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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. 3http://blog.crisp.se/wp-content/uploads/2014/10/Screen-Shot-2014-10-07-at-08.20.00.png

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5. 5https://doi.ieeecomputersociety.org/cms/Computer.org/dl/mags/so/2006/03/figures/s30484.gif
CONE DA INCERTEZA

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Caminho real
Incerteza no plano
de satisfação do
cliente
Variância na
estimativa para
finalizar
Caminho inicialmente
planejado
Plano inicial
Estado inicial

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http://blog.octo.com/wp-content/uploads/2015/11/devops.png

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"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.

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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. 10https://www.atlassian.com/agile/agile-iron-triangle/sectionWrap/00/column/00/moreContent/05/imageBinary/waterfall-v-agile-iron-triangle-v03.png

11. 11https://www.mountaingoatsoftware.com/uploads/presentations/agile-project-management.png

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Planejamento

13. 13http://4.bp.blogspot.com/-2srFNqkj4dY/URSlhz23uAI/AAAAAAAAB2w/t2FVq6wftX4/s1600/UserStoryMapPriorities.png
Planejamento de
Release com Story
Mapping

14. 14http://www.jamesshore.com/images/art-of-agile/figs/iterations__iteration_planning_board.png
Planejamento de
Iteração

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Histórias

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4 PRINCÍPIOS DA
GESTÃO ÁGIL
DE PROJETOS

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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. 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

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“PLANS ARE NOTHING;
PLANNING IS EVERYTHING”
Dwight D. Eisenhower
—>
Focus On Impact! Not Dates Or Deliverables.

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. 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. 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.

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• 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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LIDERANÇA ÁGIL

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28. CLAUDIA MELO
SOCIO-TECHNICAL RESEARCHER
@claudia_melo
claudiamelo.org @claudiameloblog
/claudiamelo