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Princípios da Gestão Ágil

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O mindset ágil traz mudanças importantes na forma e nas prioridades da gestão de projetos e produtos. Esta aula convidada mostra as principais mudanças na forma de entender gestão, além de exemplos de planejamento em diferentes níveis de detalhamento. A partir de trabalho científico recente sobre princípios de gestão ágil, discutimos 4 princípios gerais que norteiam times ágeis. Liderança no contexto ágil também é discutida.

Published in: Technology

Princípios da Gestão Ágil

  1. 1. 1 AULA CONVIDADA - Disciplina GPTI Mestrado Profissional em Computação Aplicada PRINCÍPIOS DA GESTÃO ÁGIL PROF. DRA. CLAUDIA MELO 19/Nov/2016 @claudia_melo claudiamelo.org
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  3. 3. 3http://blog.crisp.se/wp-content/uploads/2014/10/Screen-Shot-2014-10-07-at-08.20.00.png
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  5. 5. 5https://doi.ieeecomputersociety.org/cms/Computer.org/dl/mags/so/2006/03/figures/s30484.gif CONE DA INCERTEZA
  6. 6. 6 Caminho real Incerteza no plano de satisfação do cliente Variância na estimativa para finalizar Caminho inicialmente planejado Plano inicial Estado inicial
  7. 7. 7 http://blog.octo.com/wp-content/uploads/2015/11/devops.png
  8. 8. 8 "Agile project management requires a different approach, which is adapted to incremental development and the par:cular strengths of agile methods. At its core, agile project management is about managing the impact of complexity and uncertainty on a project, recognizing: •The need for a drama7cally shorter 7me frame between planning and execu7on. •That planning an ac7on does not provide all the details of its implementa:on. •That crea7vity and learning are necessary to make sense of the environment." T. Dybå, T. Dingsøyr, N.B. Moe, “Agile Project Management,” book chapter in G. Ruhe and C. Wohlin (Eds.), Software Project Management in a Changing World, Berlin: Springer Verlag, 2014, pp. 277-300.
  9. 9. 9 Um projeto ágil espera que as coisas irão mudar ao longo do projeto: • Mudanças de requisitos • Mudanças de design • Mudanças de tecnologia • Mudanças de pessoas Por isso, requerem outra forma de planejamento. http://www.uml.org.cn/softwareprocess/pdf/planning_agile_projects.pdf
  10. 10. 10https://www.atlassian.com/agile/agile-iron-triangle/sectionWrap/00/column/00/moreContent/05/imageBinary/waterfall-v-agile-iron-triangle-v03.png
  11. 11. 11https://www.mountaingoatsoftware.com/uploads/presentations/agile-project-management.png
  12. 12. 12 Planejamento
  13. 13. 13http://4.bp.blogspot.com/-2srFNqkj4dY/URSlhz23uAI/AAAAAAAAB2w/t2FVq6wftX4/s1600/UserStoryMapPriorities.png Planejamento de Release com Story Mapping
  14. 14. 14http://www.jamesshore.com/images/art-of-agile/figs/iterations__iteration_planning_board.png Planejamento de Iteração
  15. 15. 15 Histórias
  16. 16. 16 4 PRINCÍPIOS DA GESTÃO ÁGIL DE PROJETOS
  17. 17. 17 1. O Princípio de Especificação Mínima 2. O Princípio de Times Autônomos 3. O Princípio da Redundância 4. O Princípio do Feedback e Aprendizado T. Dybå, T. Dingsøyr, N.B. Moe, “Agile Project Management,” book chapter in G. Ruhe and C. Wohlin (Eds.), Software Project Management in a Changing World, Berlin: Springer Verlag, 2014, pp. 277-300.
  18. 18. Eureka Presentation 18 1. O Princípio de Especificação Mínima This principle is oriented towards the analysis and understanding of the nature of the overall problems: Iden:fy what is cri:cal to overall success Specify no more than what is absolutely essen:al Keep the use of rules, standards, and predefined procedures to an absolute minimum Focus on the larger system requirements and boundary condi:ons, leaving as many design decisions as possible to those closest to the work The project’s kick-off mee:ng is crucial
  19. 19. 19 “PLANS ARE NOTHING; PLANNING IS EVERYTHING” Dwight D. Eisenhower —> Focus On Impact! Not Dates Or Deliverables.
  20. 20. Eureka Presentation 20 2. O Princípio de Times Autônomos Autonomous, or self-managing, teams bring decision- making authority to the level of opera:onal problems and uncertain:es: Members of autonomous teams are responsible for managing and monitoring their own processes and execu:ng tasks They typically share decision authority jointly, For autonomous teams to thrive, it is necessary to build trust and commitment in the whole organiza:on, avoiding any controls that would impair crea:vity and spontaneity Successfully dealing with this principle, we must understand the context surrounding the team
  21. 21. Eureka Presentation 21 3. O Princípio da Redundância This principle is concerned with the overlap in individuals’ knowledge and skills: Each member of the team should be skilled in more than one func:on, making the project more flexible and adap:ve With increased redundancy within the team, individuals will find it easier to share new knowledge Cross-trained team members increase the project’s func:onal redundancy and thus the flexibility of the team in dealing with personnel shortages Redundancy is also cri:cal in turbulent environments where people need to work on tasks assigned by priority rather than the competence of team members
  22. 22. Eureka Presentation 22 4. O Princípio do Feedback e Aprendizado Without feedback and learning, agile project management is not possible: • The focus on project execu:on rather than on up- front planning, leads to an intertwinement of learning and work, and of problem specifica:on and solu:on. • The complexity and unpredictability of soQware problems are typical of ‘wicked’ problems, which are difficult to define un:l they are nearly solved. • To deal with this principle, project ac:vi:es have to be performed in an itera:ve and incremental way.
  23. 23. 23 • The challenge in managing agile soQware projects is to find the balance between upfront planning and learning. • Planning provides discipline and a concrete set of ac:vi:es and con:ngencies that can be codified, executed and monitored. • Learning permits adap:ng to unforeseen or chao:c events. • The two require different management styles and project infrastructure. • Projects with low levels of complexity and uncertainty allow more planning, whereas projects with high levels of complexity and uncertainty require a greater emphasis on learning. T. Dybå, T. Dingsøyr, N.B. Moe, “Agile Project Management,” book chapter in G. Ruhe and C. Wohlin (Eds.), Software Project Management in a Changing World, Berlin: Springer Verlag, 2014, pp. 277-300.
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  25. 25. 25 LIDERANÇA ÁGIL
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  28. 28. CLAUDIA MELO SOCIO-TECHNICAL RESEARCHER @claudia_melo claudiamelo.org @claudiameloblog /claudiamelo

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