SlideShare a Scribd company logo
1 of 5
Download to read offline
 
-­‐	
  Towards	
  Facilitative	
  Project	
  Management	
  -­‐	
  
Source:	
  Managing	
  agile	
  projects	
  (Bert	
  Hedeman)	
  
Towards	
  Facilitative	
  Project	
  Management	
  
The	
  changing	
  role	
  of	
  project	
  managers	
  in	
  agile	
  projects	
  
	
  
N.B.	
  This	
  article	
  was	
  originally	
  featured	
  in	
  ‘Projectie	
  08/2014’	
  
Research	
  shows	
  that	
  (project)	
  managers	
  and	
  executives	
  experience	
  a	
  lot	
  less	
  control	
  in	
  projects	
  with	
  an	
  agile	
  
approach.	
  After	
  all,	
  the	
  scope	
  of	
  the	
  project	
  is	
  not	
  fixed	
  and	
  the	
  teams	
  are	
  self-­‐directing.	
  	
  
Nevertheless,	
  it	
  doesn’t	
  have	
  to	
  be	
  that	
  agile	
  leads	
  to	
  less	
  control.	
  When	
  agile	
  is	
  implemented	
  correctly,	
  an	
  
organization	
  retains	
  control	
  over	
  money,	
  time,	
  scope	
  and	
  quality.	
  However,	
  the	
  role	
  of	
  the	
  project	
  manager	
  will	
  
have	
  to	
  change.	
  Instead	
  of	
  directing,	
  the	
  emphasis	
  will	
  be	
  on	
  facilitating	
  and	
  communicating.	
  Regular	
  
measurement	
  of	
  and	
  reporting	
  about	
  the	
  quality	
  of	
  the	
  product	
  and	
  process	
  remains	
  important.	
  This	
  enables	
  
organizations	
  to	
  ‘release	
  their	
  projects	
  in	
  a	
  controlled	
  way’	
  and	
  be	
  confident	
  about	
  the	
  execution	
  of	
  the	
  projects	
  
by	
  the	
  self-­‐directing	
  teams.	
  	
  
Cultural	
  change	
  
The	
  ‘8th	
  Annual	
  State	
  of	
  Agile	
  Survey’	
  shows	
  that	
  loss	
  of	
  management	
  control	
  and	
  the	
  lack	
  of	
  up-­‐front	
  planning	
  
are	
  the	
  main	
  concerns	
  for	
  organizations	
  that	
  work	
  based	
  on	
  an	
  agile	
  philosophy.	
  The	
  survey	
  shows	
  that	
  30%	
  of	
  
the	
  3,500	
  respondents	
  find	
  these	
  two	
  concerns	
  as	
  most	
  important.	
  Organizations	
  and	
  (project)	
  managers	
  are	
  
primarily	
  used	
  to	
  being	
  directive	
  and	
  determining	
  everything	
  in	
  detail	
  before	
  the	
  execution	
  stage(s).	
  This	
  is	
  
often	
  the	
  case	
  with	
  a	
  traditional	
  waterfall	
  approach.	
  This	
  approach	
  gives	
  organizations	
  often	
  more	
  sense	
  of	
  grip	
  
and	
  control,	
  but	
  doesn’t	
  always	
  result	
  in	
  the	
  desired	
  final	
  product.	
  During	
  the	
  project	
  a	
  lot	
  of	
  things	
  can	
  change	
  
because	
  of	
  external	
  factors	
  which	
  will	
  require	
  adjustments	
  in	
  the	
  final	
  product.	
  	
  
Apparently,	
  organizations	
  struggle	
  to	
  give	
  self-­‐directing	
  teams	
  enough	
  space	
  and	
  find	
  it	
  difficult	
  not	
  to	
  
determine	
  the	
  final	
  product	
  in	
  advance.	
  In	
  many	
  organizations,	
  projects	
  with	
  an	
  agile	
  approach	
  require	
  a	
  
cultural	
  change.	
  Besides,	
  PRINCE2	
  also	
  does	
  not	
  state	
  that	
  every	
  detail	
  must	
  be	
  covered	
  in	
  the	
  project	
  plan.	
  
These	
  are	
  also	
  developed	
  further	
  in	
  the	
  stage	
  plan.	
  
Agile	
  governance	
  
It	
  is	
  therefore	
  a	
  misconception	
  that	
  agile	
  leads	
  to	
  less	
  control.	
  
When	
  agile	
  governance	
  is	
  implemented	
  correctly,	
  an	
  
organization	
  retains	
  control	
  over	
  money,	
  time,	
  scope	
  and	
  
quality.	
  Governance	
  stands	
  among	
  others	
  for	
  management	
  
and	
  supervision.	
  Determining	
  expectations,	
  delegating	
  tasks	
  
and	
  verifying	
  performance	
  are	
  the	
  key	
  components	
  of	
  
governance.	
  In	
  other	
  words,	
  this	
  is	
  the	
  role	
  of	
  a	
  project	
  
manager	
  in	
  an	
  agile	
  project.	
  The	
  principles	
  of	
  Atern,	
  one	
  of	
  
the	
  most	
  complete	
  agile	
  methodologies,	
  state	
  that	
  it	
  is	
  
important	
  to	
  focus	
  on	
  the	
  business	
  needs,	
  continually	
  
communicate	
  clearly	
  and	
  ensure	
  visible	
  control.	
  	
  
In	
  agile	
  projects,	
  a	
  prioritized	
  requirements	
  list	
  will	
  be	
  
prepared	
  during	
  the	
  Feasibility	
  and	
  Foundation	
  stage	
  and	
  all	
  
stakeholder	
  expectations	
  will	
  be	
  determined.	
  Subsequently,	
  
the	
  Business	
  Visionary	
  or	
  Senior	
  User	
  has	
  to	
  approve	
  them.	
  The	
  requirements	
  list	
  will	
  be	
  developed	
  further	
  
during	
  the	
  Exploration	
  and	
  Engineering	
  stages.	
  The	
  Business	
  Ambassador	
  or	
  Product	
  Owner,	
  in	
  agile	
  projects	
  
part	
  of	
  the	
  Solution	
  Development	
  Team,	
  is	
  made	
  responsible	
  for	
  the	
  translation	
  of	
  the	
  business	
  needs	
  to	
  the	
  
 
-­‐	
  Towards	
  Facilitative	
  Project	
  Management	
  -­‐	
  
needs	
  of	
  the	
  customer.	
  Even	
  though	
  not	
  everything	
  is	
  captured	
  in	
  detail	
  in	
  advance,	
  there	
  is	
  up-­‐front	
  alignment	
  
about	
  the	
  final	
  product.	
  	
  
Parameters	
  for	
  agile	
  projects	
  
To	
  be	
  able	
  to	
  provide	
  self-­‐directing	
  teams	
  enough	
  room	
  to	
  maneuver	
  and	
  still	
  ensure	
  adequate	
  management	
  
control	
  for	
  the	
  organization,	
  the	
  project	
  manager	
  has	
  to	
  provide	
  the	
  Project	
  Board	
  with	
  sufficient	
  progress	
  
information.	
  By	
  reporting	
  regularly,	
  the	
  project	
  manager	
  ensures	
  that	
  self-­‐directing	
  teams	
  can	
  do	
  their	
  job.	
  In	
  
addition	
  to	
  reporting	
  on	
  standard	
  parameters	
  such	
  as	
  hours,	
  costs	
  and	
  results,	
  the	
  Scope	
  Churn	
  (the	
  number	
  of	
  
changes	
  in	
  the	
  back	
  log),	
  Effort	
  at	
  Risk	
  (item	
  has	
  been	
  built	
  or	
  supplied,	
  but	
  is	
  not	
  in	
  production	
  yet)	
  and	
  the	
  
Earned	
  Value	
  (the	
  value	
  of	
  the	
  delivered	
  work)	
  are	
  parameters	
  the	
  project	
  manager	
  could	
  report	
  on.	
  (also	
  see	
  
break-­‐out	
  section	
  on	
  ‘Agile	
  governance	
  for	
  more	
  grip	
  on	
  agile’	
  on	
  how	
  to	
  measure	
  agile	
  software	
  projects).	
  
