Z26 project management agile and iterative planning lecture 2a graham collins ucl
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Z26 Project Management Agile and Iterative Planning Lecture 2a Graham Collins, UCL. graham.collins@ucl.ac.uk. Phases of UP. Inception. Agreement on scope Elaboration. Vision, requirements and architecture stabilized, build and test risky core several iterations

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Z26 Project Management Agile and Iterative Planning Lecture 2a Graham Collins, UCL

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Z26 Project Management Agile and Iterative PlanningLecture 2aGraham Collins, UCL


Phases of UP

  • Inception. Agreement on scope

  • Elaboration. Vision, requirements and architecture stabilized, build and test risky core several iterations

  • Construction. Build and test the rest, largest set of iterations

  • Transition. System deployed, beta testing, release evaluation, training

Useful websites

  • www.agilealliance.com

  • www.agilemodelling.com

  • www.martinfowler.com

  • www.jimhighsmith.com

  • www.alister.cockburn.com

  • www.controlchaos.com

  • www.dsdm.org

  • www.rational.com

Further reading

Kent Beck (2000), Extreme Programming explained:embrace change, Addison-Wesley ISBN 0-201-61641-6

Jim Highsmith (2002) Agile Software development Ecosystems, Addison-Wesley ISBN 0-201-76043-6

Paul Allen (2002), Realizing e-Business with Components, Addison-Wesley ISBN0-201-67520-X

Walker Royce (1998), Software Project Management: A Unified Framework, Addison-Wesley ISBN 0-201-30958-0

Ian Graham et al (1997) ,The OPEN Process Specification, Addison-Wesley ISBN0-201-33133-0

Murray Cantor (2002) Software Leadership: A Guide to Successful Software Development,Addison-Wesley, ISBN 0-201-70044-1

Philippe Kruchten (2000) The Rational Unified Process an Introduction, Second Edition, Addison-Wesley new edition being published

Ian Graham (1998), Requirements Engineering and Rapid Development: An object-Oriented Approach, Addison-Wesley ISBN 0-201-36047-0

Predictable projects

  • Possible to complete specifications then build

  • Near start can estimate effort and cost

  • Possible to define schedule and order activities

  • Adaptation to unpredictable change not ‘normal’

Innovative projects

  • Cannot create upfront unchanging annd detailed specification

  • Only as empirical data emerges is it possible to plan and estimate

  • Adaptive steps driven by build-feedback cycles are required

  • Creative adaptation the norm.

Plan Driven Approaches

  • Plan driven methods are considered the traditional way to develop software

  • Methods encourage a waterfall style approach

  • Requirements/design/build/test paradigm

  • Well defined processes that organisations continuously improve

Introduction of Standards

  • MIL-STD-1521

  • IBM

  • Siemens

  • Often for internal use

Software Engineering

  • Process discipline and structured techniques were developed

  • Fitted well with the concept of formal mathematical specification and verification


  • Well defined work products

  • Verification and validation

  • Although iterative and incremental processes (evolutionary) processes have gained momentum, still a high documentation and traceability mandates across requirements, design and code

Process Improvement Cycle

Improve Process

Define Process

Control Process

Measure Process

Perform Process

Plan-driven Concepts

  • Process improvement

  • Process capability

  • Organizational Maturity

  • Process group

  • Risk management

  • Verification and validation

  • Software systems architecture

Document generation rather than software development

‘Planning can cause problems. If too strictly applied, plans and processes can impede innovation or lead to mechanical check list mentality, where the object of the endeavor becomes so focused on the process that the product (often along with the customer) is afforded secondary status.

Barry Boehm & Richard Turner (2004), Balancing Agility and Discipline: A guide for the perplexed, Addison-Wesley

ISBN 0-321-18612-5

eXtreme programming (XP)

  • Planning game

  • Small frequent releases

  • System metaphors

  • Simple design

  • Testing

  • Frequent refactoring

  • Pair programming

  • Team code ownership

  • Continuous integration

  • Sustainable pace

  • Whole team together

  • Coding standards

Pair Programming


  • Self directed and self-organizing teams

  • No external addition of workload to an iteration

  • Daily stand-up meetings

  • 30 day iterations

  • Client driven iterations with demo at end of each to client

Unified Process

  • Development in short timeboxed iterations

  • Develop high-risk high value first

  • Use case driven

  • Architecture centric

  • Accommodate changes early

  • Work together as a team

Method Comparison

Adaptive Planning






Milestone 1 1st May R1…R10 complete

Milestone 2 1st July R11…R20 complete

Improving estimates with Wideband Delphi

  • Kickoff meeting

  • Estimation

  • Meeting

  • Repeat steps

  • Calculate


  • Team members estimate their time budget each iteration

  • Volunteering

  • Visible project plans

  • Iteration Goals: risks, coverage, criticality, (examples demo of product, skills development)

Ranking lists

Tracking Iteration Progress

  • Frequent

  • Wall list for small projects

  • XP task cards held by the volunteer

  • Asking team members to self-record their remaining task effort. Better XP practice of a ‘daily tracker’.

  • Test driven development

Earned value

  • Recognition rules

  • ‘rubber baseline’

  • Experimental stage

  • Philippe Kruchten article

Risk Management

Then develop a management plan on wall, ie risk, actions, owner, status


  • Continuous integration

  • Project Wiki webs

  • Reverse engineering- Somatik

    Caves, walls, digital technology

  • Login