AGILE Project ManagementBy: Professor Lili SaghafiProject Manager / Dean Continuing Education / SAP ConsultantAgile Tour 2...
AGILE Project Management• With traditional approaches to projectmanagement, it can take months or years todeliver positive...
Conventional Project Management• Project Management1. The Organizational Context: Strategy, Structure, andCulture2. Projec...
Agile wayWhat is Agile ProjectManagement?• flexible approach.• Team members work in short bursts onsmall-scale but functio...
What is Agile Project Management?• As a result of checking process, team memberscan be sure that the product is one thatcu...
First Event gave birth to Agile• In 1986, Hirotaka Takeuchi and IkujiroNonaka published an article called "TheNew Product ...
PM as Rugby• A project management approach inwhich, just as on the pitch• Team members would achieve their goalby constant...
second event• in 2001, a group of software ProjectMangers and experts met to discusswhat their most successful projects ha...
The Birth of Agile PM• Agile Project Management is built on theproduct development approach ofTakeuchi and Nonaka, and inc...
Agile Way vs Traditional Way
Use of Traditional ProjectManagement• Use of traditional project management• stable environment,• defined deliverable is n...
Use of Agile Project Management• Agile is often best where the end-productis uncertain,• the environment is changing fast....
Key Points in Agile PM way• Agile Project Management aims todeliver fully working upgrades of aproduct or process on a reg...
Key Points in Agile PM way• Flexibility can save costs and ensure thatthe final product meets customersneeds.• Ideal in ne...
Characteristic & need• Great need of virtual team, make surethat everyone is using the same instantmessaging (IM) software...
"Scrums" and "Sprints"• The heart of Agile Project Management isthe "scrum" framework.• This uses specific roles, events,m...
"scrum" frameworkinvolves three key roles:scrum" framework & product owner1. The product owner is an expert on the product...
"scrum" framework & scrummaster2. The scrum master is responsible formanaging the process.• This person solves problems, s...
"scrum" framework & TEAM3. The team is the group of professionalsresponsible for turning requirements intofunctionality.• ...
"scrum" framework & The Team• The team will work on each project via"sprints" – 30-day phases of work whichdeliver complet...
"scrum" framework & The Team• During the sprint, team members focus solelyon achieving their defined goal.• They will meet...
Reporting In Agile PM• In Agile Project Management, there are regularopportunities for reporting on progress.• As well as ...
AGILE Project ManagementBy: Professor Lili SaghafiProject Manager / Dean Continuing Education / SAP ConsultantAgile Tour 2...
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Agile Project Management By Professor Lili Saghafi

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With traditional approaches to project management, it can take months or years to deliver positive change.
That's why many savvy organizations take an agile approach to project management
We also look at usual project tools with a framework for understanding project requirements, and we explore common causes of project failure.

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Agile Project Management By Professor Lili Saghafi