Other	
  techniques,	
  such	
  as	
  a	
  Kanban	
  board,	
  burn-­‐down	
  chart,	
  release	
  chart,	
  sprint	
  quality	
  and	
  code	
  quality	
  are	
  
indicators	
  for	
  the	
  Solutions	
  Development	
  Team.	
  Some	
  project	
  management	
  tools	
  offer	
  this	
  kind	
  of	
  information	
  
by	
  default.	
  The	
  information	
  will	
  help	
  the	
  team	
  to	
  get	
  insight	
  in	
  the	
  progress	
  during	
  the	
  sprint	
  and	
  in	
  the	
  quality	
  
of	
  the	
  delivered	
  work.	
  It	
  also	
  helps	
  the	
  team	
  to	
  learn	
  and	
  improve	
  themselves	
  in	
  the	
  next	
  sprint.	
  These	
  
parameters	
  are	
  less	
  interesting	
  for	
  the	
  Project	
  Board.	
  	
  
From	
  being	
  directive	
  to	
  being	
  facilitative	
  
All	
  agile	
  methodologies	
  emphasize	
  that	
  project	
  managers	
  do	
  not	
  necessarily	
  need	
  to	
  have	
  sufficient	
  knowledge	
  
of	
  the	
  actual	
  project	
  contents	
  (this	
  is	
  also	
  the	
  case	
  when	
  using	
  with	
  PRINCE2).	
  Too	
  much	
  knowledge	
  about	
  the	
  
project	
  content	
  can	
  even	
  be	
  a	
  risk,	
  because	
  the	
  project	
  manager	
  will	
  then	
  take	
  the	
  place	
  of	
  the	
  Team	
  Manager	
  
or	
  Team	
  Member.	
  The	
  emphasis	
  for	
  the	
  project	
  manager	
  in	
  agile	
  projects	
  is	
  more	
  on	
  facilitating	
  and	
  
communicating.	
  The	
  project	
  manager	
  is	
  responsible	
  for	
  the	
  progress	
  of	
  the	
  project	
  as	
  a	
  whole	
  and	
  has	
  to	
  shield	
  
the	
  team	
  from	
  the	
  rest	
  of	
  the	
  organization,	
  in	
  order	
  to	
  minimize	
  disruptions.	
  In	
  general,	
  self-­‐directing	
  teams	
  are	
  
capable	
  enough	
  to	
  translate	
  the	
  business	
  needs	
  to	
  a	
  technical	
  solution	
  and	
  associated	
  planning	
  all	
  by	
  
themselves.	
  The	
  project	
  manager	
  should	
  pay	
  special	
  attention	
  to	
  ensuring	
  that	
  the	
  right	
  conditions	
  are	
  in	
  place	
  
–	
  conditions	
  which	
  enables	
  the	
  team	
  to	
  work	
  as	
  effectively	
  as	
  possible.	
  	
  
Moreover,	
  a	
  team	
  does	
  not	
  simply	
  become	
  self-­‐
directing.	
  This	
  requires	
  experience	
  and	
  time.	
  This	
  can	
  
be	
  achieved	
  by	
  gradually	
  being	
  less	
  strict	
  and	
  directive	
  
towards	
  a	
  team.	
  The	
  team	
  has	
  to	
  have	
  the	
  chance	
  and	
  
room	
  to	
  learn	
  instead	
  of	
  being	
  criticized	
  or	
  regulated.	
  
“Letting	
  go	
  is	
  to	
  fear	
  less	
  and	
  love	
  more”	
  according	
  to	
  a	
  
famous	
  quote	
  by	
  Nelson	
  Mandela.	
  The	
  ‘controlled	
  
letting	
  go’	
  is	
  vital	
  to	
  let	
  agile	
  projects	
  succeed.	
  When	
  a	
  
team	
  is	
  ‘released’	
  too	
  fast	
  or	
  too	
  slow,	
  the	
  trust	
  
between	
  the	
  Project	
  Team,	
  the	
  Project	
  Manager	
  and	
  
the	
  Project	
  Board	
  will	
  be	
  put	
  under	
  pressure.	
  This	
  
endangers	
  the	
  success	
  of	
  agile	
  projects.	
  
Conclusion	
  
Using	
  agile	
  governance	
  and	
  the	
  controlled	
  release	
  of	
  the	
  teams,	
  organizations	
  are	
  able	
  to	
  make	
  agile	
  projects	
  a	
  
success	
  without	
  losing	
  control	
  over	
  the	
  projects.	
  Just	
  like	
  with	
  every	
  other	
  project	
  methodology,	
  it	
  is	
  important	
  
to	
  continually	
  measure	
  the	
  progress	
  of	
  the	
  project	
  and	
  to	
  intervene	
  as	
  soon	
  as	
  one	
  of	
  the	
  parameters	
  is	
  likely	
  
to	
  be	
  exceeded.	
  Clear	
  and	
  automated	
  reports	
  for	
  the	
  team	
  and	
  for	
  the	
  executives	
  are	
  crucial.	
  This	
  allows	
  the	
  
Project	
  Manager	
  –	
  and	
  the	
  rest	
  of	
  the	
  organization	
  –	
  to	
  hand	
  over	
  the	
  project	
  to	
  the	
  self-­‐directing	
  team	
  with	
  
confidence.	
  	
   	
  
 
-­‐	
  Towards	
  Facilitative	
  Project	
  Management	
  -­‐	
  
	
  
Agile	
  governance	
  for	
  more	
  grip	
  on	
  agile	
  
Research	
  into	
  the	
  quality	
  of	
  software	
  systems	
  shows	
  that	
  ‘applying	
  agile’	
  often	
  stops	
  at	
  the	
  borders	
  of	
  the	
  
Solution	
  Development	
  Team.	
  This	
  triggered	
  Professor	
  Joost	
  Visser	
  of	
  the	
  Software	
  Improvement	
  Group	
  to	
  
investigate	
  ways	
  how	
  to	
  increase	
  control	
  over	
  agile	
  software	
  development	
  projects.	
  This	
  research	
  was	
  
conducted	
  together	
  with	
  the	
  Radboud	
  University	
  Nijmegen	
  and	
  VU	
  University	
  Amsterdam,	
  and	
  resulted	
  in	
  a	
  
new	
  Agile	
  Governance	
  Quality	
  Model.	
  	
  
Measurement	
  and	
  metrics	
  for	
  software	
  and	
  projects	
  
Measuring	
  software	
  serves	
  two	
  purposes:	
  	
  
1. Internal:	
  to	
  give	
  members	
  of	
  the	
  Project	
  Team	
  insight	
  into	
  the	
  progress	
  of	
  their	
  work;	
  this	
  allows	
  for	
  
adjusting	
  things	
  within	
  the	
  team	
  and	
  for	
  the	
  individual.	
  	
  
2. External:	
  to	
  give	
  the	
  Project	
  Team	
  the	
  possibilities	
  to	
  show	
  the	
  Project	
  Sponsors	
  the	
  progress	
  and	
  
when	
  it	
  will	
  be	
  finished;	
  this	
  allows	
  for	
  adjusting	
  the	
  project.	
  	
  
These	
  are	
  two	
  scenarios	
  that	
  require	
  a	
  different	
  approach	
  and	
  different	
  metrics.	
  It	
  is	
  not	
  desirable	
  to	
  use	
  
internal	
  metrics	
  (for	
  the	
  Project	
  Team)	
  without	
  the	
  team’s	
  approval,	
  outside	
  the	
  team.	
  This	
  may	
  result	
  in	
  a	
  
team	
  losing	
  trust	
  and	
  the	
  measurements	
  to	
  become	
  less	
  valuable.	
  	
  
It	
  is	
  also	
  important	
  that	
  performing	
  the	
  measurements	
  requires	
  very	
  little	
  effort	
  from	
  the	
  individual	
  Project	
  
Members,	
  so	
  they	
  can	
  stay	
  focused	
  on	
  their	
  work	
  as	
  much	
  as	
  possible.	
  	
