Agile Project Management

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Transcript of Agile Project Management

  • Agile Project Management

    Universities, like businesses, have traditionally operated under strict hierarchical structures. Innovation, planning and decision-making is most often driven from the top, by; initiatives focused on meeting projections in growth of both customers and services, perceptions in--and reactions to--market trends, and even affinity programs that forward the executive vision.

    New approaches, collectively known as Agile Methods, focusing on transparency, collaboration and honesty, deliver continuous innovation, service/systems adaptability, reduced delivery schedules and more reliable results.

    Ken Udas, PhDPatrick MassonExecutive DirectorChief Information OfficerPenn State World CampusState University of New YorkCollege of Technology at Delhi

  • What Version of Google are You Running?

    Universities, like businesses, have traditionally operated under strict hierarchical structures. Innovation, planning and decision-making is most often driven from the top, by; initiatives focused on meeting projections in growth of both customers and services, perceptions in--and reactions to--market trends, and even affinity programs that forward the executive vision.

    New approaches, collectively known as Agile Methods, focusing on transparency, collaboration and honesty, deliver continuous innovation, service/systems adaptability, reduced delivery schedules and more reliable results.

    Ken Udas, PhDPatrick MassonExecutive DirectorChief Information OfficerPenn State World CampusState University of New YorkCollege of Technology at Delhi

  • In 1994 the Standish Group shocked the IT community with the publication of the CHAOS report;

    'a staggering 31.1% of projects will be cancelled before they ever get completed'

    and

    'only 16.2% of software projects.. ...are completed on-time and on-budget.'

  • For those initiatives that do make it into production, 52.7% will cost 189% of their original estimates. Other studies report similar dysfunction for ERP projects.

  • Reasons often cited for failure focus on poor design/planning during initial project phases, and an inability to control development.

    - Standish Group

  • In the 1994 report the success rate was 16.2 percent, while the 2006 Standish Group report revealed that 35 percent of software projects started in 2006 can be categorized as successful, meaning they were completed on time, on budget and met user requirements.

    - Standish Group

  • Three reasons cited for the improvement,better project management through, iterative development and the emerging Web infrastructure.- Standish Group

  • Agile Project Management allows existing business processes to be modified and new business processes to be developed at the same pace as the user can articulate them.

    Jim HighsmithAgile Project Management

  • Agile for the Enterprise

    Can the success achieved within software development through Agile management practices be realized to solve or address larger organizational problems?

  • Agile Project Management (APM) is a stark departure from traditional front-loaded project management processes, where success often hinges on the ability to identify all of the systems' needs before development begins.

    The fundamental difference between front-loaded and lightweight approaches used in APM boils down to planning vs. practice.

  • Front-loaded project management starts out with a heavy investment in planning.

    Needs analysis, requirements gathering, gap analysis, resourcing, etc. all take place before development begins and are expected to remain consistent: an engineering process.

  • Changes are discouraged and may result in financial penalties.

    Success in front-loaded projects is often defined by how well a project adheres to the plan, not on the quality of the work or the value of the finished project.

  • In contrast

    Lightweight approaches, such as APM, do not attempt to plan for the entire project, but rather provide practices for undertaking tasks as they are identified.

  • Agile PracticesAt the University of California at Irvine, when they first built its campus, they just planted grass. Then they waited a year and looked at where people had made paths in the grass and built the side walks there.

    - Gluing the Web Together: An Interview with Larry WallBy Alicia Dougherty, April 17, 1998 (ZD Internet User)

  • Agile Manifesto

    Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan

    That is, while there is value in the items onthe right, we value the items on the left more.

  • Agile ManifestoFor the EnterpriseIndividuals and interactions over processes and toolsWorking [services] over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan

    That is, while there is value in the items onthe right, we value the items on the left more.

  • Agile PrinciplesOur highest priority is to satisfy the customer through early and continuous delivery of valuable [services].Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.Deliver working [services] frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.Business people and developers must work together daily throughout the project.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

    Working [services] is the primary measure of progress.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.Continuous attention to excellence and good design enhances agility.Simplicity--the art of maximizing the amount of work not done--is essential.The best architectures, requirements, and designs emerge from self-organizing teams.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

  • Agile PrinciplesIncremental Development

    Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.Deliver working [services] frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.Business people and developers must work together daily throughout the project.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

    Working [services] is the primary measure of progress.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.Continuous attention to excellence and good design enhances agility.Simplicity--the art of maximizing the amount of work not done--is essential.The best architectures, requirements, and designs emerge from self-organizing teams.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

  • Agile PrinciplesIncremental Development

    Emergent Design

    Deliver working [services] frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.Business people and developers must work together daily throughout the project.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

    Working [services] is the primary measure of progress.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.Continuous attention to excellence and good design enhances agility.Simplicity--the art of maximizing the amount of work not done--is essential.The best architectures, requirements, and designs emerge from self-organizing teams.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

  • Agile PrinciplesIncremental Development

    Emergent Design

    Iteration

    Business people and developers must work together daily throughout the project.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

    Working [services] is the primary measure of progress.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.Continuous attention to excellence and good design enhances agility.Simplicity--the art of maximizing the amount of work not done--is essential.The best architectures, requirements, and designs emerge from self-organizing teams.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

  • Agile PrinciplesIncremental Development

    Emergent Design

    Iteration

    Frequent Testing

    Build projects around motivated individ