This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.

1. Project Management
thethe
Agile Way!Agile Way!
Babu AppatBabu Appat

2. The Traditional Approach
With traditional approaches to project
management, it can take months or years to
deliver positive change.
With traditional approaches to project
management, it can take months or years to
deliver positive change.

3. The Agile Approach
That's why many savvy organizations take
an agile approach to project management.
In this session, find out about the
advantages of this approach, and learn how
you can use it with your own projects.
That's why many savvy organizations take
an agile approach to project management.
In this session, find out about the
advantages of this approach, and learn how
you can use it with your own projects.

4. Agile Project Management
We also look at conventional project
tools with a framework for
understanding project requirements, and
we explore common causes of
project failure.
We also look at conventional project
tools with a framework for
understanding project requirements, and
we explore common causes of
project failure.

5. Please Enjoy this Session
On Agile Project ManagementOn Agile Project Management

6. Agile Project Management
Organizing Flexible Projects
Picture a start-up technology business,
where the founders are trying to carve out a
sustainable business niche. The sector is
changing fast, and they must quickly
develop a service that users are prepared to
pay for.
Picture a start-up technology business,
where the founders are trying to carve out a
sustainable business niche. The sector is
changing fast, and they must quickly
develop a service that users are prepared to
pay for.

7. This is tricky!
They can only find out so much through
market research, so they need to experiment.
This means trying a variety of different
offerings.
Step-by-step, they need to learn from these
and try improved offerings until they develop
a solution that really works
They can only find out so much through
market research, so they need to experiment.
This means trying a variety of different
offerings.
Step-by-step, they need to learn from these
and try improved offerings until they develop
a solution that really works

8. You Need to Revise your Plans
You can probably see that many work-related
projects - particularly those involving
complex, fast-moving situations - resemble
this scenario.
You can be working towards one deliverable
or solving one problem, but then need to
change course and revise your plans.
You can probably see that many work-related
projects - particularly those involving
complex, fast-moving situations - resemble
this scenario.
You can be working towards one deliverable
or solving one problem, but then need to
change course and revise your plans.

9. Problems of the Traditional Style
If you're using a traditional project
management approach, these revisions will
lead to missed deadlines, inflated costs, and
increased workloads.
If you're using a traditional project
management approach, these revisions will
lead to missed deadlines, inflated costs, and
increased workloads.

10. Product Relevance
And, in a worst-case scenario, you can find
that the situation has changed so much during
the course of the project that your final
product, when it is eventually delivered, is no
longer relevant.
And, in a worst-case scenario, you can find
that the situation has changed so much during
the course of the project that your final
product, when it is eventually delivered, is no
longer relevant.

11. Product Relevance
And, in a worst-case scenario, you can find
that the situation has changed so much during
the course of the project that your final
product, when it is eventually delivered, is no
longer relevant.
And, in a worst-case scenario, you can find
that the situation has changed so much during
the course of the project that your final
product, when it is eventually delivered, is no
longer relevant.

12. 'Agile'- what and for what
Agile Project Management is an approach
that helps you deal with these challenges. In
this session, we'll describe what 'Agile' is, and
we'll explain why it's beneficial.
Agile Project Management is an approach
that helps you deal with these challenges. In
this session, we'll describe what 'Agile' is, and
we'll explain why it's beneficial.

13. Really What is Agile Project
Management?
you can probably see that many work-
related projects - particularly those
involving complex, fast-moving situations
- resemble this scenario.
you can probably see that many work-
related projects - particularly those
involving complex, fast-moving situations
- resemble this scenario.

14. Need to Change
You can be working towards one
deliverable or solving one problem, but
then need to change course and revise
your plans.
You can be working towards one
deliverable or solving one problem, but
then need to change course and revise
your plans.

15. Really What is Agile Project
Management?
If you're using a traditional project
management approach, these revisions
will lead to missed deadlines, inflated
costs, and increased workloads.
If you're using a traditional project
management approach, these revisions
will lead to missed deadlines, inflated
costs, and increased workloads.

