Agile Project Management


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  • A case can be made that agile and iterative development methods mark a return to development practice from early in the history of software development.[1] Initially, agile methods were called "lightweight methods."
  • An adaptive software development process was introduced in a paper by Edmonds (1974).[2] Notable early Agile methods include Scrum (1995), Crystal Clear, Extreme Programming (1996), Adaptive Software Development, Feature Driven Development, and Dynamic Systems Development Method (DSDM) (1995). These are now typically referred to as Agile Methodologies.
  • In 2001, 17 prominent figures[3] in the field of agile development (then called "light-weight methods") came together at the Snowbird ski resort in Utah to discuss ways of creating software in a lighter, faster, more people-centric way. They coined the terms "Agile Software Development" and "agile methods", and they created the Agile Manifesto, widely regarded as the canonical definition of agile development and accompanying agile principles. Later, some of these people formed The Agile Alliance,[4] a non-profit organization that promotes agile development.
  • iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. The term was coined in the year 2001 when the Agile Manifesto was formulated. Agile methods generally promote a disciplined project management process that encourages frequent inspection and adaptation, a leadership philosophy that encourages teamwork, self-organization and accountability, a set of engineering best practices that allow for rapid delivery of high-quality software, and a business approach that aligns development with customer needs and company goals.
  • Agile methods break tasks into small increments with minimal planning, and do not directly involve long-term planning. Iterations are short time frames ("timeboxes") that typically last from one to four weeks. Each iteration involves a team working through a full software development cycle including planning, requirements analysis, design, coding, unit testing, and acceptance testing when a working product is demonstrated to stakeholders. This helps minimize overall risk, and lets the project adapt to changes quickly. Stakeholders produce documentation as required. An iteration may not add enough functionality to warrant a market release, but the goal is to have an available release (with minimal bugs) at the end of each iteration. Multiple iterations may be required to release a product or new features.
  • Philosofy of Customer Satisfaction. Meeting the demand by providing a bug-free product.
  • Team composition in an agile project is usually cross-functional and self-organizing without consideration for any existing corporate hierarchy or the corporate roles of team members. Team members normally take responsibility for tasks that deliver the functionality an iteration requires. They decide individually how to meet an iteration's requirements.
  • Agile methods emphasize face-to-face communication over written documents when the team is all in the same location. When a team works in different locations, they maintain daily contact through videoconferencing, voice, e-mail, etc. Most agile teams work in a single open office (called bullpen), which facilitates such communication. Team size is typically small (5-9 people) to help make team communication and team collaboration easier. Larger development efforts may be delivered by multiple teams working toward a common goal or different parts of an effort. This may also require a coordination of priorities across teams.
  • No matter what development disciplines are required, each agile team will contain a customer representative. This person is appointed by stakeholders to act on their behalf and makes a personal commitment to being available for developers to answer mid-iteration problem-domain questions. At the end of each iteration, stakeholders and the customer representative review progress and re-evaluate priorities with a view to optimizing the return on investment and ensuring alignment with customer needs and company goals. Most agile implementations use a routine and formal daily face-to-face communication among team members. This specifically includes the customer representative and any interested stakeholders as observers. In a brief session, team members report to each other what they did yesterday, what they intend to do today, and what their roadblocks are. This standing face-to-face communication prevents problems being hidden.
  • * Individuals and interactions over processes and tools * Working software over comprehensive documentation * Customer collaboration over contract negotiation * Responding to change over following a plan
  • * Customer satisfaction by rapid, continuous delivery of useful software * Working software is delivered frequently (weeks rather than months) * Working software is the principal measure of progress * Even late changes in requirements are welcomed * Close, daily cooperation between business people and developers * Face-to-face conversation is the best form of communication (co-location) * Projects are built around motivated individuals, who should be trusted * Continuous attention to technical excellence and good design * Simplicity * Self-organizing teams * Regular adaptation to changing circumstances
  • List of Agile Methods.
  • While agility can be seen as a means to an end, a number of approaches have been proposed to quantify agility. Agility Index Measurements (AIM) score projects against a number of agility factors to achieve a total. The similarly-named Agility Measurement Index, scores developments against five dimensions of a software project (duration, risk, novelty, effort, and interaction). Other techniques are based on measurable goals. Another study using fuzzy mathematics has suggested that project velocity can be used as a metric of agility. There are agile self assessments to determine whether a team is using agile practices. While such approaches have been proposed to measure agility, the practical application of such metrics has yet to be seen.