  
The	
  Agile	
  Governance	
  Quality	
  Model	
  	
  
The	
  Agile	
  Governance	
  Quality	
  Model	
  utilizes	
  pattern	
  every	
  agile	
  or	
  scrum	
  project	
  offers	
  in	
  the	
  form	
  of	
  iterations	
  
or	
  sprints.	
  Typically	
  at	
  the	
  end	
  of	
  every	
  sprint,	
  working	
  software	
  is	
  delivered	
  and	
  accepted.	
  At	
  the	
  beginning	
  of	
  
a	
  sprint	
  the	
  back	
  log	
  is	
  updated	
  and	
  eventually	
  the	
  built	
  software	
  will	
  be	
  taken	
  in	
  to	
  production.	
  	
  
Using	
  the	
  available	
  information	
  in	
  the	
  sprints,	
  the	
  following	
  characteristics	
  for	
  an	
  agile	
  development	
  process	
  
have	
  been	
  defined.	
  	
  	
  
	
  
	
  
 
-­‐	
  Towards	
  Facilitative	
  Project	
  Management	
  -­‐	
  
• Scope	
  churn	
  is	
  a	
  measurement	
  of	
  the	
  scope	
  of	
  the	
  project,	
  as	
  it	
  is	
  recorded	
  in	
  the	
  back	
  log.	
  The	
  back	
  
log	
  can	
  change	
  because	
  extra	
  work	
  is	
  coming	
  in,	
  and	
  tasks	
  are	
  deleted,	
  modified	
  or	
  rejected	
  by	
  the	
  
stakeholders.	
  
• Value	
  is	
  a	
  measurement	
  for	
  the	
  amount	
  of	
  value	
  that	
  has	
  been	
  created	
  for	
  the	
  business,	
  relative	
  to	
  the	
  
agreed	
  initial	
  value.	
  By	
  measuring	
  the	
  value	
  it	
  is	
  possible	
  to	
  regularly	
  test	
  whether	
  the	
  business	
  case	
  is	
  
still	
  valid.	
  	
  
• Effort	
  at	
  risk	
  is	
  the	
  amount	
  of	
  work	
  and	
  costs,	
  that	
  have	
  already	
  been	
  made,	
  but	
  not	
  yet	
  resulted	
  in	
  a	
  
working	
  software	
  product.	
  This	
  also	
  includes	
  the	
  effort	
  to	
  define	
  the	
  requirements.	
  Earlier	
  in	
  the	
  
project	
  it	
  is	
  more	
  likely	
  that	
  a	
  requirement	
  will	
  not	
  be	
  implemented.	
  Later	
  in	
  a	
  project,	
  the	
  amount	
  of	
  
effort	
  invested	
  in	
  building	
  a	
  requirement	
  will	
  be	
  much	
  higher.	
  
• The	
  sprint	
  quality	
  indicates	
  how	
  well	
  the	
  team	
  executes	
  a	
  planned	
  sprint.	
  When	
  there	
  is	
  a	
  lot	
  of	
  failure	
  
or	
  a	
  low	
  effectivity,	
  the	
  team	
  is	
  able	
  to	
  make	
  improvements.	
  	
  
• For	
  measuring	
  the	
  code	
  quality	
  models	
  have	
  been	
  designed	
  based	
  on	
  ISO	
  25010	
  for	
  software	
  quality.	
  
With	
  this,	
  the	
  performance,	
  reliability,	
  security	
  and	
  maintainability	
  of	
  the	
  software	
  can	
  be	
  measured.	
  
With	
  the	
  results,	
  which	
  are	
  expressed	
  on	
  a	
  scale	
  from	
  1	
  to	
  5	
  stars,	
  the	
  software	
  can	
  be	
  improved	
  these	
  
specific	
  areas.	
  	
  
For	
  example,	
  for	
  determining	
  the	
  maintainability	
  of	
  the	
  software,	
  system	
  properties	
  are	
  measured	
  such	
  as	
  the	
  
volume	
  (number	
  of	
  lines	
  of	
  code),	
  level	
  of	
  de-­‐duplication,	
  the	
  unit	
  size	
  and	
  the	
  unit	
  complexity.	
  The	
  
measurements	
  are	
  compared	
  with	
  benchmark	
  figures,	
  where	
  the	
  score	
  is	
  calculated	
  relative	
  to	
  other	
  systems	
  
in	
  the	
  benchmark.	
  	
  
From	
  the	
  start	
  of	
  the	
  project,	
  it	
  is	
  important	
  to	
  maintain	
  a	
  consistent	
  and	
  traceable	
  administration	
  in	
  the	
  back	
  
log.	
  This	
  means	
  that	
  from	
  the	
  beginning	
  of	
  a	
  project	
  it	
  should	
  be	
  clear	
  what	
  units	
  of	
  work	
  are,	
  thus	
  which	
  
functional	
  	
  ‘parts’	
  the	
  Project	
  Sponsor	
  will	
  recognize.	
  These	
  can	
  be	
  epics,	
  stories	
  or	
  requirements;	
  in	
  practice	
  
the	
  terminology	
  often	
  differs.	
  All	
  stories	
  should	
  be	
  unique,	
  even	
  when	
  changes	
  are	
  made	
  such	
  as	
  extensions,	
  
separations	
  or	
  further	
  developments	
  at	
  a	
  later	
  stage.	
  Removed	
  and	
  rejected	
  stories	
  should	
  also	
  remain	
  in	
  the	
  
back	
  log,	
  so	
  there	
  is	
  a	
  clear	
  picture	
  of	
  the	
  realized	
  scope	
  relative	
  to	
  the	
  initial	
  scope	
  of	
  the	
  project	
  in	
  every	
  
stadium.	
  An	
  advantage	
  of	
  working	
  agile	
  is	
  the	
  flexible	
  scope.	
  However,	
  in	
  practice	
  the	
  initial	
  expectations	
  of	
  the	
  
stakeholders	
  often	
  remain.	
  Especially	
  if	
  there	
  is	
  a	
  distance	
  between	
  them	
  and	
  the	
  Solution	
  Development	
  Team.	
  	
  
The	
  concepts	
  of	
  scope	
  churn,	
  value	
  and	
  effort	
  at	
  risk	
  are	
  translated	
  in	
  the	
  quality	
  model	
  in	
  11	
  metrics,	
  such	
  as	
  
the	
  size	
  of	
  the	
  back	
  log,	
  the	
  extent	
  to	
  which	
  stories	
  are	
  added,	
  modified	
  or	
  expired,	
  and	
  the	
  extent	
  to	
  which	
  
stories	
  are	
  transformed	
  in	
  working	
  software	
  and	
  the	
  effect	
  on	
  the	
  expected	
  lead	
  time	
  and	
  final	
  scope.	
  Changes	
  
of	
  stories	
  can	
  be	
  the	
  content	
  (the	
  functionality	
  changes),	
  but	
  it	
  can	
  also	
  be	
  a	
  change	
  of	
  the	
  priority	
  (a	
  feature	
  
has	
  become	
  more	
  important)	
  or	
  estimation	
  (the	
  story	
  takes	
  more	
  time	
  to	
  be	
  developed	
  then	
  originally	
  
expected).	
  
	
   	
  
 
-­‐	
  Towards	
  Facilitative	
  Project	
  Management	
  -­‐	
  
Example:	
  project	
  in	
  7	
  sprints;	
  optimistically	
  planned,	
  realism	
  sets	
  in	
  
During	
  the	
  course	
  of	
  this	
  example	
  project	
  more	
  and	
  more	
  requirements	
  will	
  expire,	
  for	
  example	
  to	
  meet	
  a	
  
deadline.	
  This	
  will	
  decrease	
  the	
  expected	
  value	
  upon	
  completion.	
  The	
  ‘effort	
  at	
  risk’	
  will	
  also	
  continue	
  to	
  grow	
  
because	
  there	
  is	
  virtually	
  no	
  functionality	
  brought	
  to	
  production	
  useful	
  for	
  the	
  production.	
  
