Agile Project Management
-
Upload
mati-chala -
Category
Documents
-
view
231 -
download
4
description
Transcript of Agile Project Management
1
Agile 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.
2
Agile PM Principles
3
Empirical project challenges
The client Doesn’t know what they want
The client think they know what they want but are wrong
We don’t understand what the client want
We think we understand but we are wrong
We don’t 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
4
“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
5
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.
8
Deliver Phase
The Deliver Phase includes four main stages:
– releasing (assembling),
– testing in the large,
– Reworking (repairing)
– assessing
9
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.
10
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
11
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
12
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
13
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
14
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
15
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
17
Encourage Information Radiators
18
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 people’s uniqueness.
19
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 don’t 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 don’t like doing and stop doing it
– "The point is to feel authentic, self-assured or creative”
20
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
21
Be aware to the challenges
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.
22
Tools
Ace project
JIRA Agile
Agilealliance
Reading
– Somerville Software engineering 9th edition chapter 3
23