16. In the Worst Scenario
You can find that the situation has
changed so much during the course of
the project that your final product, when it
is eventually delivered, is no longer
relevant.
You can find that the situation has
changed so much during the course of
the project that your final product, when it
is eventually delivered, is no longer
relevant.

17. In the Worst Scenario
f you're using a traditional project
management approach, these revisions
will lead to missed deadlines, inflated
costs, and increased workloads.
f you're using a traditional project
management approach, these revisions
will lead to missed deadlines, inflated
costs, and increased workloads.

18. In the Worst Scenario
And, in a worst-case scenario, you can
find that the situation has changed so
much during the course of the project that
your final product, when it is eventually
delivered, is no longer relevant.
And, in a worst-case scenario, you can
find that the situation has changed so
much during the course of the project that
your final product, when it is eventually
delivered, is no longer relevant.

19. In the Worst Scenario
And, in a worst-case scenario, you can
find that the situation has changed so
much during the course of the project that
your final product, when it is eventually
delivered, is no longer relevant.
And, in a worst-case scenario, you can
find that the situation has changed so
much during the course of the project that
your final product, when it is eventually
delivered, is no longer relevant.

20. Really What is Agile Project
Management?
Agile Project Management is an
approach that helps you deal with these
challenges. In this article, we'll describe
what Agile is, and we'll explain why it's
beneficial.
Agile Project Management is an
approach that helps you deal with these
challenges. In this article, we'll describe
what Agile is, and we'll explain why it's
beneficial.

21. Product- What customers want
The end product of an agile project may
be very different from the one that was
envisaged at the outset. However,
because of the checking process, team
members can be sure that the product is
one that customers want.
The end product of an agile project may
be very different from the one that was
envisaged at the outset. However,
because of the checking process, team
members can be sure that the product is
one that customers want.

22. Feeling Forward
This makes Agile Project Management
particularly appropriate for new or fast-
moving businesses, for those in a fast-
changing environment, or for highly
complex situations, where managers are
"feeling their way forward" to find the
optimum business model.

23. For Urgent Projects
It's also helpful with urgent projects that
can't wait for a full, traditional project to
be set up.

24. The Origins of Agile
The elements of Agile Project
Management have been around for
decades. However, two events helped
to lay the foundations for the approach.

25. The New Product Development
Game
First, in 1986, Hirotaka Takeuchi and
Ikujiro Nonaka published an article
called "The New New Product
Development Game" in the Harvard
Business Review.

26. Rugby Like Method
In it, the authors outlined a new way of
developing products that resembled a
rugby match.

27. Constant Re-evaluation
They imagined a project management
approach in which, just as on the pitch, team
members would achieve their goal by
constantly re-evaluating the situation and
responding accordingly.

28. Meeting customer's needs
Projects would therefore evolve, but
would lead to products that met
customers' needs more fully as a result.

29. Agile Project Manifesto
The second event occurred in 2001,
when a group of software and project
experts met to discuss what their most
successful projects had in common.
They created the
Agile Project Manifesto , which outlined
the values and principles that
underpinned Agile Project Management.

30. Takeuchi and Nonaka's book
Agile Project Management is built on
the product development approach of
Takeuchi and Nonaka, and incorporates
the values and principles outlined in the
Agile Project Manifesto.

31. Agile Versus Traditional Project
Management
Let's compare Agile Project
Management with traditional project
management to show how the
approaches differ.

32. Comaparison Table 1
Agile Project Management Traditional Project Management
Teams are self-directed and are
free to accomplish deliverables
as they choose, as long as they
follow agreed rules.
Teams are typically tightly
controlled by a project manager.
They work to detailed schedules
agreed at the outset.

33. Comaparison Table 2
Agile Project Management Traditional Project Management
Project requirements are
developed within the process as
needs and uses emerge. This
could mean that the final
outcome is different from the
one envisaged at the outset.
Project requirements are
identified before the project
begins. This can sometimes
lead to "scope creep," because
stakeholders often ask for more
than they need, "just in case."

