Chapter Sixteen An Introduction to Agile Project Management 16-1 Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 16–2 Where We Are Now Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 17–2 Project Management 6e. Learning Objectives Recognize the conditions in which traditional project management versus agile project management should be used Understand the value of incremental, iterative development for creating new products Identify core Agile principles Understand the basic methodology used in Scrum Recognize the limitations of Agile project management 16–3 Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter Outline 16-1 Traditional versus Agile Methods 16-2 Agile PM 16-3 Agile PM in Action: Scrum 16-4 Applying Agile PM to Large Projects 16-5 Limitations and Concerns 16–4 Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 16–5 Traditional versus Agile Methods Traditional Project Management Approach Concentrates on thorough, upfront planning of the entire project. Requires a high degree of predictability to be effective. Agile Project Management (Agile PM) Relies on incremental, iterative development cycles to complete projects. Is ideal for exploratory projects in which requirements need to be discovered and new technology tested. Focuses on active collaboration between the project team and customer representatives. Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 17–5 Project Management 6e. 16–6 Agile Project Management Agile PM Is related to the rolling wave planning and scheduling project methodology. Uses iterations (“time boxes”) to develop a workable product that satisfies the customer and other key stakeholders. Allows stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals. Is cyclical in that 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. Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 17–6 Project Management 6e. 16–7 Project Uncertainty FIGURE 16.1 Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 17–7 Project Management 6e. 16–8 The Waterfall Approach to Software Development FIGURE 16.2 Copyright © 2018 ...

1. Chapter Sixteen
An Introduction to Agile Project Management
16-1
Copyright © 2018 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
16–2
Where We Are Now
Copyright © 2018 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
17–2
Project Management 6e.
Learning Objectives
Recognize the conditions in which traditional project
management versus agile project management should be used
Understand the value of incremental, iterative development for
creating new products
Identify core Agile principles
Understand the basic methodology used in Scrum
Recognize the limitations of Agile project management
16–3
Copyright © 2018 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.

2. Chapter Outline
16-1 Traditional versus Agile Methods
16-2 Agile PM
16-3 Agile PM in Action: Scrum
16-4 Applying Agile PM to Large Projects
16-5 Limitations and Concerns
16–4
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consent of McGraw-Hill Education.
16–5
Traditional versus Agile Methods
Traditional Project Management Approach
Concentrates on thorough, upfront planning of the entire
project.
Requires a high degree of predictability to be effective.
Agile Project Management (Agile PM)
Relies on incremental, iterative development cycles
to complete projects.
Is ideal for exploratory projects in which requirements need to
be discovered and new technology tested.
Focuses on active collaboration between the project team and
customer representatives.
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consent of McGraw-Hill Education.
17–5
Project Management 6e.
16–6

3. Agile Project Management
Agile PM
Is related to the rolling wave planning and scheduling project
methodology.
Uses iterations (“time boxes”) to develop a workable product
that satisfies the customer and other key stakeholders.
Allows stakeholders and customers review progress and re-
evaluate priorities to ensure alignment with customer needs and
company goals.
Is cyclical in that 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.
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consent of McGraw-Hill Education.
17–6
Project Management 6e.
16–7
Project Uncertainty
FIGURE 16.1
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consent of McGraw-Hill Education.
17–7
Project Management 6e.
16–8

4. The Waterfall Approach to Software Development
FIGURE 16.2
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consent of McGraw-Hill Education.
17–8
Project Management 6e.
16–9
Traditional Project Management versus
Agile Project Management
TABLE 16.1Traditional Agile Design up front Continuous
design Fixed scope Flexible Deliverables Features/requirements
Freeze design as early as possible Freeze design as late as
possible Low uncertainty High uncertainty Avoid change
Embrace change Low customer interaction High customer
interaction Conventional project teams Self-organized project
teams
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17–9
Project Management 6e.
16–10
Iterative, Incremental Product Development
FIGURE 16.3
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5. No reproduction or distribution without the prior written
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17–10
Project Management 6e.
16–11
Agile Project Management (cont’d)
Advantages of Agile PM
Useful in developing critical breakthrough technology or
defining essential features
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
Early detection of defects and problems
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17–11
Project Management 6e.
16–12
Agile PM Principles
Focus on customer value
Iterative and incremental delivery
Experimentation and adaptation
Self-organization
Continuous improvement
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6. consent of McGraw-Hill Education.
17–12
Project Management 6e.
16–13
Popular Agile PM Methods
Agile PM Methods
Crystal Clear
RUP (Rational Unified Process)
Dynamic Systems Development Method (DSDM)
Scrum
Extreme
Programming
Agile Modeling
Rapid Product Development (PRD)
Lean Development
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17–13
Project Management 6e.
16–14
Agile PM in Action: Scrum
Scrum Methodology
Is a holistic approach for use by a cross-functional team
collaborating to develop a new product.
Defines product features as deliverables and prioritizes them by
their perceived highest value to the customer.
Re-evaluates priorities after each iteration (sprint) to produce