A	
  possible	
  course	
  of	
  an	
  agile	
  project	
  in	
  7	
  sprints	
  will	
  look	
  like	
  this:	
  
	
  
Benefits	
  for	
  the	
  Project	
  Manager	
  
The	
  results	
  of	
  the	
  above	
  model	
  give	
  the	
  Project	
  Manager	
  insight	
  into	
  the	
  trends	
  and	
  behaviour	
  of	
  his	
  agile	
  
project.	
  It	
  provides	
  objective	
  perspectives	
  on	
  the	
  shared	
  reality.	
  With	
  these	
  insights	
  it	
  is	
  possible	
  to	
  make	
  
better	
  estimations	
  about	
  scope	
  and	
  end	
  date.	
  It	
  enables	
  the	
  Executive	
  and	
  Project	
  Manager	
  to	
  agree	
  about	
  
what	
  can	
  be	
  done	
  to	
  increase	
  the	
  chance	
  of	
  success.	
  For	
  instance,	
  they	
  could	
  decide	
  to:	
  
1. Add	
  more	
  people	
  to	
  the	
  project	
  
2. Decrease	
  the	
  scope	
  of	
  the	
  project	
  
3. Monitor	
  the	
  scope	
  in	
  the	
  backlog	
  better	
  
4. Define	
  more	
  realistic	
  milestones	
  
By	
  measuring	
  and	
  monitoring	
  agile	
  projects	
  and	
  their	
  software	
  characteristics,	
  more	
  control	
  over	
  the	
  projects	
  
will	
  be	
  realized.	
  This	
  helps	
  avoid	
  undesirable	
  situations	
  in	
  an	
  early	
  stage.	
  During	
  the	
  alignment,	
  the	
  Project	
  
Manager	
  will	
  continue	
  to	
  fulfill	
  a	
  crucial	
  role	
  between	
  the	
  Solutions	
  Development	
  Team	
  and	
  the	
  Stakeholders.	
  	
  	
  
	
  
The	
  authors	
  
Erik	
  Aalbersberg	
  	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  Niels	
  van	
  der	
  Zwan	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Fortes	
  Solutions	
   	
   	
   Software	
  Improvement	
  Group	
  

More Related Content

What's hot

Step by Step Guide to Project Management
Step by Step Guide to Project ManagementStep by Step Guide to Project Management
Step by Step Guide to Project ManagementBrendon Yip
 
The six step guide to practical project management
The six step guide to practical project managementThe six step guide to practical project management
The six step guide to practical project managementMindGenius
 
Project Management case analysis
Project Management case analysisProject Management case analysis
Project Management case analysisWakas Khalid
 
Lessons from 40 PPM Experts on Making the Transition from Project Management ...
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Lessons from 40 PPM Experts on Making the Transition from Project Management ...
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Ricardo Viana Vargas
 
Chapter 1 An Overview Of Project Management
Chapter 1  An Overview Of Project ManagementChapter 1  An Overview Of Project Management
Chapter 1 An Overview Of Project ManagementMahesh Bendigeri
 
Effective project management skills
Effective project management skillsEffective project management skills
Effective project management skillsCharles Cotter, PhD
 
Nine best practices of project management
Nine best practices of project managementNine best practices of project management
Nine best practices of project managementGlen Alleman
 
Project Controls Expo, 18th Nov 2014 - "Effective Project Portfolio Managemen...
Project Controls Expo, 18th Nov 2014 - "Effective Project Portfolio Managemen...Project Controls Expo, 18th Nov 2014 - "Effective Project Portfolio Managemen...
Project Controls Expo, 18th Nov 2014 - "Effective Project Portfolio Managemen...Project Controls Expo
 
Project Management Best Practices - Tips and Techniques
Project Management Best Practices  - Tips and TechniquesProject Management Best Practices  - Tips and Techniques
Project Management Best Practices - Tips and TechniquesInvensis Learning
 
Project Management Methodology Guidelines
Project Management Methodology GuidelinesProject Management Methodology Guidelines
Project Management Methodology GuidelinesSyed Umair Javed
 
Project Management Foundations Series Course 103 - Project Stakeholder Manage...
Project Management Foundations Series Course 103 - Project Stakeholder Manage...Project Management Foundations Series Course 103 - Project Stakeholder Manage...
Project Management Foundations Series Course 103 - Project Stakeholder Manage...Think For A Change
 
Introduction to Project Management by Javid Hamdard
Introduction to Project Management by Javid HamdardIntroduction to Project Management by Javid Hamdard
Introduction to Project Management by Javid HamdardJavid Hamdard
 
100 Project Management-Success Factor
100 Project Management-Success Factor100 Project Management-Success Factor
100 Project Management-Success FactorDr Fereidoun Dejahang
 
Introduction to Project Management - PMP Workgroup
Introduction to Project Management - PMP WorkgroupIntroduction to Project Management - PMP Workgroup
Introduction to Project Management - PMP WorkgroupTùng Trần Thanh
 
Project management methodologies
Project management methodologiesProject management methodologies
Project management methodologiesRosu Gabi
 

What's hot (20)

Step by Step Guide to Project Management
Step by Step Guide to Project ManagementStep by Step Guide to Project Management
Step by Step Guide to Project Management
 
The six step guide to practical project management
The six step guide to practical project managementThe six step guide to practical project management
The six step guide to practical project management
 
Project Management case analysis
Project Management case analysisProject Management case analysis
Project Management case analysis
 
Lessons from 40 PPM Experts on Making the Transition from Project Management ...
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Lessons from 40 PPM Experts on Making the Transition from Project Management ...
Lessons from 40 PPM Experts on Making the Transition from Project Management ...
 
Chapter 1 An Overview Of Project Management
Chapter 1  An Overview Of Project ManagementChapter 1  An Overview Of Project Management
Chapter 1 An Overview Of Project Management
 
Importance of Adaptive Planning in Agile
Importance of Adaptive Planning in AgileImportance of Adaptive Planning in Agile
Importance of Adaptive Planning in Agile
 
Fundamentals of Project Management
Fundamentals of Project ManagementFundamentals of Project Management
Fundamentals of Project Management
 
Effective project management skills
Effective project management skillsEffective project management skills
Effective project management skills
 
Project management
Project managementProject management
Project management
 
Project management
Project managementProject management
Project management
 
Nine best practices of project management
Nine best practices of project managementNine best practices of project management
Nine best practices of project management
 
Project Controls Expo, 18th Nov 2014 - "Effective Project Portfolio Managemen...
Project Controls Expo, 18th Nov 2014 - "Effective Project Portfolio Managemen...Project Controls Expo, 18th Nov 2014 - "Effective Project Portfolio Managemen...
Project Controls Expo, 18th Nov 2014 - "Effective Project Portfolio Managemen...
 
Project Management Best Practices - Tips and Techniques
Project Management Best Practices  - Tips and TechniquesProject Management Best Practices  - Tips and Techniques
Project Management Best Practices - Tips and Techniques
 
Project Management Methodology Guidelines
Project Management Methodology GuidelinesProject Management Methodology Guidelines
Project Management Methodology Guidelines
 
Project Management Foundations Series Course 103 - Project Stakeholder Manage...
Project Management Foundations Series Course 103 - Project Stakeholder Manage...Project Management Foundations Series Course 103 - Project Stakeholder Manage...
Project Management Foundations Series Course 103 - Project Stakeholder Manage...
 
