests, 3.Stronger focus on customer value Weaknesses: 1. Heavy documentation, 2. Difficultydefining function/feature dependencies, 3. Morecustomer involvement required 15. Iterative strategy Consists of a number of repeated phases that include afeedback loop after a group of phases is completed Suits Quadrant 4 very well Strengths: 1. Customer can review current solution forsuggestive improvements,2. Changes can be accommodated Weaknesses: 1. More active customers required, 2.Final solution cannot be specified to the customer atthe outset of the project 16. Adaptive strategy Similar to Iterative strategy except that each iterationsfeedback adjusts the next iteration so that a solutionwill be converged upon Suits Quadrant 2 and 3 very well Strengths: 1. Does not waste time on non-value addedwork, 2. Provides maximum value Weaknesses: 1. Needs customer involvementthroughout the project, 2. Cannot identify exactlywhat will be delivered at the end of the project 17. Extreme strategy Similar to adaptive strategy except that instead ofadjusting with each iteration to converge upon asolution, the goal of the project must also be discoveredand converged upon Suits Quadrant 3 very well Strength: 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 wrongplaces, 2. No guarantee for value generation 18. Existing Agile Methods Extreme Programming (XP) Agile Unified Process Scrum 19. Extreme Programming Most prominent Agile Software development method Prescribes a set of daily stakeholder practices Extreme levels of practicing leads to more responsivesoftware. Changes are more realistic, natural, inescapable. 20. Agile Unified Process AUP is a simplified version of RUP Phases of AUP Inception Elaboration Construction Transition 21. Disciplines of AUP Model Implementation Test Deployment Configuration Management Project Management Environment 22. Scrum It is an Agile S/w development method for project managementCharacteristics: Prioritized work is done. Completion of backlog items Progress is explained Agile Software Development 23. 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 methodsand pointing out their differences. 24. References DANIEL J. FERNANDEZ & JOHN D. FERNANDEZAGILE PROJECT MANAGEMENT- AGILISM VERSUSTRADITIONAL APPROACHES Abrahamsson P, Salo O and Ronkainen J. Agile softwaredevelopment methods (Review and analysis). Scott W Ambler. Agile model driven development. Cohen D, Lindvall M, Costa P. Agile software development.