7. fully functional features.
Has four phases: analysis, design, build, test.
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17–14
Project Management 6e.
16–15
Scrum Development Process
FIGURE 16.4
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17–15
Project Management 6e.
16–16
Key Roles and Responsibilities
in the Scrum Process
Product Owner
Acts on behalf of customers/end users to represent their
interests.
Development Team
Is a team of five to nine people with cross-functional skill sets
responsible for delivering the product.
Scrum Master (aka Project Manager)
Facilitates scrum process and resolves impediments at the team
and organization level by acting as a buffer between the team

8. and outside interference.
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17–16
Project Management 6e.
16–17
Scrum Meetings
FIGURE 16.5
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17–17
Project Management 6e.
16–18
Partial Product Backlog
FIGURE 16.6
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17–18
Project Management 6e.

9. 16–19
Partial Sprint Backlog
FIGURE 16.7
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17–19
Project Management 6e.
16–20
Sprint Burndown Chart
FIGURE 16.8
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17–20
Project Management 6e.
16–21
Release Burndown Chart After Six Sprints
FIGURE 16.9
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10. 17–21
Project Management 6e.
16–22
Applying Agile PM to Large Projects
Scaling
Uses several teams to work on different features of a large scale
project at the same time.
Staging
Requires significant up-front planning to manage the
interdependences of different features to be developed.
Involves developing protocols and defining roles to coordinate
efforts and assure compatibility and harmony.
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17–22
Project Management 6e.
16–23
Hub Project Management Structure
FIGURE 16.10
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17–23
Project Management 6e.
16–24

11. Limitations and Concerns of Agile PM
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 to nine dedicated team members to complete the work.
It requires active customer involvement and cooperation.
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17–24
Project Management 6e.
16–25
Key Terms
Agile PM
Feature
Iterative incremental development (IID)
Product backlog
Product owner
Release burndown chart
Scaling
Self-organizing team
Sprint backlog
Sprint burndown chart
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17–25

12. Project Management 6e.
Chapter Fifteen
International Projects
15–1
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consent of McGraw-Hill Education.
15–2
Where We Are Now
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consent of McGraw-Hill Education.
Project Management 6e.
15–2
Learning Objectives
Describe environmental factors that affect project management
in different countries
Identify factors that typically are considered in selecting a
foreign location for a project
Understand cross-cultural issues that impact working on
international projects
Describe culture shock and strategies for coping with it
Understand how organizations select and prepare people to work
on international projects
15–3

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consent of McGraw-Hill Education.
Chapter Outline
15-1 Environmental Factors
15-2 Project Site Selection
15-3 Cross-Cultural Considerations: A Closer Look
15-4 Selection and Training for International
Projects
15–4
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15–5
International Projects
Issues in Managing International Projects
Environmental factors affecting projects
Global expansion considerations
Challenges of working in foreign cultures
Selection and training of overseas managers
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Project Management 6e.
15–5
15–6
International Assignments
Positives

14. Increased income
Increased responsibilities
Career opportunities
Foreign travel
New lifetime friends
Negatives
Absence from home and friends, and family
Personal risks
Missed career opportunities
Difficulties with foreign language, culture, and laws
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Project Management 6e.
15–6
15–7
FIGURE 15.1
Environmental Factors Affecting
International Projects
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Project Management 6e.
15–7
15–8
Environmental Factors

15. Legal/Political
Political stability
National and local laws and regulations
Federal, state and local bureaucracies
Government interference or support
Government corruption
Security
International terrorism
National and local security
Local crime and kidnapping
Risk management
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Project Management 6e.
15–8
15–9
Environmental Factors (cont’d)
Geography
Climate and seasonal differences
Natural geographical obstacles
Economic
Gross domestic product (GDP)
Protectionist strategies and policies
Balance of payments
Local labor force: supply, educational and skill levels
Currency convertibility and exchange rates
Inflation rates
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Project Management 6e.
15–9
15–10
Environmental Factors (cont’d)
Infrastructure
Telecommunication networks
Transportation systems
Power distribution grids
Unique local technologies
Educational systems
Culture
Customs and social standards
Values and philosophies
Language
Multicultural environments
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Project Management 6e.
15–10
15–11
Assessment Matrix Project Site Selection
FIGURE 15.2
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17. consent of McGraw-Hill Education.
Project Management 6e.
15–11
15–12
Evaluation Matrix Breakdown for Infrastructure
FIGURE 15.3
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Project Management 6e.
15–12
15–13
Cross-Cultural Considerations:
A Closer Look
Culture
A system of shared norms, beliefs, values, and customs that
bind people together, creating shared meaning and a unique
identity.
Cultural Differences:
Geographic regions
Ethnic or religious groups
Language
Economic
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18. consent of McGraw-Hill Education.
Project Management 6e.
15–13
15–14
Cross-Cultural Considerations… (cont’d)
Ethnocentric Perspective
The tendency to believe that one’s cultural values and ways of
doing things are superior to all others
Wanting to conduct business only on your terms and
stereotyping other countries
Ignoring the “people factor” in other cultures by putting work
ahead of building relationships
Adjustments Required:
Relativity of time and punctuality
Culture-related ethical differences
Personal and professional relationships
Attitudes toward work and life
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Project Management 6e.
15–14
15–15
Cross-Cultural Considerations (cont’d)
Working in
Mexico
Working in
Saudi Arabia

