Explore the evolution of project management as we delve into the core principles of traditional methodologies and the dynamic world of Agile, spotlighting the Kanban system. This SlideShare offers insights into their unique strengths, challenges, and contexts of use, helping professionals make informed choices for their project needs. Dive in to discover the contrasts and find the right fit for your team!

1. SOFTWARE ENGINEERING
FOR DATA INTENSIVE
SCIENCES
NAME : GEORGE OFORI
MATRICULATION NUMBER : 42200326
COURSE NAME : SOFTWARE ENGINEERING
FOR DATA INTENSIVE SCIENCES

2. TRADITIONAL AND AGILE PROJECT
MANAGEMENT

3. TABLE OF
CONTENT
• Introduction(TPM VS APM)
• Differences between traditional and agile project
management
• Why Agile
• Case Study: TechSolutions
• The Pain Points of Traditional Project
Management
• Kanban Technology
• Steps for Migration to Kanban
• Potential Challenges and Mitigation
• Realistic Timeline for Migration
• Conclusion

4. INTRODUCTION
• Project management plays a crucial role in guiding the
development and delivery of software projects.
• Traditionally, project management has followed a structured
and linear approach
• In recent years, the agile movement has gained momentum,
offering a more flexible and iterative methodology.
• The adoption of agile in software development has been
driven by its ability to address several pain points associated
with traditional project management.

5. TRADITIONAL PROJECT MANAGEMENT(TPM)

6. AGILE PROJECT MANAGEMENT

7. DIFFERENCES BETWEEN TRADITIONAL AND AGILE PROJECT
MANAGEMENT
1. Adaptive vs Predictive Planning
Agile Management
Planning is done in iterations, with
requirements and priorities changing as
the project progresses. Risk management
is done as part of each iteration, and the
schedule is flexible.
Traditional Management
Projects are planned upfront and any
changes require a formal change request
process. Risk management is done
upfront, and the schedule and budget are
fixed.

8. 2. Team Structure : Layered vs Collaborative
Traditional Management
Team structure is typically hierarchical with clear
roles and responsibilities defined upfront.
Communication flows vertically up and down
the hierarchy.
Agile Management
Team structure is usually cross-functional and self-
organizing. Communication is open and frequent,
with an emphasis on collaboration and problem-
solving.

9. 3. Documentation: Comprehensive vs Minimal
Traditional Management
Heavy emphasis on documentation,
including detailed project plans, status
reports, and change requests.
Documentation is often a legal
requirement.
Agile Management
Documentation is kept to a minimum, with
the focus on working software and user
stories. Status is tracked using visual
management tools like burn-down charts
and Kanban boards.

10. 4. Quality Assurance: End-of-Project vs Continuous
Traditional Management
Quality assurance is done at the end
of the project or phase, in a dedicated
testing cycle. Testing is often done
by a separate QA team.
Agile Management
Quality assurance is built into
each iteration, with automated
testing and continuous
integration. Testing is done by
the development team as part of
each iteration.

11. 5. Risk Management: Upfront vs Ongoing
Traditional Management
Risks are identified and
assessed upfront, often with a
dedicated risk management
plan. Risks are monitored but
not reassessed unless a formal
change request is made.
Agile Management
Risk management is done as part of each
iteration, with risks identified, assessed,
and reassessed on an ongoing basis. This
allows for more rapid mitigation of risks.

12. Why Agile?
• Agile enables faster delivery of working software,
greater customer satisfaction, and the ability to adapt to
changing requirements more easily.
• Agile teams are more flexible and better able to adapt to
changing circumstances or requirements. They often
have a stronger sense of ownership and commitment to
the product they are building.
• Agile emphasizes working software over comprehensive
documentation, allowing development teams to focus on
delivering value to the customer faster
• Continuous quality assurance allows for faster feedback
and more rapid bug fixing, leading to higher-quality
software in less time.
• Ongoing risk management allows for faster mitigation of
risks, leading to more successful projects with fewer
surprises.

13. CASE STUDY: TECHSOLUTIONS
The project management process at TechSolutions follows a waterfall
model, with a fixed sequence of phases, including requirements gathering,
design, implementation, testing, and deployment.
The project scope, timeline, and deliverables are defined upfront during the
planning phase.
The development team is divided into specialized departments, and each
department is responsible for its designated phase of the project.

14. The Pain Points of Traditional Project Management
1. Missed Deadlines
Without a more flexible approach,
deadlines can be difficult to meet and
cause delays.
2. Communication Breakdowns
The chain of command and
communication can become
muddled.
3. Inflexibility
Traditional methods do not offer the
same level of adaptability and
responsiveness as agile
methodologies.

15. KANBAN
METHODOLOGY
• Kanban is an Agile approach that
emphasizes continuous flow and
visualizing the workflow.
• It allows for flexibility and is suitable for
projects with changing requirements and
dynamic environments.
• Kanban is best suited for projects with a
steady stream of incoming work.

