Agile Project management

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This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,

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Agile Project management

  1. 1. Project ManagementthetheAgile Way!Agile Way!Babu AppatBabu Appat
  2. 2. The Traditional ApproachWith traditional approaches to projectmanagement, it can take months or years todeliver positive change.With traditional approaches to projectmanagement, it can take months or years todeliver positive change.
  3. 3. The Agile ApproachThats why many savvy organizations takean agile approach to project management.In this session, find out about theadvantages of this approach, and learn howyou can use it with your own projects.Thats why many savvy organizations takean agile approach to project management.In this session, find out about theadvantages of this approach, and learn howyou can use it with your own projects.
  4. 4. Agile Project ManagementWe also look at conventional projecttools with a framework forunderstanding project requirements, andwe explore common causes ofproject failure.We also look at conventional projecttools with a framework forunderstanding project requirements, andwe explore common causes ofproject failure.
  5. 5. Please Enjoy this SessionOn Agile Project ManagementOn Agile Project Management
  6. 6. Agile Project ManagementOrganizing Flexible ProjectsPicture a start-up technology business,where the founders are trying to carve out asustainable business niche. The sector ischanging fast, and they must quicklydevelop a service that users are prepared topay for.Picture a start-up technology business,where the founders are trying to carve out asustainable business niche. The sector ischanging fast, and they must quicklydevelop a service that users are prepared topay for.
  7. 7. This is tricky!They can only find out so much throughmarket research, so they need to experiment.This means trying a variety of differentofferings.Step-by-step, they need to learn from theseand try improved offerings until they developa solution that really worksThey can only find out so much throughmarket research, so they need to experiment.This means trying a variety of differentofferings.Step-by-step, they need to learn from theseand try improved offerings until they developa solution that really works
  8. 8. You Need to Revise your PlansYou can probably see that many work-relatedprojects - particularly those involvingcomplex, fast-moving situations - resemblethis scenario.You can be working towards one deliverableor solving one problem, but then need tochange course and revise your plans.You can probably see that many work-relatedprojects - particularly those involvingcomplex, fast-moving situations - resemblethis scenario.You can be working towards one deliverableor solving one problem, but then need tochange course and revise your plans.
  9. 9. Problems of the Traditional StyleIf youre using a traditional projectmanagement approach, these revisions willlead to missed deadlines, inflated costs, andincreased workloads.If youre using a traditional projectmanagement approach, these revisions willlead to missed deadlines, inflated costs, andincreased workloads.
  10. 10. Product RelevanceAnd, in a worst-case scenario, you can findthat the situation has changed so much duringthe course of the project that your finalproduct, when it is eventually delivered, is nolonger relevant.And, in a worst-case scenario, you can findthat the situation has changed so much duringthe course of the project that your finalproduct, when it is eventually delivered, is nolonger relevant.
  11. 11. Product RelevanceAnd, in a worst-case scenario, you can findthat the situation has changed so much duringthe course of the project that your finalproduct, when it is eventually delivered, is nolonger relevant.And, in a worst-case scenario, you can findthat the situation has changed so much duringthe course of the project that your finalproduct, when it is eventually delivered, is nolonger relevant.
  12. 12. Agile- what and for whatAgile Project Management is an approachthat helps you deal with these challenges. Inthis session, well describe what Agile is, andwell explain why its beneficial.Agile Project Management is an approachthat helps you deal with these challenges. Inthis session, well describe what Agile is, andwell explain why its beneficial.
  13. 13. Really What is Agile ProjectManagement?you can probably see that many work-related projects - particularly thoseinvolving complex, fast-moving situations- resemble this scenario.you can probably see that many work-related projects - particularly thoseinvolving complex, fast-moving situations- resemble this scenario.
  14. 14. Need to ChangeYou can be working towards onedeliverable or solving one problem, butthen need to change course and reviseyour plans.You can be working towards onedeliverable or solving one problem, butthen need to change course and reviseyour plans.
  15. 15. Really What is Agile ProjectManagement?If youre using a traditional projectmanagement approach, these revisionswill lead to missed deadlines, inflatedcosts, and increased workloads.If youre using a traditional projectmanagement approach, these revisionswill lead to missed deadlines, inflatedcosts, and increased workloads.
  16. 16. In the Worst ScenarioYou can find that the situation haschanged so much during the course ofthe project that your final product, when itis eventually delivered, is no longerrelevant.You can find that the situation haschanged so much during the course ofthe project that your final product, when itis eventually delivered, is no longerrelevant.