  • Companies who adopted Agile Methods
  • Most agile methods share other iterative and incremental development methods' emphasis on building releasable software in short time periods. Agile development differs from other development models: in this model time periods are measured in weeks rather than months and work is performed in a highly collaborative manner. Most agile methods also differ by treating their time period as a timebox. Cowboy coding is the absence of a defined method; i.e., team members do whatever they feel is right. The Agile approach is often confused with cowboy coding, due to Agile's frequent re-evaluation of plans, emphasis on face-to-face communication, and relatively sparse use of documentation. However, Agile teams follow defined -- and often very disciplined and rigorous -- processes. .
  • Agile development has little in common with the waterfall model. As of 2004, the waterfall model is still in common use.[7] The waterfall model is the most structured of the methods, stepping through requirements-capture, analysis, design, coding, and testing in a strict, pre-planned sequence. Progress is generally measured in terms of deliverable artifacts: requirement specifications, design documents, test plans, code reviews and the like. The main problem with the waterfall model is the inflexible division of a project into separate stages, so that commitments are made early on, and it is difficult to react to changes in requirements. Iterations are expensive. This means that the waterfall model is likely to be unsuitable if requirements are not well understood or are likely to change in the course of the project. Agile methods, in contrast, produce completely developed and tested features (but a very small subset of the whole) every few weeks. The emphasis is on obtaining the smallest workable piece of functionality to deliver business value early, and continually improving it and adding further functionality throughout the life of the project. If a project being delivered under the waterfall method is cancelled at any point up to the end, there is nothing to show for it beyond a huge resources bill. With the agile method, being cancelled at any point will still leave the customer with some worthwhile code that has likely already been put into live operation. In this respect, agile critics[who?] may assert that these features are not placed in context of the overall project, concluding that, if the sponsors of the project are concerned about completing certain goals with a defined timeline or budget, agile may not be appropriate. Proponents of agile development counter that adaptations of Scrum[9] show how agile methods are augmented to produce and continuously improve a strategic plan. Some agile teams use the waterfall model on a small scale, repeating the entire waterfall cycle in every iteration.[10] Other teams, most notably Extreme Programming teams, work on activities simultaneously.
  • Some things that can negatively impact the success of an agile project are: * Large scale development efforts (>20 developers), though scaling strategies[15] and evidence to the contrary[16] have been described. * Distributed development efforts (non-co-located teams). Strategies have been described in Bridging the Distance[17] and Using an Agile Software Process with Offshore Development[18] * Command-and-control company cultures[citation needed] * Forcing an agile process on a development team The criticisms regarding insufficient software design and lack of documentation are addressed by the Agile Modeling method, which can easily be tailored into agile processes. Agile software development has been criticized because it may not bring about all of the claimed benefits when programmers of average ability use this method.
  • Hofstede Model, Uncertainty Avoidance
  • In software engineering, post-Agilism is an informal movement of practitioners who prefer to avoid being constrained by what they consider to be "Agile Dogma" (or "Agile with a capital 'A'") Some have argued that the meaning of Agile is ambiguous and has been applied inappropriately to a very wide range of approaches like Six Sigma and CMMI (though proponents of some agile methods, such as Scrum, show that the methods can exist comfortably within a CMMI environment.)[28] Some have argued also that "Agile", "evolutionary", and "lean" (as in Lean software development) do not mean the same thing in practice, even though they are all lumped under the banner of "Agile" and are often used interchangeably by practitioners. Proponents also argue that process-oriented methods, especially methods that rely on repeatable results and that incrementally reduce waste and process variation like Six Sigma, have a tendency to limit an organisation's adaptive capacity (their "slack"), making them less able to respond to discontinuous change - i.e., less agile. It is proposed that "agile", "lean" and "evolutionary" are strategies that need to be properly understood and appropriately applied to any specific context. That is, there is a time to be "agile", a time to be "lean" and a time to be "evolutionary." Some agilists agree with this position, promoting the concept of agile methods as one set of tools that should be available to managers for use in appropriate situations, not as one-size-fits-all methods that should be forced onto all organizations.[29] Much of post-Agile thinking centers around Nonlinear Management, a superset of management techniques that include many Agile practices. Some commentators propose a model of post-Agilism that is effectively constructive anarchy, in that teams should be self-organizing to the point where even the core values of the Agile movement are considered too prescriptive, and that teams should simply "do whatever works for them." This position is controversial in the agile community and breaks from the trend of later agile methods being more structured (fitting better within CMMI environments) than earlier agile methods.
  • Agile home ground: * Low criticality[clarification needed] * Senior developers * Requirements change often * Small number of developers * Culture that thrives on chaos[clarification needed] Plan-driven home ground: * High criticality[clarification needed] * Junior developers * Requirements do not change often * Large number of developers * Culture that demands order
  • Agile Project Management

    1. 1. Agile Project Management State of the Art in IS Abdullah Khan - Salim Gouasmia
    2. 2. Agenda <ul><li>Orgins of Agile Management
    3. 3. What is Agile Management? 