  1. 1. AGILE Project ManagementBy: Professor Lili SaghafiProject Manager / Dean Continuing Education / SAP ConsultantAgile Tour 2012 ,Montréal , Canada
  2. 2. AGILE Project Management• With traditional approaches to projectmanagement, it can take months or years todeliver positive change.• Thats why many savvy organizations takean agile approach to project management• We also look at usual project tools with aframework for understanding projectrequirements, and we explore commoncauses of project failure.
  3. 3. Conventional Project Management• Project Management1. The Organizational Context: Strategy, Structure, andCulture2. Projects3. Leadership4. Scope Management5. Project Team, Conflict, and Negotiation6. Risk Management7. Budgeting8. Project Scheduling9. Lagging, Crashing, and Activity NetworksCritical Chain Project Scheduling10.Resource Management
  4. 4. Agile wayWhat is Agile ProjectManagement?• flexible approach.• Team members work in short bursts onsmall-scale but functioning releases of aproduct.• They then test each release againstcustomers needs, instead of aiming for asingle final result that is only released atthe end of the project.• The end product of an agile project maybe very different from the one that wasimagined at the outset.
  5. 5. What is Agile Project Management?• As a result of checking process, team memberscan be sure that the product is one thatcustomers want.• Agile Project Management particularlyappropriate for new or fast-moving businesses,for those in a fast-changing environment,• For highly complex situations, where managersare "feeling their way forward" to find theoptimum business model.• Good for urgent projects that cant wait for a full,traditional project to be set up.
  6. 6. First Event gave birth to Agile• In 1986, Hirotaka Takeuchi and IkujiroNonaka published an article called "TheNew Product Development Game" in theHarvard Business Review.• Its authors outlined a new way ofdeveloping products that resembled arugby match.
  7. 7. PM as Rugby• A project management approach inwhich, just as on the pitch• Team members would achieve their goalby constantly re-evaluating the situationand responding accordingly.• Projects would therefore evolve,• Would lead to products that metcustomers needs more fully as a result.
  8. 8. second event• in 2001, a group of software ProjectMangers and experts met to discusswhat their most successful projects hadin common.• They created the Agile ProjectManifesto, which outlined the values andprinciples for Agile Project Management.
  9. 9. The Birth of Agile PM• Agile Project Management is built on theproduct development approach ofTakeuchi and Nonaka, and incorporatesthe values and principles outlined in theAgile Project Manifesto.
  10. 10. Agile Way vs Traditional Way
  11. 11. Use of Traditional ProjectManagement• Use of traditional project management• stable environment,• defined deliverable is needed for a fixedbudget.
  12. 12. Use of Agile Project Management• Agile is often best where the end-productis uncertain,• the environment is changing fast.• roles and events it uses is different .
  13. 13. Key Points in Agile PM way• Agile Project Management aims todeliver fully working upgrades of aproduct or process on a regular basis –typically, every 30 days.• Great for software development andother projects where requirements arelikely to change during the project• Teams are entirely self-managed andhave the freedom to change theirapproach when needed.
  14. 14. Key Points in Agile PM way• Flexibility can save costs and ensure thatthe final product meets customersneeds.• Ideal in new or fast-growing businessesor in fast-changing businessenvironments.
  15. 15. Characteristic & need• Great need of virtual team, make surethat everyone is using the same instantmessaging (IM) software to speedcommunication.• Virtual meeting software is essential fordaily scrum meetings.• Social media can also be useful forhelping team members collaboratebetween meetings.
  16. 16. "Scrums" and "Sprints"• The heart of Agile Project Management isthe "scrum" framework.• This uses specific roles, events,meetings, and increments to deliver ausable product, say, every 30 days.
  17. 17. "scrum" frameworkinvolves three key roles:scrum" framework & product owner1. The product owner is an expert on the productbeing developed.• He or she represents key stakeholders,customers, and end users, and is responsiblefor prioritizing the project and getting funding.• The product owner describes how people willuse the final product, communicates customerneeds, and helps the team develop the rightproduct.• His or her expertise also helps over come scopecreep.
  18. 18. "scrum" framework & scrummaster2. The scrum master is responsible formanaging the process.• This person solves problems, so that theproduct owner can drive development, andmaximize return on investment.• The scrum master ensures that each sprint isself-contained, and that it doesnt take onadditional objectives.• The scrum master oversees communication, sothat stakeholders and team members caneasily understand what progress has beenmade.
  19. 19. "scrum" framework & TEAM3. The team is the group of professionalsresponsible for turning requirements intofunctionality.• The team should be working on thisproject and nothing else until itscompletion.
  20. 20. "scrum" framework & The Team• The team will work on each project via"sprints" – 30-day phases of work whichdeliver completed, tested, documented,and functioning products at theirconclusion.• Each sprint begins with a sprint planningmeeting.• Here, team members decide what theycan deliver within 30 days.• They define the goal and assign taskresponsibilities.
  21. 21. "scrum" framework & The Team• During the sprint, team members focus solelyon achieving their defined goal.• They will meet every day for a 15-minutemeeting to report on progress, to discuss whatthey will work on that day, and to talk throughany challenges that theyre facing.• These meetings are an essential part of thedaily inspection process.• Teams are free to change their approach,based on what works for the specific project.
  22. 22. Reporting In Agile PM• In Agile Project Management, there are regularopportunities for reporting on progress.• As well as daily scrum meetings, teammembers meet the product owner and keystakeholders after each sprint to present thesprint deliverable.• In this meeting, the group decides togetherwhat they should change for the next sprint.• After this, the scrum master (and sometimesthe product owner) holds a demonstrationmeeting, in which they look at the process thatthey used in the last sprint and decide whatthey can improve for the next one.
  23. 23. AGILE Project ManagementBy: Professor Lili SaghafiProject Manager / Dean Continuing Education / SAP ConsultantAgile Tour 2012 ,Montréal , CanadaThank You

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