  17. 17. In the Worst Scenariof youre using a traditional projectmanagement approach, these revisionswill lead to missed deadlines, inflatedcosts, and increased workloads.f youre using a traditional projectmanagement approach, these revisionswill lead to missed deadlines, inflatedcosts, and increased workloads.
  18. 18. In the Worst ScenarioAnd, in a worst-case scenario, you canfind that the situation has changed somuch during the course of the project thatyour final product, when it is eventuallydelivered, is no longer relevant.And, in a worst-case scenario, you canfind that the situation has changed somuch during the course of the project thatyour final product, when it is eventuallydelivered, is no longer relevant.
  19. 19. In the Worst ScenarioAnd, in a worst-case scenario, you canfind that the situation has changed somuch during the course of the project thatyour final product, when it is eventuallydelivered, is no longer relevant.And, in a worst-case scenario, you canfind that the situation has changed somuch during the course of the project thatyour final product, when it is eventuallydelivered, is no longer relevant.
  20. 20. Really What is Agile ProjectManagement?Agile Project Management is anapproach that helps you deal with thesechallenges. In this article, well describewhat Agile is, and well explain why itsbeneficial.Agile Project Management is anapproach that helps you deal with thesechallenges. In this article, well describewhat Agile is, and well explain why itsbeneficial.
  21. 21. Product- What customers wantThe end product of an agile project maybe very different from the one that wasenvisaged at the outset. However,because of the checking process, teammembers can be sure that the product isone that customers want.The end product of an agile project maybe very different from the one that wasenvisaged at the outset. However,because of the checking process, teammembers can be sure that the product isone that customers want.
  22. 22. Feeling ForwardThis makes Agile Project Managementparticularly appropriate for new or fast-moving businesses, for those in a fast-changing environment, or for highlycomplex situations, where managers are"feeling their way forward" to find theoptimum business model.
  23. 23. For Urgent ProjectsIts also helpful with urgent projects thatcant wait for a full, traditional project tobe set up.
  24. 24. The Origins of AgileThe elements of Agile ProjectManagement have been around fordecades. However, two events helpedto lay the foundations for the approach.
  25. 25. The New Product DevelopmentGameFirst, in 1986, Hirotaka Takeuchi andIkujiro Nonaka published an articlecalled "The New New ProductDevelopment Game" in the HarvardBusiness Review.
  26. 26. Rugby Like MethodIn it, the authors outlined a new way ofdeveloping products that resembled arugby match.
  27. 27. Constant Re-evaluationThey imagined a project managementapproach in which, just as on the pitch, teammembers would achieve their goal byconstantly re-evaluating the situation andresponding accordingly.
  28. 28. Meeting customers needsProjects would therefore evolve, butwould lead to products that metcustomers needs more fully as a result.
  29. 29. Agile Project ManifestoThe second event occurred in 2001,when a group of software and projectexperts met to discuss what their mostsuccessful projects had in common.They created theAgile Project Manifesto , which outlinedthe values and principles thatunderpinned Agile Project Management.
  30. 30. Takeuchi and Nonakas bookAgile Project Management is built onthe product development approach ofTakeuchi and Nonaka, and incorporatesthe values and principles outlined in theAgile Project Manifesto.
  31. 31. Agile Versus Traditional ProjectManagementLets compare Agile ProjectManagement with traditional projectmanagement to show how theapproaches differ.
  32. 32. Comaparison Table 1Agile Project Management Traditional Project ManagementTeams are self-directed and arefree to accomplish deliverablesas they choose, as long as theyfollow agreed rules.Teams are typically tightlycontrolled by a project manager.They work to detailed schedulesagreed at the outset.
  33. 33. Comaparison Table 2Agile Project Management Traditional Project ManagementProject requirements aredeveloped within the process asneeds and uses emerge. Thiscould mean that the finaloutcome is different from theone envisaged at the outset.Project requirements areidentified before the projectbegins. This can sometimeslead to "scope creep," becausestakeholders often ask for morethan they need, "just in case."
  34. 34. Comaparison Table 3Agile Project Management Traditional Project ManagementUser testing and customerfeedback happen constantly. Itseasy to learn from mistakes,implement feedback, and evolvedeliverables. However, theconstant testing needed for thisis labor-intensive, and it can bedifficult to manage if users arenot engaged.User testing and customerfeedback take place towards theend of the project, wheneverything has been designedand implemented. This canmean that problems can emergeafter the release, sometimesleading to expensive fixes andeven public recalls.