    4. 4. Principles of Agile PM 
    5. 5. Other Methods : Compared 
    6. 6. Criticism & Post-Agilism
    7. 7. Words to the Project Manager </li></ul>
    8. 8. Agenda <ul><li>Orgins of Agile Management
    9. 9. What is Agile Management? 
    10. 10. Principles of Agile PM 
    11. 11. Other Methods : Compared 
    12. 12. Criticism & Post-Agilism
    13. 13. Words to the Project Manager </li></ul>
    14. 14. Waterfall Model Bureaucratic Slow Demeaning Inconsistent L I G H T W E I G H T M E T H O D S
    15. 15. Small Increments Adaption to Changes Cross-functional Light Weight Methods
    16. 16. 2001
    17. 17. Agenda <ul><li>Orgins of Agile Management
    18. 18. What is Agile Management? 
    19. 19. Principles of Agile PM 
    20. 20. Other Methods : Compared 
    21. 21. Criticism & Post-Agilism
    22. 22. Words to the Project Manager </li></ul>
    23. 23. Agile Management - Defined Agile Management or Agile Project Management is a variant of iterative life cycle where deliverables are submitted in stages.
    24. 24. Iterative Development Model Iteration with minimal bugs but might not have enough functionalities Goal
    25. 25. Keep Customers Happy & Returning Delivering a Good Product Bug Fixes = Fixes Deadlines Documentation
    26. 26. 5–9 People Configuration
    27. 27. Way of Working Values face-to-face Communication But... The Bullpen
    28. 28. Role Playing Customer Rep. Observer Demand & Q/A End of each Iteration, stakeholders & customer rep. review progress and re-evaluate priorities Stakeholders Team
    29. 29. Agenda <ul><li>Orgins of Agile Management
    30. 30. What is Agile Management? 
    31. 31. Principles of Agile PM 
    32. 32. Other Methods : Compared 
    33. 33. Criticism & Post-Agilism
    34. 34. Words to the Project Manager </li></ul>
    35. 35. Agile Values Individuals and Interactions Working Software Customer Collaborations Responding to Change
    36. 36. Agile Manifesto : Principles Customer Satisfaction Quick Product Delivery Late Changes Welcome Close & Daily Cooperation Modivated Individuals Attention to Technical Excellence Simplicity Beta Products Self-Organizing Changing Circumstances
    37. 37. Agile Methods Agile Modeling Agile Unified Process (AUP) Agile Data Method DSDM Essential Unified Process (EssUP) Extreme Programing Getting Real Scrum Feature Driven Development (FDD) Lean Software Development PMP (Project Management Plan) PRINCE2 (Projects in Controlled Environments) S O F T W A R E D E V E L O P M E N T P R O J E C T M A N A G E M E N T
    38. 38. How do you Measure Agility? AIM Duration Risk Novelty Effort Interaction
    39. 40. Agenda <ul><li>Orgins of Agile Management
    40. 41. What is Agile Management? 
    41. 42. Principles of Agile PM 
    42. 43. Other Methods : Compared 
    43. 44. Criticism & Post-Agilism
    44. 45. Words to the Project Manager </li></ul>
    45. 46. Other Methodologies Iterative Development Verification, Requirements, Implementation, Design & Iteration in Months Waterfall Model Structured, Analysis, pre-Planned, Documents, Process & Commitments Cowboy Coding No Defined Method, Fewer Management Controls, Encourage Experimentation & Learning & Removes Burden
    46. 47. Agile Waterfall Uncertainty or High Urgency Repeating Process New Product Development Process Oriented Staff Direct Customer Participations How are they Different?
    47. 48. Agenda <ul><li>Orgins of Agile Management
    48. 49. What is Agile Management? 
    49. 50. Principles of Agile PM 
    50. 51. Other Methods : Compared 
    51. 52. Criticism & Post-Agilism
    52. 53. Words to the Project Manager </li></ul>
    53. 54. Agile Criticism <ul><li>High-level programers
    54. 55. Structure and documentation
    55. 56. S oftware Design
    56. 57. Cultural Adaptation
    57. 58. Size of the Team </li></ul>
    58. 59. What would be the result?
    59. 60. Post-agilism Beyond the Agile-Dogma Non-linear Management « Do Whatever Works for You »
    60. 61. Agenda <ul><li>Orgins of Agile Management
    61. 62. What is Agile Management? 
    62. 63. Principles of Agile PM 
    63. 64. Other Methods : Compared 
    64. 65. Criticism & Post-Agilism
    65. 66. Words to the Project Manager </li></ul>
    66. 67. For Project Managers... Developers Requirements Culture Criticality Team Size