Project 5040- Agile Project Management


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A look at Agile Project Management at Harvard Business School

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Project 5040- Agile Project Management

  1. 1. Agile Project Management InHarvard Business School’s Information Technology Group
  2. 2. What is Agile? “An iterative and incremental approach to managing projects, with every iteration delivering a complete, working subset of the final product.”1 The Agile Manifesto, a set of guiding principles for Agile Project Management, was developed in 2001.
  3. 3. The Agile Manifesto2We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value: Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contractnegotiation
Responding to change over following a plan That is, while there is value in the items on
the right, we value the items on the left more.
© 2001, the above authors
this declaration may be freely copied in any form, 
but only in its entirety through this notice.
  4. 4. Principles Behind the AgileManifesto2 is to satisfy the customer
through early and continuous Our highest priority delivery
of valuable software. Welcome changing requirements, even late in 
development. Agile processes harness change for 
the customers competitive advantage. Deliver working software 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.
  5. 5. Principles Behind the AgileManifesto2 Working software 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 technical 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.
  6. 6. ITG Structure Dean Administrative Dean CIO Managing Director Executive Managing Director Managing Director of Technology Managing Director of Architecture of Educational Technology Group of PMO and Team Services Strategic Initiatives and Web Services Senior Functional Functional Functional Functional Directors Directors Directors Directors Management Team Project Management Office
  7. 7. External PMO Oversight Information Technology Resource Allocation Committee (iTRAC)  Comprised of the school’s senior management, and some faculty  Reviews project requests annually from the various departments and allocates resources to the top priority projects  Sets the agenda for what ITG will work on over the course of a fiscal year
  8. 8. Internal PMO Oversight The Director of the PMO reports directly to the Managing Director of the PMO and Strategic Initiatives The Project Managers that make up the PMO report directly to the Director of the PMO The Director of the PMO is responsible for directing the Project Management processes and procedures for all of ITG  PMO Cookbook  ITG Project Management Community of Practice
  9. 9. The “Principles” and ITGOur highest priority  ITG develops the software in iterations and is to satisfy the presents each iteration’s customer
through product to the stakeholders early and  The concept of “MVP” continuous (Most Viable Product) isdelivery
of valuable what ITG strives for in software. each iterationPrinciple ITG
  10. 10. The “Principles” and ITG Business people  Daily “standups” with the project team and the and developers project sponsors must work  Constant communication between PM and 
together daily Sponsor throughout the  Often the developers know and interact project. directly with the sponsorPrinciple ITG
  11. 11. The “Principles” and ITG Build projects  ITG encourages developer creativity and exploration in around motivated projects individuals. 
Give  Open and collaborative environment creates a them the positive energy and allows environment and information to flow freely amongst teams support they  Budgetary and resource need, 
and trust constraints are few when it them to get the job comes to improving a project. done.Principle ITG
  12. 12. The “Principles” and ITG The most efficient  Major projects have weekly and effective face-to-face project meetings with sponsors to method of review progress 
conveying  The progress or current information to and status is demoed and within a feedback is givendevelopment 
team  The project sponsors are is face-to-face able to see the project from conversation. its infancy to its completionPrinciple ITG
  13. 13. The “Principles” and ITG Working software  Each project team is scored every month on is the primary their ability to deliver on measure of their planned objectives  Often the “planned progress. objectives” are customer- facing iterations of a projectPrinciple ITG
  14. 14. The “Principles” and ITG Working software  Each project team is scored every month on is the primary their ability to deliver on measure of their planned objectives  Often the “planned progress. objectives” are customer- facing iterations of a projectPrinciple ITG
  15. 15. The “Principles” and ITG  Project teams are built The best around agile teams architectures,  Each agile team has at least a developer, arequirements, and quality engineer, a designs 
emerge project manager, and a database admin from self-  The team is responsibleorganizing teams. for managing several business partners’ software portfoliosPrinciple ITG
  16. 16. The “Principles” and ITGAt regular intervals,  Agile teams meet regularly to discuss process andthe team reflects on progress how 
to become  Retrospectives after each project allow for reflectionmore effective, then and insight on what went tunes and adjusts well, what didn’t go well, and lessons learned 
its behavior  Members of each agile accordingly. team hold each other accountable for tuning and adjusting behaviorPrinciple ITG
  17. 17. References1. Goncalves, Marcus. Fundamentals of Agile Project Management: An Overview. New York, NY: ASME, 2010. Print.2.