  35. 35. Comaparison Table 4Agile Project Management Traditional Project ManagementTeams constantly assess thescope and direction of theirproduct or project. This meansthat they can change direction atany time in the process to makesure that their product will meetchanging needs. Because ofthis, however, it can be difficultto write a business case at theoutset, because the finaloutcome is not fully known.Teams work on a final productthat can be delivered some time- often months or years - afterthe project begins. Sometimes,the end product or project is nolonger relevant, becausebusiness or customer needshave changed.
  36. 36. Comaparison Table 5Agile Project Management Traditional Project ManagementBest where the end-product isuncertain, or where theenvironment is changing fast.Best in STABLE environmentwhere a defined deliverable is neededfor a fixed budget
  37. 37. "Scrums" and "Sprints"Agile Project Management is alsodifferent from other project managementtechniques in the roles and events ituses. See the various roles and eventsit use in the slides ensue:
  38. 38. SCRUM FrameworkThe heart of Agile Project Managementis the "scrum" framework. This usesspecific roles, events, meetings, andincrements to deliver a usable product,say, every 30 days.
  39. 39. 1. The product ownerAn expert on the product beingdeveloped. He or she represents keystakeholders, customers, and endusers, and is responsible for prioritizingthe project and getting funding.
  40. 40. Duties: Product OwnerThe product owner describes howpeople will use the final product,communicates customer needs, andhelps the team develop the rightproduct. His or her expertise also helpscombat scope creep.
  41. 41. 2. The scrum masterResponsible for managing the process.This person solves problems, so thatthe product owner can drivedevelopment and maximize return oninvestment. The scrum master ensuresthat each sprint is self-contained, andthat it doesnt take on additionalobjectives.
  42. 42. 3. The teamThe group of professionals responsiblefor turning requirements intofunctionality. The team should beworking on this project and nothing elseuntil its completion.
  43. 43. Sprint PhaseThe team will work on each project via"sprints" - 30-day phases of work whichdeliver completed, tested, documented,and functioning products at theirconclusion.
  44. 44. The Sprint CycleEach sprint begins with a sprintplanning meeting. Here, team membersdecide what they can deliver within 30days. They define the goal and assigntask responsibilities.
  45. 45. Proces and AccomplishmentsDuring the sprint, team members focussolely on achieving their defined goal.They will meet every day for a 15-minute meeting to report on progress, todiscuss what they will work on that day,and to talk through any challenges thattheyre facing. These meetings are anessential part of the daily inspectionprocess.
  46. 46. Change to What WorksTeams are free to change theirapproach, based on what works for thespecific project.
  47. 47. ReportingIn Agile Project Management, there areregular opportunities for reporting onprogress.
  48. 48. Sprint MeetingAs well as daily scrum meetings, teammembers meet the product owner andkey stakeholders after each sprint topresent the sprint deliverable. In thismeeting, the group decides togetherwhat they should change for the nextsprint.
  49. 49. Retrospective SessionsAfter this, the scrum master (andsometimes the product owner) holds aretrospective meeting, in which theylook at the process that they used in thelast sprint and decide what they canimprove for the next one.
  50. 50. Social MediaIf youre working with a virtual team, makesure that everyone is using the sameinstant messaging (IM) software to speedcommunication. Virtual meeting software isessential for daily scrum meetings.Social media can also be useful for helpingteam members collaborate betweenmeetings.
  51. 51. Key PointsAgile Project Management aims todeliver fully working upgrades of aproduct or process on a regular basis -typically, every 30 days.
  52. 52. Fast-Changing EnvironmentsIts ideal for software development andother projects where requirements arelikely to change during the project - forexample, in new or fast-growingbusinesses or in fast-changing businessenvironments.
  53. 53. Conforming to Customers NeedsTeams are entirely self-managed andhave the freedom to change theirapproach when needed. This flexibilitycan save costs and ensure that the finalproduct meets customers needs.
  54. 54. A Final NoteMore and more organizations are takingan agile approach to managing projects- make sure that you know about itsadvantages!
  55. 55. Please Share:If you found this article useful, pleaseSHARE
  56. 56. THANK YOUbabuappat@gmail.comwww.en.wikipedia.org/user:Babuappat

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