Dr. Atif Shahzad's presentation discusses agile project management. It begins by defining agile as an iterative approach that incrementally develops a product from the start using iterations or "time boxes", allowing stakeholders to review progress and re-prioritize. The presentation then contrasts agile with traditional project management, noting agile is more adaptive and embraces change. It also describes key aspects of agile like user stories, iterations, self-organizing teams, and the scrum methodology. The presentation addresses scaling agile to large projects and concludes by discussing limitations and misconceptions of the agile approach.

1. _____________________Dr. Atif Shahzad
BE, MECHANICAL ENGINEERING
UNIVERSITY OF ENGINEERING & TECHNOLOGY, TAXILA, PAKISTAN, 2000
MCS, SOFTWARE ENGINEERING
SZABIST,, ISLAMABAD, PAKISTAN, 2003
MS, AUTOMATION & PRODUCTION SYSTEMS
ECOLE CENTRALE DE NANTES, NANTES, FRANCE, 2007
PhD, AUTOMATION & APPLIED INFORMATICS
UNIVERSITE DE NANTES, NANTES, FRANCE, 2011
EMAIL: atifshahzad@Gmail.com
TEL: +92-333-5219846, +92-51-5179755
LINKEDIN: pk.linkedin.com/in/dratifshahzad

2. PROJECT
MANAGEMENT
COURSE OBJECTIVES
RISK MANAGEMENT

3. ENGINEERING
MANAGEMENT
TODAY’S LECTURE
Agile Management

4. Dr.AtifShahzad
17–4
Agile Management
Agile is
• time boxed, iterative approach
to product delivery that builds
product incrementally from the
start of the project,
• instead of trying to deliver it all
at once near the end.

5. Dr.AtifShahzad
17–5
Agile Project Management
Uses iterations (“time boxes”) to develop a workable product
that satisfies the customer and other key stakeholders.
Allows stakeholders and customers review progress and
re-evaluate priorities to ensure alignment with customer
needs and company goals.
Is cyclical in that adjustments are made and a different
iterative cycle begins that subsumes the work of the previous
iterations and adds new capabilities to the evolving product.

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Traditional

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Agile Approach
G ivemesix hourstochopdowna treeand
I willspendthefirst foursharpeningtheaxe.
–Abraham Lincoln

12. Dr.AtifShahzad
Incrementally...

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User stories and Iterations
• works by breaking projects down into little bits of user functionality called user stories,
• prioritizing them, and then continuously delivering them in short two week cycles
called iterations.

14. Dr.AtifShahzad
Adaptive
When reality disagrees
with their plans,
Agilists find it easier to
change their plans than
reality.
They call this adaptive
planning

15. Dr.AtifShahzad
Roles blur
¤ When it’s done right, joining an Agile team is a lot
like working in a mini-startup. People pitch in and
do whatever it takes to make the project
successful—regardless of title or role.
 People still
have core
competencies
and they
generally stick
to what they
are good at.

16. Dr.AtifShahzad
Welcoming Change
 Traditionally change is shunned on projects because of it's high perceived
cost late in the game.
Agile challenges this
notion and believes the
cost of change can be
relatively flat.

17. Dr.AtifShahzad
Documentation ?
Project plans, test plans, and
analysis artifacts are all well
and good but Agilists
understand they in
themselves are of no value
to the end customer.

18. Dr.AtifShahzad
17–18
Traditional PM versus Agile
Methods
TraditionalPMApproach
• Concentrates on thorough,
upfront planning
of the entire project.
• Requires a high degree of
predictability to be
effective.
AgileProjectManagement
(AgilePM)
• Relies on incremental,
iterative development cycles
to complete less-predictable
projects.
• Is ideal for exploratory
projects in which
requirements need to be
discovered and new
technology tested.
• Focuses on active
collaboration between the
project team and customer
representatives.

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Sequential vs Overlapping

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17–21
TABLE 17.1
Traditional Agile
Design up front Continuous design
Fixed scope Flexible
Deliverables Features/requirements
Freeze design as early as possible Freeze design as late as possible
Low uncertainty High uncertainty
Avoid change Embrace change
Low customer interaction High customer interaction
Conventional project teams Self-organized project teams
Traditional versus Agile

22. Dr.AtifShahzad
17–22
Advantages of Agile PM:
Useful in developing
critical breakthrough
technology or
defining essential
features
Continuous
integration,
verification, and
validation of the
evolving product.
Frequent
demonstration of
progress to increase
the likelihood that
the end product will
satisfy customer
needs.
Early detection of
defects and
problems.

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Agile PM Principles
Focus on customer value
Iterative and incremental delivery
Experimentation and adaptation
Self-organization
Continuous improvement

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17–24
Agile PM in Action:
Scrum Methodology
Is a holistic approach for
use by a cross-functional
team collaborating to
develop a new product.
Defines product features as
deliverables and prioritizes
them by their perceived
highest value to the
customer.
Re-evaluates priorities after
each iteration (sprint) to
produce fully functional
features.
Has four phases: analysis,
design, build, test

25. Dr.AtifShahzad
17–25
Key Roles and Responsibilities
in the Scrum Process
Product Owner
• Acts on behalf of customers
to represent their interests.
Development Team
• Is a team of five-nine people with cross-functional skill sets is
responsible for delivering the product.
Scrum Master (aka Project Manager)
• Facilitates scrum process and resolves impediments at the team
and organization level by acting as a buffer between the
team and outside interference.

26. Dr.AtifShahzad
17–26
Applying Agile to Large Projects
Scaling
• Is using several teams to work on different features of
a large scale project at the same time.
Staging
• Requires significant up-front planning to manage the
interdependences of different features to be
developed.
• Involves developing protocols and defining roles to
coordinate efforts and assure compatibility and
harmony.

27. Dr.AtifShahzad
17–27
Limitations and Concerns of Agile
PM
It does not satisfy top management’s need for budget, scope,
and schedule control.
Its principles of self-organization and close collaboration can
be incompatible with corporate cultures.
Its methods appear to work best on small projects that require
only five-nine dedicated team members to complete the work.
It requires active customer involvement and cooperation.

28. Dr.AtifShahzad
DON´T SAY !
Agile is anti-
documentation
Agile is anti-
planning
Agile is
undisciplined
Agile requires
a lot of rework
Agile is anti-
architecture
Agile doesn't
scale

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17–33
Key Terms

34. QUESTIONS

35. THANK YOU FOR YOUR INTEREST