Project management best practices

1. An Introduction to
Agile Project
Management
CHAPTER SEVENTEEN
Student Version
Copyright © 2011 by The McGraw-Hill Companies, Inc. All
rights reserved.
McGraw-Hill/Irwin

2. 17–2
Where We Are Now
Where We Are Now
Where We Are Now
Where We Are Now

3. 17–3
Traditional PM versus Agile Methods
Traditional PM versus Agile Methods
Traditional PM versus Agile Methods
Traditional PM versus Agile Methods
• Traditional PM 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 less-predictable 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.

4. 17–4
Traditional Project Management versus
Traditional Project Management versus
Agile Project Management
Agile Project Management
Traditional Project Management versus
Traditional Project Management versus
Agile Project Management
Agile Project Management
TABLE 17.1
Traditional 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

5. 17–5
Project Uncertainty
Project Uncertainty
Project Uncertainty
Project Uncertainty
FIGURE 17.1

6. 17–6
Agile Project Management
Agile Project Management
Agile Project Management
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.
• Stakeholders and customers review progress and re-evaluate
priorities to ensure alignment with customer needs and
company goals.
• Adjustments are made and a different iterative cycle begins
that subsumes the work of the previous iterations and adds
new capabilities to the evolving product.

7. 17–7
Iterative, Incremental Product Development
Iterative, Incremental Product Development
Iterative, Incremental Product Development
Iterative, Incremental Product Development
FIGURE 17.2

8. 17–8
Agile Project Management (cont’d)
Agile Project Management (cont’d)
Agile Project Management (cont’d)
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.

9. 17–9
Agile PM Principles
Agile PM Principles
Agile PM Principles
Agile PM Principles
Focus on customer value
Focus on customer value
Iterative and incremental delivery
Iterative and incremental delivery
Experimentation and adaptation
Experimentation and adaptation
Self-organization
Self-organization
Continuous improvement
Continuous improvement

10. 17–10
Popular Agile PM Methods
Popular Agile PM Methods
Popular Agile PM Methods
Popular Agile PM Methods
Agile PM
Methods
Agile PM
Methods
Crystal Clear
Crystal Clear
RUP (Rational
Unified Process)
RUP (Rational
Unified Process)
Dynamic Systems
Development
Method (DSDM)
Dynamic Systems
Development
Method (DSDM)
Scrum
Scrum
Extreme
Programming
Extreme
Programming
Agile Modeling
Agile Modeling
Rapid Product
Development (PRD)
Rapid Product
Development (PRD) Lean Development
Lean Development

11. 17–11
Agile PM in Action: Scrum
Agile PM in Action: Scrum
Agile PM in Action: Scrum
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 fully functional features.
–Has four phases: analysis, design, build, test

12. 17–12
Key Roles and Responsibilities
Key Roles and Responsibilities
in the Scrum Process
in the Scrum Process
Key Roles and Responsibilities
Key Roles and Responsibilities
in the Scrum Process
in the Scrum Process
• Product Owner
–Acts on behalf of customers
to represent their interests.
• Development Team
–Is a team of five-nine people with cross-functional
skill sets is 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 and outside interference.

13. 17–13
Applying Agile to Large Projects
Applying Agile to Large Projects
Applying Agile to Large Projects
Applying Agile to Large Projects
• Scaling
–Is using 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.

14. 17–14
Limitations and Concerns of Agile PM
Limitations and Concerns of Agile PM
Limitations and Concerns of Agile PM
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-nine dedicated
team members to complete the work.
• It requires active customer involvement and
cooperation.

15. 17–15
Key Terms
Key Terms
Key Terms
Key Terms
Feature
Iterative incremental development (IID)
Scrum meeting
Scrum Master
Sprint backlog
Product Backlog
Product Owner
Scaling
Agile PM
Self Organizing Team