This document provides an overview of project management methodologies, including Waterfall, SDLC, RAD, and Agile. It discusses the key aspects of each methodology such as phases, pros and cons. The Waterfall methodology is explained in more detail covering its linear phases from requirements to maintenance. Agile project management is also summarized, outlining its key principles of focusing on customer value, working in small batches with integrated teams, and making continuous improvements. Complexity theory and how Agile projects can be viewed as complex adaptive systems is briefly introduced.

1. Introduction to
Project Management
Semen Cirit
February 12, 2016
Delivering CustomerValue

2. •What is methodology?
•Who uses methodologies?
•Several types of methodologies
oWaterfall
oSDLC
oRAD
oAgile
2

3. • Multi-step approach to systems development
• Influences the quality of the Final product
• Comprehensive
• Consistent method with the Organizations management
style.
3

4. • Most Organizations and Firms Today
o IBM, Microsoft, Monsanto, NASA etc.
• Majority of Organizations and Firms use a specific type
of methodology that is tailored to their needs.
4

5. • Systems Development
o Guidelines or References
o Step by Step process
 Leads to final product
• Analysis
o Information
 Gathered and Used to help the development process
5

6. • The Waterfall Methodology
• The SDLC Methodology
• The RAD Methodology
• Agile Methodologies
6

7. 7

8. • Overview
o Introduced by W.W. Royce in 1970
o It was later redesigned using a more iterative process, unfortunately this
way was ignored resulting in the current Waterfall methodology
o Most System Analysts do not like the Waterfall Method
o Each phase must be completed perfectly
o There is no overlap or moving backward in phases
8

9. • Phases
o Requirements: The requirements of the system are collected and set in
stone.
o Design: A blueprint is made for the programmers using the previously
collected requirements.
o Implementation: System components are designed by coders and
integrated together.,
o Testing: After integration the system is tested and bugs are removed.
o Installation & Maintenance: The final installation of the system is
done at this phase. Users are trained and the system is maintained by
the system designers.
9

10. • Pros
o Time spent early in production can save a company hundreds of
thousands of dollars.
o More emphasis is placed on documentation than any other methods.
• Cons
o Impossible to know exactly what is needed in each phase of the software
process before some time is spent in the phase following it.
o Requirments are locked in too early leaving no room for user feedback
and modification.
o Too much emphasis on deadlines rather than user requirments.
10

11. 11
Planning
First phase
Analysis
Second
phase
Design
Third phase
Implementation
Fourth phase
Maintenance
Fifth phase

12. • Phases
o Planning
 Identification phase
 Needs are examined as a whole
o Analysis
 Studies current procedures and Info Systems
 Sub phase - Requirement determination
o Design
 Convert alternative solutions
 Inputs and Outputs
 Reports, databases, computer processes
12

13. • Implementation
o System and Written specs turned over to programmers
o Implementation process
 Coding, testing, installation
• Maintenance
o Systems are in operation
o Specific problems or changes are made
13

14. 14
Requirements Planning
User Design
Construction
Cutover

15. • Overview
o Methodology used to decrease time in development
process.
 Efficient and Cheaper
o Allows systems, developers and end users work
together from the beginning.
15

16. • Phases
o RAD phases are similar to SDLC
 Shortened and Combined – simplifies the
development process.
 Eliminates time consuming activities.
 Coordinating with existing standards and systems
during the Design and Development phases
o RAD focuses on Prototyping
 Prototyping becomes the basis for the new system
16

17. Introduction to
Agile Project Management
Semen Cirit
NETAS
February 12, 2016
Delivering CustomerValue with Speed, Economy &
Quality

18. • Why APM?
o History of Agile and Lean
o The Agile Landscape
o Key Agile Principles
o Key Agile Practices
o Complexity Theory Distilled
o Adaptive Project Model
o The Agile Manager’s Role
o Transitioning to APM
18

19. Why APM?

20. As consumers today we want and expect
innovative products: faster, cheaper and with
better quality than those we’ve seen in the past.

21. As knowledge workers, our business tools
have improved our capability to be productive,
raising work expectations.

22. However,
Instead of this…
Productivity driving Customer value
22
Business
Expectations
Consumer
Expectations
Consumer
Expectations
Business
Expectations
Consumer
Expectations
We usually get this…
Misalignment of Value definitions
Or all too often, this.
Orthogonal opposition to Customer Value

23. What is APM?

24. History & Influences
Early 1900s
 Walter Shewhart: Plan-Do-Study-Act
Mid 1900s
 Edward Deming: SPC,TQM
 Toyota:Toyota Production System (TPS)
 Peter Drucker: Knowledge Worker
Late 1900s
 Womack and Jones: Lean Thinking
 Eli Goldratt:Theory of Constraints
 The Toyota Way
Evolution
Early 1990s
 Crystal Methods
 Lean Software Development
 Dynamic Software Development Method
(DSDM)
Mid 1990s
 Feature Driven Development (FDD)
 eXtreme Programming (XP)
 Adaptive Software Development
 Scrum
 Kanban
2001: Manifesto for Agile Software
Development
 http://www.agilemanifesto.org
2005: Declaration of Interdependence
 http://www.pmdoi.org/