16. Core Concepts of
Kanban
• Visual Board: Represents the
workflow with cards moving
across different stages, making it
easy to track progress.
• Work in Progress (WIP)
Limits: Sets maximum limits
for tasks in each stage to prevent
overloading the team.
• Continuous Delivery: Work
items move from one stage to
another as soon as capacity
allows, promoting a smooth
flow.

17. Steps for Migration to Kanban
1. Organize Cross-Functional Teams:
 Create small, self-organizing teams with diverse skills to enhance collaboration and
communication.
 Restructure existing departments into cross-functional teams for better alignment.
2. Visualize the Workflow:
 Establish a Kanban board with columns representing different stages of the
workflow (e.g., To-Do, In Progress, Review, Done).
 Use cards or sticky notes to represent work items and move them across the
board as they progress.

18. Steps for Migration to Kanban
3. Implement WIP Limits:
 Set WIP limits for each stage to ensure a balanced workflow and prevent overloading the
team.
 Enforce WIP limits strictly, which encourages focus and reduces multitasking.
4. Continuous Delivery and Feedback:
 Encourage continuous delivery by moving work items through the workflow
as soon as capacity allows.
 Gather feedback regularly to identify bottlenecks, improve processes, and
optimize flow.

19. Potential Challenges and Mitigation
1. Resistance to Change:
 Communicate the benefits of Kanban to the team and involve them in the
migration process.
 Provide training and support to help team members understand and embrace the
new approach.
2. Establishing Effective WIP Limits:
 Start with reasonable WIP limits based on team capacity and gradually adjust as
needed.
• Regularly review and update WIP limits to match the team's evolving capabilities

20. Realistic Timeline for Migration
Phase 1: Introduction and Training
Duration: 2 weeks
• Introduction to Kanban: Conduct an introductory session to familiarize all
teams with the Kanban methodology, its principles, and core concepts.
• Training Sessions: Organize training sessions for team members to
understand how to use the Kanban board, set WIP limits, and visualize the
workflow effectively.
• Q&A and Feedback: Encourage team members to ask questions and
provide feedback during training to address any concerns or doubts.

21. Phase 2: Pilot Projects
 Duration: 4 weeks (2 weeks for each pilot project)
• Select Pilot Teams: Identify two cross-functional teams to run pilot
projects using Kanban methodology.
• Set Up Kanban Boards: Help pilot teams set up their Kanban boards
with relevant columns and WIP limits based on their workflow.
• Coaching and Support: Provide coaching and support to pilot teams
during the initial implementation phase.
• Monitor Progress: Regularly monitor and collect data on the pilot
projects to assess their performance and identify areas for improvement.
• Gather Feedback: Conduct feedback sessions with pilot teams to
understand their experiences, challenges, and suggestions.
Realistic Timeline for Migration

22. Phase 3: Adjustments and Expansion
 Duration: 2 weeks
1. Evaluate Pilot Projects: Evaluate the performance of the pilot projects based on
defined metrics and success criteria.
2. Identify Improvements: Analyze feedback and data from the pilot projects to
identify areas that need improvement.
3. Adjust WIP Limits and Workflow: Based on feedback and data analysis, make
necessary adjustments to WIP limits and workflow stages to optimize flow.
4. Expand Kanban Implementation: Gradually expand Kanban implementation to
all remaining teams, taking lessons learned from pilot projects into account.
Realistic Timeline for Migration

23. Realistic Timeline for Migration
Phase 4: Continuous Improvement and Scaling
 Duration: Ongoing
1. Monitor and Review: Continuously monitor the teams' progress, flow efficiency,
and customer satisfaction using Kanban boards and metrics.
2. Regular Retrospectives: Conduct regular retrospectives with teams to identify
process improvements and celebrate successes.
3. Scaling Agile Practices: Encourage cross-team collaboration and scaling Agile
practices throughout the organization.
4. Adapt and Evolve: Be open to adjustments and improvements based on
feedback, changing project requirements, and team readiness.

24. CONCLUSION
• The key ideas presented highlight the fundamental differences between traditional
and agile project management and emphasize the benefits of adopting agile
methodology Kanban.
• Most Important Differences Between Traditional and Agile Management:
1. Approach and Flexibility
2. Customer Focus and Collaboration
3. Visual Management and Continuous Delivery
In all, embracing agile methodologies like Kanban offers TechSolutions the
opportunity to overcome traditional management pain points and unlock the
potential for a more efficient, adaptable, and customer-centric software development
process. With careful planning and continuous improvement, TechSolutions can
achieve long-term success and stay competitive in the ever-evolving landscape of
software development.

25. REFERENCES
1. Santos, P. de O. & de Carvalho, M. M. (2022). Lean and Agile Project Management: an
overview of the literature
exploring complementarities. The Journal of Modern Project Management, 8(2).
https://doi.org/10.19255/JMPM02408
2. Papadakis, E. & Tsironis, L. (2022). Towards a hybrid project management framework: A
systematic literature review on traditional, agile and hybrid techniques. The Journal of Modern
Project Management, 8(2). https://doi.org/10.19255/JMPM02410.
3. Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. John Wiley & Sons.
4. Sutherland, J. (2014). Scrum: The Art of Doing Twice the Work in Half the Time. Crown
Business.

26. THANK YOU