19. Working in
France
Working in
China
Working in the United States
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Project Management 6e.
15–15
15–16
Cross-Cultural Orientations
Relation to Nature
How people relate to the natural world around them and to the
supernatural
Time Orientation
The culture focus on the past, present, or future.
Activity Orientation
How to live: “being” or living in the moment, doing, or
controlling
Basic Nature of People
Whether people viewed as good, evil, or some mix of these two
Relationships among People
The degree of responsibility one has for others
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Project Management 6e.
15–16

20. 15–17
Kluckhohn-Strodtbeck’s Cross-Cultural Framework
FIGURE 15.4
Note: The line indicates where the United States tends to fall
along these issues.
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Project Management 6e.
15–17
15–18
The Hofstede Cultural Dimensions Framework
Individualism versus Collectivism
Identifies whether a culture holds individuals or the group
responsible for each member’s welfare.
Power Distance
Describes degree to which a culture accepts status and power
differences among its members.
Uncertainty Avoidance
Identifies a culture’s willingness to accept uncertainty and
ambiguity about the future.
Masculinity-Femininity
Describes the degree to which the culture emphasizes
competitive and achievement-oriented behavior or displays
concerns for relationships.
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21. Project Management 6e.
15–18
15–19
Sample Country Clusters on Hofstede’s Dimensions
of Individualism-Collectivism and Power Distance
FIGURE 15.5
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Project Management 6e.
15–19
15–20
Working in Different Cultures
Relying on Local Intermediaries
Translators
Social connections
Expeditors
Cultural advisors and guides
Culture Shock
The natural psychological disorientation that most people suffer
when they move into a different culture.
A breakdown in a person’s selective perception and effective
interpretation system induced by foreign stimuli and the
inability to function effectively in a strange land
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22. Project Management 6e.
15–20
15–21
Culture Shock Cycle
FIGURE 15.6
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Project Management 6e.
15–21
15–22
Working in Different Cultures (cont’d)
Coping with Culture Shock
Engage in regular physical exercise programs, practice
meditation and relaxation exercises,
and keep a journal
Create “stability zones” that closely re-creates home
Modify expectations and behavior
Redefine priorities and develop realistic expectations
Focus on most important tasks and relish small
accomplishments
Use project work as a bridge until adjusted to the new
environment
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23. Project Management 6e.
15–22
15–23
Selection and Training for
International Projects
Selection Factors
Work experience with cultures other than one’s own
Previous overseas travel
Good physical and emotional health
Knowledge of a host nation’s language
Recent immigration background or heritage
Ability to adapt and function in the new culture
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Project Management 6e.
15–23
15–24
Selection and Training for
International Projects (cont’d)
Areas for Training to Increase Understanding of a Foreign
Culture:
Religion
Dress codes
Education system
Holidays—national and religious
Daily eating patterns
Family life
Business protocols
Social etiquette
Equal opportunity

24. Copyright © 2018 McGraw-Hill Education. All rights reserved.
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Project Management 6e.
15–24
15–25
Selection and Training for
International Projects (cont’d)
Learning Approaches to Cultural Fluency
The “information-giving” approach—the learning of information
or skills from a lecture-type orientation
The “affective approach”—the learning of information/skills
that raise the affective responses on the part of the trainee and
result in cultural insights
The “behavioral/experiential” approach—a variant of the
affective approach technique that provides the trainee with
realistic simulations or scenarios
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Project Management 6e.
15–25
15–26
Relationship between Length and Rigor of Training
and Cultural Fluency Required
FIGURE 15.7

25. Copyright © 2018 McGraw-Hill Education. All rights reserved.
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Project Management 6e.
15–26
15–27
Key Terms
Cross-cultural orientations
Culture
Culture shock
Infrastructure
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Project Management 6e.
15–27