34. Comaparison Table 3
Agile Project Management Traditional Project Management
User testing and customer
feedback happen constantly. It's
easy to learn from mistakes,
implement feedback, and evolve
deliverables. However, the
constant testing needed for this
is labor-intensive, and it can be
difficult to manage if users are
not engaged.
User testing and customer
feedback take place towards the
end of the project, when
everything has been designed
and implemented. This can
mean that problems can emerge
after the release, sometimes
leading to expensive fixes and
even public recalls.

35. Comaparison Table 4
Agile Project Management Traditional Project Management
Teams constantly assess the
scope and direction of their
product or project. This means
that they can change direction at
any time in the process to make
sure that their product will meet
changing needs. Because of
this, however, it can be difficult
to write a business case at the
outset, because the final
outcome is not fully known.
Teams work on a final product
that can be delivered some time
- often months or years - after
the project begins. Sometimes,
the end product or project is no
longer relevant, because
business or customer needs
have changed.

36. Comaparison Table 5
Agile Project Management Traditional Project Management
Best where the end-product is
uncertain, or where the
environment is changing fast.
Best in STABLE environment
where a defined deliverable is needed
for a fixed budget

37. "Scrums" and "Sprints"
Agile Project Management is also
different from other project management
techniques in the roles and events it
uses. See the various roles and events
it use in the slides ensue:

38. SCRUM Framework
The heart of Agile Project Management
is the "scrum" framework. This uses
specific roles, events, meetings, and
increments to deliver a usable product,
say, every 30 days.

39. 1. The product owner
An expert on the product being
developed. He or she represents key
stakeholders, customers, and end
users, and is responsible for prioritizing
the project and getting funding.

40. Duties: Product Owner
The product owner describes how
people will use the final product,
communicates customer needs, and
helps the team develop the right
product. His or her expertise also helps
combat scope creep.

41. 2. The scrum master
Responsible for managing the process.
This person solves problems, so that
the product owner can drive
development and maximize return on
investment. The scrum master ensures
that each sprint is self-contained, and
that it doesn't take on additional
objectives.

42. 3. The team
The group of professionals responsible
for turning requirements into
functionality. The team should be
working on this project and nothing else
until its completion.

43. Sprint Phase
The team will work on each project via
"sprints" - 30-day phases of work which
deliver completed, tested, documented,
and functioning products at their
conclusion.

44. The Sprint Cycle
Each sprint begins with a sprint
planning meeting. Here, team members
decide what they can deliver within 30
days. They define the goal and assign
task responsibilities.

45. Proces and Accomplishments
During the sprint, team members focus
solely on achieving their defined goal.
They will meet every day for a 15-
minute meeting to report on progress, to
discuss what they will work on that day,
and to talk through any challenges that
they're facing. These meetings are an
essential part of the daily inspection
process.

46. Change to What Works
Teams are free to change their
approach, based on what works for the
specific project.

47. Reporting
In Agile Project Management, there are
regular opportunities for reporting on
progress.

48. Sprint Meeting
As well as daily scrum meetings, team
members meet the product owner and
key stakeholders after each sprint to
present the sprint deliverable. In this
meeting, the group decides together
what they should change for the next
sprint.

49. Retrospective Sessions
After this, the scrum master (and
sometimes the product owner) holds a
retrospective meeting, in which they
look at the process that they used in the
last sprint and decide what they can
improve for the next one.

50. Social Media
If you're working with a virtual team, make
sure that everyone is using the same
instant messaging (IM) software to speed
communication. Virtual meeting software is
essential for daily scrum meetings.
Social media can also be useful for helping
team members collaborate between
meetings.

51. Key Points
Agile Project Management aims to
deliver fully working upgrades of a
product or process on a regular basis -
typically, every 30 days.

52. Fast-Changing Environments
It's ideal for software development and
other projects where requirements are
likely to change during the project - for
example, in new or fast-growing
businesses or in fast-changing business
environments.

53. Conforming to Customer's Needs
Teams are entirely self-managed and
have the freedom to change their
approach when needed. This flexibility
can save costs and ensure that the final
product meets customers' needs.

54. A Final Note
More and more organizations are taking
an agile approach to managing projects
- make sure that you know about its
advantages!

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