Introduction to Project Management by Javid Hamdard
Introduction to Project Management by Javid HamdardIntroduction to Project Management by Javid Hamdard
Introduction to Project Management by Javid Hamdard
 
Project Management Concepts
Project Management ConceptsProject Management Concepts
Project Management Concepts
 
100 Project Management-Success Factor
100 Project Management-Success Factor100 Project Management-Success Factor
100 Project Management-Success Factor
 
Introduction to Project Management - PMP Workgroup
Introduction to Project Management - PMP WorkgroupIntroduction to Project Management - PMP Workgroup
Introduction to Project Management - PMP Workgroup
 
Project management methodologies
Project management methodologiesProject management methodologies
Project management methodologies
 

Similar to Agile governance towards facilitative project management - article - fortes solutions

Project management assignment help
Project management assignment helpProject management assignment help
Project management assignment helpassignmenthelpp
 
Managing Business Analysis for Agile Development
Managing Business Analysis for Agile DevelopmentManaging Business Analysis for Agile Development
Managing Business Analysis for Agile DevelopmentIJMER
 
Paradigm Shift for Project Managers in Agile Projects
Paradigm Shift for Project Managers in Agile ProjectsParadigm Shift for Project Managers in Agile Projects
Paradigm Shift for Project Managers in Agile ProjectsBharani M
 
Week_10_Term_Paper_ANS_1429096.docxRunning head Agile Project.docx
Week_10_Term_Paper_ANS_1429096.docxRunning head Agile Project.docxWeek_10_Term_Paper_ANS_1429096.docxRunning head Agile Project.docx
Week_10_Term_Paper_ANS_1429096.docxRunning head Agile Project.docxphilipnelson29183
 
Agile Project Management 1 17 2007[1]
Agile Project Management 1 17 2007[1]Agile Project Management 1 17 2007[1]
Agile Project Management 1 17 2007[1]leaptocheap
 
SOFTWARE DEVELOPMENT BUSINESS PLAN
SOFTWARE DEVELOPMENT BUSINESS PLANSOFTWARE DEVELOPMENT BUSINESS PLAN
SOFTWARE DEVELOPMENT BUSINESS PLANNimble Appgenie LLP
 
Project management 02112009
Project management 02112009Project management 02112009
Project management 02112009Manish Chaurasia
 
Understand the Project Cycle Management & Its Phases Introduction
Understand the Project Cycle Management & Its Phases IntroductionUnderstand the Project Cycle Management & Its Phases Introduction
Understand the Project Cycle Management & Its Phases IntroductionDivya Malik
 
3The Project Management ProcessGroups A Case StudyAft.docx
3The Project Management ProcessGroups A Case StudyAft.docx3The Project Management ProcessGroups A Case StudyAft.docx
3The Project Management ProcessGroups A Case StudyAft.docxgilbertkpeters11344
 
AGILE PROJECT MANAGEMENT NOTES.docx
AGILE PROJECT MANAGEMENT NOTES.docxAGILE PROJECT MANAGEMENT NOTES.docx
AGILE PROJECT MANAGEMENT NOTES.docxVardha Mago
 
Project Management Starters.pptx
Project Management Starters.pptxProject Management Starters.pptx
Project Management Starters.pptxAnkitaNayak83
 
AI in Project Management.pdf
AI in Project Management.pdfAI in Project Management.pdf
AI in Project Management.pdfJamieDornan2
 
Pm4 dev the_project_managment_processes
Pm4 dev the_project_managment_processesPm4 dev the_project_managment_processes
Pm4 dev the_project_managment_processesYemi Osinubi, CFA
 
5 project management project planning
5 project management  project planning5 project management  project planning
5 project management project planningYasirHamour
 

Similar to Agile governance towards facilitative project management - article - fortes solutions (20)

Project management assignment help
Project management assignment helpProject management assignment help
Project management assignment help
 
Managing Business Analysis for Agile Development
Managing Business Analysis for Agile DevelopmentManaging Business Analysis for Agile Development
Managing Business Analysis for Agile Development
 
ePMBook.doc
ePMBook.docePMBook.doc
ePMBook.doc
 
Paradigm Shift for Project Managers in Agile Projects
Paradigm Shift for Project Managers in Agile ProjectsParadigm Shift for Project Managers in Agile Projects
Paradigm Shift for Project Managers in Agile Projects
 
Week_10_Term_Paper_ANS_1429096.docxRunning head Agile Project.docx
Week_10_Term_Paper_ANS_1429096.docxRunning head Agile Project.docxWeek_10_Term_Paper_ANS_1429096.docxRunning head Agile Project.docx
Week_10_Term_Paper_ANS_1429096.docxRunning head Agile Project.docx
 
Agile Project Management 1 17 2007[1]
Agile Project Management 1 17 2007[1]Agile Project Management 1 17 2007[1]
Agile Project Management 1 17 2007[1]
 
Pmbok
PmbokPmbok
Pmbok
 
INTRO.pptx
INTRO.pptxINTRO.pptx
INTRO.pptx
 
SOFTWARE DEVELOPMENT BUSINESS PLAN
SOFTWARE DEVELOPMENT BUSINESS PLANSOFTWARE DEVELOPMENT BUSINESS PLAN
SOFTWARE DEVELOPMENT BUSINESS PLAN
 
Agile resources e-book
Agile resources e-bookAgile resources e-book
Agile resources e-book
 
Project management 02112009
Project management 02112009Project management 02112009
Project management 02112009
 
Understand the Project Cycle Management & Its Phases Introduction
Understand the Project Cycle Management & Its Phases IntroductionUnderstand the Project Cycle Management & Its Phases Introduction
Understand the Project Cycle Management & Its Phases Introduction
 
Project management assignment help
Project management assignment helpProject management assignment help
Project management assignment help
 
3The Project Management ProcessGroups A Case StudyAft.docx
3The Project Management ProcessGroups A Case StudyAft.docx3The Project Management ProcessGroups A Case StudyAft.docx
3The Project Management ProcessGroups A Case StudyAft.docx
 
AGILE PROJECT MANAGEMENT NOTES.docx
AGILE PROJECT MANAGEMENT NOTES.docxAGILE PROJECT MANAGEMENT NOTES.docx
AGILE PROJECT MANAGEMENT NOTES.docx
 
Project Management Starters.pptx
Project Management Starters.pptxProject Management Starters.pptx
Project Management Starters.pptx
 
AI in Project Management.pdf
AI in Project Management.pdfAI in Project Management.pdf
AI in Project Management.pdf
 
Pm4 dev the_project_managment_processes
Pm4 dev the_project_managment_processesPm4 dev the_project_managment_processes
Pm4 dev the_project_managment_processes
 
Developing a Logical Framework Guide, Developmental Public Administration, De...
Developing a Logical Framework Guide, Developmental Public Administration, De...Developing a Logical Framework Guide, Developmental Public Administration, De...
Developing a Logical Framework Guide, Developmental Public Administration, De...
 
5 project management project planning
5 project management  project planning5 project management  project planning
5 project management project planning
 

More from FortesSolutions

Wie PRINCE2 und Agil sich gegenseitig verstärken - Infografik
Wie PRINCE2 und Agil sich gegenseitig verstärken - InfografikWie PRINCE2 und Agil sich gegenseitig verstärken - Infografik
Wie PRINCE2 und Agil sich gegenseitig verstärken - InfografikFortesSolutions
 
PRINCE2 and agile pm (en)
PRINCE2 and agile pm (en)PRINCE2 and agile pm (en)
PRINCE2 and agile pm (en)FortesSolutions
 
Rijks ICT-Dashboard - op weg naar een transparantere overheid - Fortes solutions
Rijks ICT-Dashboard - op weg naar een transparantere overheid - Fortes solutionsRijks ICT-Dashboard - op weg naar een transparantere overheid - Fortes solutions
Rijks ICT-Dashboard - op weg naar een transparantere overheid - Fortes solutionsFortesSolutions
 
Agile pm is that the end of the project manager as we know it - fortes solu...
Agile pm   is that the end of the project manager as we know it - fortes solu...Agile pm   is that the end of the project manager as we know it - fortes solu...
Agile pm is that the end of the project manager as we know it - fortes solu...FortesSolutions
 
Principal Toolbox 7 (EN)
Principal Toolbox 7 (EN)Principal Toolbox 7 (EN)
Principal Toolbox 7 (EN)FortesSolutions
 
Principal Toolbox Release 6.5
Principal Toolbox Release 6.5Principal Toolbox Release 6.5
Principal Toolbox Release 6.5FortesSolutions
 
Principal Toolbox OnlineTour
Principal Toolbox OnlineTourPrincipal Toolbox OnlineTour
Principal Toolbox OnlineTourFortesSolutions
 

More from FortesSolutions (8)

Wie PRINCE2 und Agil sich gegenseitig verstärken - Infografik
Wie PRINCE2 und Agil sich gegenseitig verstärken - InfografikWie PRINCE2 und Agil sich gegenseitig verstärken - Infografik
Wie PRINCE2 und Agil sich gegenseitig verstärken - Infografik
 
PRINCE2 and agile pm (en)
PRINCE2 and agile pm (en)PRINCE2 and agile pm (en)
PRINCE2 and agile pm (en)
 
Rijks ICT-Dashboard - op weg naar een transparantere overheid - Fortes solutions
Rijks ICT-Dashboard - op weg naar een transparantere overheid - Fortes solutionsRijks ICT-Dashboard - op weg naar een transparantere overheid - Fortes solutions
Rijks ICT-Dashboard - op weg naar een transparantere overheid - Fortes solutions
 
Agile pm is that the end of the project manager as we know it - fortes solu...
Agile pm   is that the end of the project manager as we know it - fortes solu...Agile pm   is that the end of the project manager as we know it - fortes solu...
Agile pm is that the end of the project manager as we know it - fortes solu...
 
