Agile Project Management

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Agile project management

Transcript of Agile Project Management

  • 1Agile Project Management

  • Agile Project Management

    Principles of practice

    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.

    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.

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  • Agile PM Principles

    3

  • Empirical project challenges

    The client Doesnt know what they want

    The client think they know what they want but are wrong

    We dont understand what the client want

    We think we understand but we are wrong

    We dont know how to do it

    We think we know but we are wrong

    Changes on external factors alter the objectives

    The client has learned along the way that now they want

    something different

    We have learned along the way that we can offer something

    different

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  • Agile project management methodology named OOSP (Object Oriented Software Process)

    The whole project management process is divided into the

    four main phases very similarly as in the other project

    management approaches.

    The main four phases are

    Initial Phase

    Construction Phase

    Deliver Phase

    Support Phase

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  • 6

  • Initial Phase

    The Initial Phase includes four main stages:

    justification (assessment, feasibility study),

    Definition and validation of requirements

    definition of initial documents

    definition of project infrastructure.

    Input

    includes artefacts and information from previous finished projects

    together with suggestions of changes and reports of defects

    Output

    entire managerial and planning documentation necessary for

    successful completion of all three subsequent phases

    Goal

    to lay the ground for successful project 7

  • Construct Phase

    The Construct Phase includes four main stages:

    modelling (analyzing, designing),

    testing in the small,

    generalizing (reusing)

    producing (manufacturing) product or prototype.

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  • Deliver Phase

    The Deliver Phase includes four main stages:

    releasing (assembling),

    testing in the large,

    Reworking (repairing)

    assessing

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  • Support Phase

    The Support Phase includes three main stages:

    supporting and identifying of defects

    Enhancements (change management)

    outage concerned with operation termination and product disposal.

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  • Advantages

    Completely developed and tested features in short iterations

    Simplicity of the process

    Clearly defined rules

    Increasing productivity

    Self-organizing

    each team member carries a lot of responsibility

    Improved communication

    Combination with Extreme Programming

    Drawbacks

    Undisciplined hacking (no written documentation)

    Violation of responsibility

    Current mainly carried by the

    inventors

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  • Key Practices: Agile PM

    How You View agile teams

    Recognize the difference between formal and informal team

    structures and structure agile teams accordingly

    Mold groups of individuals into high-performance agile teams

    Integrate these teams into the larger agile enterprise

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  • Encourage Diversified Roles

    Define roles holistically so that team members can develop into

    Generalizing Specialists (or Versatilists):

    Generalizing Specialist

    Someone with one or more specialties who actively seeks to gain new skills

    in existing specialties, as well as in other areas

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  • Guiding Vision

    Objective:

    Create a shared vision or mental model for driving behavior on agile

    projects. The Guiding Vision is an aggregate of three component

    visions: team vision, project vision and product vision

    Key Implications: Evolve team vision to drive team behavior

    Create project vision to drive project behavior

    Facilitate product vision to drive project evolution

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  • Simple Rules

    Objective: Implement a set of simple, adaptable methodology rules that allow

    agile teams to deliver business value rapidly and reliably

    Key Implications: Assess the environment to determine its characteristics

    Identify and implementing a simple set of methodology rules that is congruent with the environment

    Hone the discipline needed for continuous and consistent application of the simple rules

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  • 16

    How-To Rules: Key features of the process

    Feasibility, Project Discovery

    Release and Iteration Planning

    Product and Iteration Backlogs

    Tracking via Burn-down charts

    Team collocated in team rooms

    Core team dedicated to project

    Boundary Rules: To define allowable action

    Estimation done only by performers

    Prioritization done only by product owners

    Priority Rules: To rank work opportunities

    Priorities always decided in Sprint Planning Meetings

    Timing Rules: To define and synchronize delivery pace

    3-Week Sprints

    Exit Rules: To minimize sunk costs

    Sprint Reset allowable in extreme circumstances

  • Open Information

    Objective: Create an open flow and exchange of information among project

    team members, and among other associated external groups

    Key Implications: Reorganize team facilities and seating to institute agile information

    sharing practices

    Analyze the time taken to exchange information with external groups

    to identify and reduce the information cycle time

    Structure conversations on the project team so as to generate

    transforming exchanges of information among project team

    members

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  • Encourage Information Radiators

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  • Light Touch

    Objective: Manage agile teams with a style that allows team autonomy and

    flexibility, and a customer value focus without sacrificing control

    Key Implications: Establish decentralized control that defers decision making for

    frequently occurring, less critical events to the team

    Manage the flow of customer value from one creative stage to another

    Recognize team members as whole-persons and treat them accordingly

    Focus on strengths, rather than weaknesses to leverage peoples uniqueness.

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  • Build on Personal Strengths

    Applying it to Others: Each person is unique and has unique strengths and weaknesses

    whole persons

    Great managers recognize that trying to standardize human behavior is futile, and dont waste their time trying to change people dramatically

    Rather than focus on weaknesses, they build on the personal strengths of their team members and help them become more of who they already are

    Applying it to Yourself: Find out what you dont like doing and stop doing it

    "The point is to feel authentic, self-assured or creative

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  • Adaptive Leadership

    Objectives: Track and monitor the project for timely and relevant feedback

    Institute systemic procedures for learning and adaptation

    Help the Agile Manager maintain a leadership presence that animates the team

    Key Implications: Track and monitor APM practices to ensure their proper application and

    desired outcomes

    Learn and adapt continuously according to the feedback obtained

    Embody leadership that inspires and energizes the team

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  • Be aware to the challenges

    It does not satisfy top managements 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.

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  • Tools

    Ace project

    JIRA Agile

    Agilealliance

    Reading

    Somerville Software engineering 9th edition chapter 3

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