25. Corporate IT Leading Second Wave of Agile
Adoption
Agile software development processes are in use at 14% of
North American and European enterprises, and another
19% of enterprises are either interested in adopting Agile
or already planning to do so.
Early adopters of Agile processes were primarily small
high-tech product companies. But a second wave of
adoption is now underway, with enterprise IT shops taking
the lead.
These shops are turning to Agile processes to cut time-to-
market, improve quality, and strengthen their relationships
with business stakeholders.
Carey Schwaber, Forrester Research
Nov 30, 2005
Agile Methodologies
 eXtreme Programming
Kent Beck,Ward Cunningham,Ron Jeffries
 Scrum
Ken Schwaber and Jeff Sutherland
 Crystal Methods
Alistair Cockburn
 Feature Driven Development
Jeff DeLuca
 Dynamic Systems Development Method
DSDM Consortium
 Kanban
David Anderson
Agile Management Frameworks
 Agile Project Management
Jim Highsmith,Sanjiv Augustine
 eXtreme Project Management
Rob Thomsett,Doug DeCarlo
 Scaled Agile Framework
Dean Leffingwell
25

26. Key Agile principles are:
 Focus on Customer Value – Align
project, product and team visions to
deliver better product quality –
faster and cheaper.
 Small Batches - Create a flow of
value to customers by “chunking”
feature delivery into small
increments.
 Small, Integrated Teams - Intense
collaboration via face-to-face
communication, collocation, etc;
diversified roles on integrated, self-
organizing, self-disciplined teams.
 Small, Continuous Improvements
– Teams reflect, learn and adapt to
change; work informs the plan.
Delivering Customer Value with
Agile Project Management
The right product, at the right time, for the
right price.
• Higher Quality: “Designed-to-fit”
product with flexibility to change.
• Increased Throughput: Iterative and
incremental project and product “chunks”
with earlier value delivery.
• Reduced Waste: Lean, efficient processes
with lower costs and higher productivity.

27. Key Agile Practices:
 Sprint Planning
 Daily Scrum/Standup
 Fixed-length sprints
 Sprint Review
 Sprint Retrospective
27
Identify top-priority items
and deliver them rapidly
using:
• Small batches
• Small integrated teams
• Small, continuous improvements
Key Agile Practices

28.  Living systems are complex, in that they
consist of a great many autonomous agents
interacting with each other in many ways
 The interaction of individual agents is
governed by simple, localized rules and
characterized by constant feedback
 Collective behavior is characterized by an
overlaying order, self-organization, and a
collective intelligence so unified that the
group cannot be described as merely the
sum of its parts
 Complex order, known as emergent order,
arises from the system itself, rather than
from an external dominating force
 These complex, self-organizing Complex
Adaptive Systems (CAS) are adaptive in
that they react differently under different
circumstances, and co-evolve with their
environment

29. Agile projects can be seen as chaordic:
 Competition and Collaboration
 Agents: Individuals
 Mental Models:Vision and alignment
 Groups: Project teams
 Emergence and Self-Organization
 Interactions/Feedback: Information
exchange and relationships among
individuals
 Simple Rules: XP/Scrum/FDD Practices
 Learning and Adaptation
 Learning: Observation, monitoring,
measurement and reflection
 Adaptation: Process changes, team
adjustments
 Environment: Project environment
A chaordic project harmoniously blends characteristics of both chaos and
order – freedom and control, optimization and exploration, competition and
cooperation.

30. Agile Project Management (APM) is:
 Leading project teams in creating and responding to change
through:
 Small batches
 Small, integrated teams
 Small, continuous improvements
 Light touch leadership: the work of energizing, empowering and
enabling project teams to rapidly and reliably deliver customer
value:
 By engaging customers, and
 Continuously learning and adapting to their changing needs and
environments
30

31. 31
While many traditional project management skills translate to
APM, some transitions are necessary:
Agile Project Management Traditional Project Management
Focus on customer satisfaction and
interaction
Focus on plans and artifacts
Response to change via adaptive action Change controlled via corrective action
Progressive elaboration, rolling-wave
planning
Monumental up-front planning
Customer prioritized, time-boxed delivery Manager negotiated, scope-based
delivery
Commitment management via feature
breakdown structure
Activity management via work
breakdown structure
Collaboration on self-disciplined and self-
organizing teams
Top-down control
Minimal set of context-sensitive, generative
practices
Prescriptive, heavyweight methods

32. Web Sites
 http://www.agilealliance.org
 http://www.apln.org
 http://www.scrumalliance.org
Books
 Agile and Iterative Development:A Manager’s
Guide, Craig Larman
 Managing Agile Projects, Sanjiv Augustine
 Agile Project Management, Jim Highsmith
 Agile Software Development, Alistair Cockburn
 Fearless Change, Linda Rising and Mary Lynn
Manns
Books (continued)
 Lean Software Development – An Agile
Toolkit, Mary and Tom Poppendieck
 Lean Thinking and Lean Solutions,Womack
and Jones
 Agile Software Development with Scrum, Ken
Schwaber and Mike Beedle
 Agile Estimating and Planning,Mike Cohn
 User Stories Applied, Mike Cohn