Principal Toolbox 7 (EN)
Principal Toolbox 7 (EN)Principal Toolbox 7 (EN)
Principal Toolbox 7 (EN)
 
Principal Toolbox Release 6.5
Principal Toolbox Release 6.5Principal Toolbox Release 6.5
Principal Toolbox Release 6.5
 
Preview release 6.5
Preview release 6.5Preview release 6.5
Preview release 6.5
 
Principal Toolbox OnlineTour
Principal Toolbox OnlineTourPrincipal Toolbox OnlineTour
Principal Toolbox OnlineTour
 

Recently uploaded

QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptxQSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptxDitasDelaCruz
 
The Art of Decision-Making: Navigating Complexity and Uncertainty
The Art of Decision-Making: Navigating Complexity and UncertaintyThe Art of Decision-Making: Navigating Complexity and Uncertainty
The Art of Decision-Making: Navigating Complexity and Uncertaintycapivisgroup
 
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...Falcon Invoice Discounting
 
Arti Languages Pre Seed Teaser Deck 2024.pdf
Arti Languages Pre Seed Teaser Deck 2024.pdfArti Languages Pre Seed Teaser Deck 2024.pdf
Arti Languages Pre Seed Teaser Deck 2024.pdfwill854175
 
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDEJIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDEkajalroy875762
 
2024 May - Clearbit Integration with Hubspot - Greenville HUG.pptx
2024 May - Clearbit Integration with Hubspot  - Greenville HUG.pptx2024 May - Clearbit Integration with Hubspot  - Greenville HUG.pptx
2024 May - Clearbit Integration with Hubspot - Greenville HUG.pptxBoundify
 
Falcon Invoice Discounting: Unlock Your Business Potential
Falcon Invoice Discounting: Unlock Your Business PotentialFalcon Invoice Discounting: Unlock Your Business Potential
Falcon Invoice Discounting: Unlock Your Business PotentialFalcon investment
 
Pre Engineered Building Manufacturers Hyderabad.pptx
Pre Engineered  Building Manufacturers Hyderabad.pptxPre Engineered  Building Manufacturers Hyderabad.pptx
Pre Engineered Building Manufacturers Hyderabad.pptxRoofing Contractor
 
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON ESCORTS SERVICE PROVIDE
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON  ESCORTS SERVICE PROVIDEGURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON  ESCORTS SERVICE PROVIDE
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON ESCORTS SERVICE PROVIDEkajalroy875762
 
obat aborsi bandung wa 081336238223 jual obat aborsi cytotec asli di bandung9...
obat aborsi bandung wa 081336238223 jual obat aborsi cytotec asli di bandung9...obat aborsi bandung wa 081336238223 jual obat aborsi cytotec asli di bandung9...
obat aborsi bandung wa 081336238223 jual obat aborsi cytotec asli di bandung9...yulianti213969
 
Lundin Gold - Q1 2024 Conference Call Presentation (Revised)
Lundin Gold - Q1 2024 Conference Call Presentation (Revised)Lundin Gold - Q1 2024 Conference Call Presentation (Revised)
Lundin Gold - Q1 2024 Conference Call Presentation (Revised)Adnet Communications
 
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdfThe Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdfbelieveminhh
 
Putting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptxPutting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptxCynthia Clay
 
Progress Report - Oracle's OCI Analyst Summit 2024
Progress Report - Oracle's OCI Analyst Summit 2024Progress Report - Oracle's OCI Analyst Summit 2024
Progress Report - Oracle's OCI Analyst Summit 2024Holger Mueller
 
UJJAIN CALL GIRL ❤ 8272964427❤ CALL GIRLS IN UJJAIN ESCORTS SERVICE PROVIDE
UJJAIN CALL GIRL ❤ 8272964427❤ CALL GIRLS IN UJJAIN ESCORTS SERVICE PROVIDEUJJAIN CALL GIRL ❤ 8272964427❤ CALL GIRLS IN UJJAIN ESCORTS SERVICE PROVIDE
UJJAIN CALL GIRL ❤ 8272964427❤ CALL GIRLS IN UJJAIN ESCORTS SERVICE PROVIDEkajalroy875762
 
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAIGetting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAITim Wilson
 
JAJPUR CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JAJPUR ESCORTS SERVICE PROVIDE
JAJPUR CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JAJPUR  ESCORTS SERVICE PROVIDEJAJPUR CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JAJPUR  ESCORTS SERVICE PROVIDE
JAJPUR CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JAJPUR ESCORTS SERVICE PROVIDEkajalroy875762
 
Moradia Isolada com Logradouro; Detached house with patio in Penacova
Moradia Isolada com Logradouro; Detached house with patio in PenacovaMoradia Isolada com Logradouro; Detached house with patio in Penacova
Moradia Isolada com Logradouro; Detached house with patio in Penacovaimostorept
 
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdfProgress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdfHolger Mueller
 

Recently uploaded (20)

QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptxQSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
 
The Art of Decision-Making: Navigating Complexity and Uncertainty
The Art of Decision-Making: Navigating Complexity and UncertaintyThe Art of Decision-Making: Navigating Complexity and Uncertainty
The Art of Decision-Making: Navigating Complexity and Uncertainty
 
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
Unveiling Falcon Invoice Discounting: Leading the Way as India's Premier Bill...
 
Arti Languages Pre Seed Teaser Deck 2024.pdf
Arti Languages Pre Seed Teaser Deck 2024.pdfArti Languages Pre Seed Teaser Deck 2024.pdf
Arti Languages Pre Seed Teaser Deck 2024.pdf
 
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDEJIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
 
2024 May - Clearbit Integration with Hubspot - Greenville HUG.pptx
2024 May - Clearbit Integration with Hubspot  - Greenville HUG.pptx2024 May - Clearbit Integration with Hubspot  - Greenville HUG.pptx
2024 May - Clearbit Integration with Hubspot - Greenville HUG.pptx
 
Falcon Invoice Discounting: Unlock Your Business Potential
Falcon Invoice Discounting: Unlock Your Business PotentialFalcon Invoice Discounting: Unlock Your Business Potential
Falcon Invoice Discounting: Unlock Your Business Potential
 
Pre Engineered Building Manufacturers Hyderabad.pptx
Pre Engineered  Building Manufacturers Hyderabad.pptxPre Engineered  Building Manufacturers Hyderabad.pptx
Pre Engineered Building Manufacturers Hyderabad.pptx
 
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON ESCORTS SERVICE PROVIDE
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON  ESCORTS SERVICE PROVIDEGURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON  ESCORTS SERVICE PROVIDE
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON ESCORTS SERVICE PROVIDE
 
obat aborsi bandung wa 081336238223 jual obat aborsi cytotec asli di bandung9...
obat aborsi bandung wa 081336238223 jual obat aborsi cytotec asli di bandung9...obat aborsi bandung wa 081336238223 jual obat aborsi cytotec asli di bandung9...
obat aborsi bandung wa 081336238223 jual obat aborsi cytotec asli di bandung9...
 
