WIX2002 – PROJECT MANAGEMENT
Week 12 – Agile Project Management
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LEARNING OBJECTIVES
At the end of this topic, students will be able to:
03 Perform a project to track project
schedule, expenses and resources
with the use of suitable project
management tools.
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CONTENT
Traditional VS Agile
01
Agile PM Principles
02
Product Backlog Management
03
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Week 12 – Agile Project Management
Where we are now??
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Week 12 – Agile Project Management
Agile Project Management
Agile PM
◦ Is related to the rolling wave planning
and scheduling project methodology.
◦ 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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Week 12 – Agile Project Management
Project Uncertainty
FIGURE 17.1
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Week 12 – Agile Project Management
Traditional PM versus Agile Methods
Traditional PM Approach
◦ Concentrates on thorough, upfront planning
of the entire project.
◦ Requires a high degree of predictability to be effective.
Agile Project Management (Agile PM)
◦ 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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Week 12 – Agile Project Management
The Waterfall
Approach to
Software
Development
FIGURE 17.2
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Week 12 – Agile Project Management
Iterative, Incremental
Product Development
FIGURE 17.3
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Week 12 – Agile Project Management
Traditional Project Management versus
Agile Project Management
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
TABLE 17.1
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Week 12 – Agile Project Management
Agile Project Management (cont’d)
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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Week 12 – Agile Project Management
Agile PM Principles
Focus on customer value
Iterative and incremental delivery
Experimentation and adaptation
Self-organization
Continuous improvement
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Week 12 – Agile Project Management
Popular Agile PM Methods
Scrum Crystal Clear
Extreme RUP (Rational Unified
Programming Process)
Agile PM
Methods Dynamic Systems
Agile Modeling Development Method
(DSDM)
Rapid Product
Development (PRD) Lean Development
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Week 12 – Agile Project Management
Agile PM in Action: Scrum
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
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Scrum Development Process
FIGURE 17.4
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Week 12 – Agile Project Management
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.
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Week 12 – Agile Project Management
Scrum Meetings
FIGURE 17.5
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Week 12 – Agile Project Management
Partial Product Backlog
FIGURE 17.6
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Week 12 – Agile Project Management
Partial Sprint Backlog
FIGURE 17.7
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Week 12 – Agile Project Management
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.
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Sprint Burndown Chart
FIGURE 17.8
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Week 12 – Agile Project Management
Release Burndown Chart After
Six Sprints
FIGURE 17.9
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Week 12 – Agile Project Management
Hub Project Management Structure
FIGURE 17.10
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Week 12 – Agile Project Management
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.
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Week 12 – Agile Project Management
Key Terms
Agile PM
Feature
Iterative incremental development (IID)
Product backlog
Product owner
Release burndown chart
Release meeting
Scaling
Scrum master
Scrum meeting
Self-organizing team
Sprint backlog
Sprint burndown chart
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