Lundin Gold - Q1 2024 Conference Call Presentation (Revised)
Lundin Gold - Q1 2024 Conference Call Presentation (Revised)Lundin Gold - Q1 2024 Conference Call Presentation (Revised)
Lundin Gold - Q1 2024 Conference Call Presentation (Revised)
 
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdfThe Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
 
Putting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptxPutting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptx
 
Progress Report - Oracle's OCI Analyst Summit 2024
Progress Report - Oracle's OCI Analyst Summit 2024Progress Report - Oracle's OCI Analyst Summit 2024
Progress Report - Oracle's OCI Analyst Summit 2024
 
UJJAIN CALL GIRL ❤ 8272964427❤ CALL GIRLS IN UJJAIN ESCORTS SERVICE PROVIDE
UJJAIN CALL GIRL ❤ 8272964427❤ CALL GIRLS IN UJJAIN ESCORTS SERVICE PROVIDEUJJAIN CALL GIRL ❤ 8272964427❤ CALL GIRLS IN UJJAIN ESCORTS SERVICE PROVIDE
UJJAIN CALL GIRL ❤ 8272964427❤ CALL GIRLS IN UJJAIN ESCORTS SERVICE PROVIDE
 
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAIGetting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
 
JAJPUR CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JAJPUR ESCORTS SERVICE PROVIDE
JAJPUR CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JAJPUR  ESCORTS SERVICE PROVIDEJAJPUR CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JAJPUR  ESCORTS SERVICE PROVIDE
JAJPUR CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JAJPUR ESCORTS SERVICE PROVIDE
 
Moradia Isolada com Logradouro; Detached house with patio in Penacova
Moradia Isolada com Logradouro; Detached house with patio in PenacovaMoradia Isolada com Logradouro; Detached house with patio in Penacova
Moradia Isolada com Logradouro; Detached house with patio in Penacova
 
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdfProgress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
 
HomeRoots Pitch Deck | Investor Insights | April 2024
HomeRoots Pitch Deck | Investor Insights | April 2024HomeRoots Pitch Deck | Investor Insights | April 2024
HomeRoots Pitch Deck | Investor Insights | April 2024
 

Agile governance towards facilitative project management - article - fortes solutions

  • 1.   -­‐  Towards  Facilitative  Project  Management  -­‐   Source:  Managing  agile  projects  (Bert  Hedeman)   Towards  Facilitative  Project  Management   The  changing  role  of  project  managers  in  agile  projects     N.B.  This  article  was  originally  featured  in  ‘Projectie  08/2014’   Research  shows  that  (project)  managers  and  executives  experience  a  lot  less  control  in  projects  with  an  agile   approach.  After  all,  the  scope  of  the  project  is  not  fixed  and  the  teams  are  self-­‐directing.     Nevertheless,  it  doesn’t  have  to  be  that  agile  leads  to  less  control.  When  agile  is  implemented  correctly,  an   organization  retains  control  over  money,  time,  scope  and  quality.  However,  the  role  of  the  project  manager  will   have  to  change.  Instead  of  directing,  the  emphasis  will  be  on  facilitating  and  communicating.  Regular   measurement  of  and  reporting  about  the  quality  of  the  product  and  process  remains  important.  This  enables   organizations  to  ‘release  their  projects  in  a  controlled  way’  and  be  confident  about  the  execution  of  the  projects   by  the  self-­‐directing  teams.     Cultural  change   The  ‘8th  Annual  State  of  Agile  Survey’  shows  that  loss  of  management  control  and  the  lack  of  up-­‐front  planning   are  the  main  concerns  for  organizations  that  work  based  on  an  agile  philosophy.  The  survey  shows  that  30%  of   the  3,500  respondents  find  these  two  concerns  as  most  important.  Organizations  and  (project)  managers  are   primarily  used  to  being  directive  and  determining  everything  in  detail  before  the  execution  stage(s).  This  is   often  the  case  with  a  traditional  waterfall  approach.  This  approach  gives  organizations  often  more  sense  of  grip   and  control,  but  doesn’t  always  result  in  the  desired  final  product.  During  the  project  a  lot  of  things  can  change   because  of  external  factors  which  will  require  adjustments  in  the  final  product.     Apparently,  organizations  struggle  to  give  self-­‐directing  teams  enough  space  and  find  it  difficult  not  to   determine  the  final  product  in  advance.  In  many  organizations,  projects  with  an  agile  approach  require  a   cultural  change.  Besides,  PRINCE2  also  does  not  state  that  every  detail  must  be  covered  in  the  project  plan.   These  are  also  developed  further  in  the  stage  plan.   Agile  governance   It  is  therefore  a  misconception  that  agile  leads  to  less  control.   When  agile  governance  is  implemented  correctly,  an   organization  retains  control  over  money,  time,  scope  and   quality.  Governance  stands  among  others  for  management   and  supervision.  Determining  expectations,  delegating  tasks   and  verifying  performance  are  the  key  components  of   governance.  In  other  words,  this  is  the  role  of  a  project   manager  in  an  agile  project.  The  principles  of  Atern,  one  of   the  most  complete  agile  methodologies,  state  that  it  is   important  to  focus  on  the  business  needs,  continually   communicate  clearly  and  ensure  visible  control.     In  agile  projects,  a  prioritized  requirements  list  will  be   prepared  during  the  Feasibility  and  Foundation  stage  and  all   stakeholder  expectations  will  be  determined.  Subsequently,   the  Business  Visionary  or  Senior  User  has  to  approve  them.  The  requirements  list  will  be  developed  further   during  the  Exploration  and  Engineering  stages.  The  Business  Ambassador  or  Product  Owner,  in  agile  projects   part  of  the  Solution  Development  Team,  is  made  responsible  for  the  translation  of  the  business  needs  to  the  
  • 2.   -­‐  Towards  Facilitative  Project  Management  -­‐   needs  of  the  customer.  Even  though  not  everything  is  captured  in  detail  in  advance,  there  is  up-­‐front  alignment   about  the  final  product.     Parameters  for  agile  projects   To  be  able  to  provide  self-­‐directing  teams  enough  room  to  maneuver  and  still  ensure  adequate  management   control  for  the  organization,  the  project  manager  has  to  provide  the  Project  Board  with  sufficient  progress   information.  By  reporting  regularly,  the  project  manager  ensures  that  self-­‐directing  teams  can  do  their  job.  In   addition  to  reporting  on  standard  parameters  such  as  hours,  costs  and  results,  the  Scope  Churn  (the  number  of   changes  in  the  back  log),  Effort  at  Risk  (item  has  been  built  or  supplied,  but  is  not  in  production  yet)  and  the   Earned  Value  (the  value  of  the  delivered  work)  are  parameters  the  project  manager  could  report  on.  (also  see   break-­‐out  section  on  ‘Agile  governance  for  more  grip  on  agile’  on  how  to  measure  agile  software  projects).   Other  techniques,  such  as  a  Kanban  board,  burn-­‐down  chart,  release  chart,  sprint  quality  and  code  quality  are   indicators  for  the  Solutions  Development  Team.  Some  project  management  tools  offer  this  kind  of  information   by  default.  The  information  will  help  the  team  to  get  insight  in  the  progress  during  the  sprint  and  in  the  quality   of  the  delivered  work.  It  also  helps  the  team  to  learn  and  improve  themselves  in  the  next  sprint.  These   parameters  are  less  interesting  for  the  Project  Board.     From  being  directive  to  being  facilitative   All  agile  methodologies  emphasize  that  project  managers  do  not  necessarily  need  to  have  sufficient  knowledge   of  the  actual  project  contents  (this  is  also  the  case  when  using  with  PRINCE2).  Too  much  knowledge  about  the   project  content  can  even  be  a  risk,  because  the  project  manager  will  then  take  the  place  of  the  Team  Manager   or  Team  Member.  The  emphasis  for  the  project  manager  in  agile  projects  is  more  on  facilitating  and   communicating.  The  project  manager  is  responsible  for  the  progress  of  the  project  as  a  whole  and  has  to  shield   the  team  from  the  rest  of  the  organization,  in  order  to  minimize  disruptions.  In  general,  self-­‐directing  teams  are   capable  enough  to  translate  the  business  needs  to  a  technical  solution  and  associated  planning  all  by   themselves.  The  project  manager  should  pay  special  attention  to  ensuring  that  the  right  conditions  are  in  place   –  conditions  which  enables  the  team  to  work  as  effectively  as  possible.     Moreover,  a  team  does  not  simply  become  self-­‐ directing.  This  requires  experience  and  time.  This  can   be  achieved  by  gradually  being  less  strict  and  directive   towards  a  team.  The  team  has  to  have  the  chance  and   room  to  learn  instead  of  being  criticized  or  regulated.   “Letting  go  is  to  fear  less  and  love  more”  according  to  a   famous  quote  by  Nelson  Mandela.  The  ‘controlled   letting  go’  is  vital  to  let  agile  projects  succeed.  When  a   team  is  ‘released’  too  fast  or  too  slow,  the  trust   between  the  Project  Team,  the  Project  Manager  and   the  Project  Board  will  be  put  under  pressure.  This   endangers  the  success  of  agile  projects.   Conclusion   Using  agile  governance  and  the  controlled  release  of  the  teams,  organizations  are  able  to  make  agile  projects  a   success  without  losing  control  over  the  projects.  Just  like  with  every  other  project  methodology,  it  is  important   to  continually  measure  the  progress  of  the  project  and  to  intervene  as  soon  as  one  of  the  parameters  is  likely   to  be  exceeded.  Clear  and  automated  reports  for  the  team  and  for  the  executives  are  crucial.  This  allows  the   Project  Manager  –  and  the  rest  of  the  organization  –  to  hand  over  the  project  to  the  self-­‐directing  team  with   confidence.      
  • 3.   -­‐  Towards  Facilitative  Project  Management  -­‐     Agile  governance  for  more  grip  on  agile   Research  into  the  quality  of  software  systems  shows  that  ‘applying  agile’  often  stops  at  the  borders  of  the   Solution  Development  Team.  This  triggered  Professor  Joost  Visser  of  the  Software  Improvement  Group  to   investigate  ways  how  to  increase  control  over  agile  software  development  projects.  This  research  was   conducted  together  with  the  Radboud  University  Nijmegen  and  VU  University  Amsterdam,  and  resulted  in  a   new  Agile  Governance  Quality  Model.     Measurement  and  metrics  for  software  and  projects   Measuring  software  serves  two  purposes:     1. Internal:  to  give  members  of  the  Project  Team  insight  into  the  progress  of  their  work;  this  allows  for   adjusting  things  within  the  team  and  for  the  individual.     2. External:  to  give  the  Project  Team  the  possibilities  to  show  the  Project  Sponsors  the  progress  and   when  it  will  be  finished;  this  allows  for  adjusting  the  project.     These  are  two  scenarios  that  require  a  different  approach  and  different  metrics.  It  is  not  desirable  to  use   internal  metrics  (for  the  Project  Team)  without  the  team’s  approval,  outside  the  team.  This  may  result  in  a   team  losing  trust  and  the  measurements  to  become  less  valuable.     It  is  also  important  that  performing  the  measurements  requires  very  little  effort  from  the  individual  Project   Members,  so  they  can  stay  focused  on  their  work  as  much  as  possible.     The  Agile  Governance  Quality  Model     The  Agile  Governance  Quality  Model  utilizes  pattern  every  agile  or  scrum  project  offers  in  the  form  of  iterations   or  sprints.  Typically  at  the  end  of  every  sprint,  working  software  is  delivered  and  accepted.  At  the  beginning  of   a  sprint  the  back  log  is  updated  and  eventually  the  built  software  will  be  taken  in  to  production.     Using  the  available  information  in  the  sprints,  the  following  characteristics  for  an  agile  development  process   have  been  defined.          
  • 4.   -­‐  Towards  Facilitative  Project  Management  -­‐   • Scope  churn  is  a  measurement  of  the  scope  of  the  project,  as  it  is  recorded  in  the  back  log.  The  back   log  can  change  because  extra  work  is  coming  in,  and  tasks  are  deleted,  modified  or  rejected  by  the   stakeholders.   • Value  is  a  measurement  for  the  amount  of  value  that  has  been  created  for  the  business,  relative  to  the   agreed  initial  value.  By  measuring  the  value  it  is  possible  to  regularly  test  whether  the  business  case  is   still  valid.     • Effort  at  risk  is  the  amount  of  work  and  costs,  that  have  already  been  made,  but  not  yet  resulted  in  a   working  software  product.  This  also  includes  the  effort  to  define  the  requirements.  Earlier  in  the   project  it  is  more  likely  that  a  requirement  will  not  be  implemented.  Later  in  a  project,  the  amount  of   effort  invested  in  building  a  requirement  will  be  much  higher.   • The  sprint  quality  indicates  how  well  the  team  executes  a  planned  sprint.  When  there  is  a  lot  of  failure   or  a  low  effectivity,  the  team  is  able  to  make  improvements.     • For  measuring  the  code  quality  models  have  been  designed  based  on  ISO  25010  for  software  quality.   With  this,  the  performance,  reliability,  security  and  maintainability  of  the  software  can  be  measured.   With  the  results,  which  are  expressed  on  a  scale  from  1  to  5  stars,  the  software  can  be  improved  these   specific  areas.     For  example,  for  determining  the  maintainability  of  the  software,  system  properties  are  measured  such  as  the   volume  (number  of  lines  of  code),  level  of  de-­‐duplication,  the  unit  size  and  the  unit  complexity.  The   measurements  are  compared  with  benchmark  figures,  where  the  score  is  calculated  relative  to  other  systems   in  the  benchmark.     From  the  start  of  the  project,  it  is  important  to  maintain  a  consistent  and  traceable  administration  in  the  back   log.  This  means  that  from  the  beginning  of  a  project  it  should  be  clear  what  units  of  work  are,  thus  which   functional    ‘parts’  the  Project  Sponsor  will  recognize.  These  can  be  epics,  stories  or  requirements;  in  practice   the  terminology  often  differs.  All  stories  should  be  unique,  even  when  changes  are  made  such  as  extensions,   separations  or  further  developments  at  a  later  stage.  Removed  and  rejected  stories  should  also  remain  in  the   back  log,  so  there  is  a  clear  picture  of  the  realized  scope  relative  to  the  initial  scope  of  the  project  in  every   stadium.  An  advantage  of  working  agile  is  the  flexible  scope.  However,  in  practice  the  initial  expectations  of  the   stakeholders  often  remain.  Especially  if  there  is  a  distance  between  them  and  the  Solution  Development  Team.     The  concepts  of  scope  churn,  value  and  effort  at  risk  are  translated  in  the  quality  model  in  11  metrics,  such  as   the  size  of  the  back  log,  the  extent  to  which  stories  are  added,  modified  or  expired,  and  the  extent  to  which   stories  are  transformed  in  working  software  and  the  effect  on  the  expected  lead  time  and  final  scope.  Changes   of  stories  can  be  the  content  (the  functionality  changes),  but  it  can  also  be  a  change  of  the  priority  (a  feature   has  become  more  important)  or  estimation  (the  story  takes  more  time  to  be  developed  then  originally   expected).      
  • 5.   -­‐  Towards  Facilitative  Project  Management  -­‐   Example:  project  in  7  sprints;  optimistically  planned,  realism  sets  in   During  the  course  of  this  example  project  more  and  more  requirements  will  expire,  for  example  to  meet  a   deadline.  This  will  decrease  the  expected  value  upon  completion.  The  ‘effort  at  risk’  will  also  continue  to  grow   because  there  is  virtually  no  functionality  brought  to  production  useful  for  the  production.   A  possible  course  of  an  agile  project  in  7  sprints  will  look  like  this:     Benefits  for  the  Project  Manager   The  results  of  the  above  model  give  the  Project  Manager  insight  into  the  trends  and  behaviour  of  his  agile   project.  It  provides  objective  perspectives  on  the  shared  reality.  With  these  insights  it  is  possible  to  make   better  estimations  about  scope  and  end  date.  It  enables  the  Executive  and  Project  Manager  to  agree  about   what  can  be  done  to  increase  the  chance  of  success.  For  instance,  they  could  decide  to:   1. Add  more  people  to  the  project   2. Decrease  the  scope  of  the  project   3. Monitor  the  scope  in  the  backlog  better   4. Define  more  realistic  milestones   By  measuring  and  monitoring  agile  projects  and  their  software  characteristics,  more  control  over  the  projects   will  be  realized.  This  helps  avoid  undesirable  situations  in  an  early  stage.  During  the  alignment,  the  Project   Manager  will  continue  to  fulfill  a  crucial  role  between  the  Solutions  Development  Team  and  the  Stakeholders.         The  authors   Erik  Aalbersberg                        Niels  van  der  Zwan                              Fortes  Solutions       Software  Improvement  Group