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Chapter 17

Agile Chapter 17

YUNUS6
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Chapter 17

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  1. CHAPTER SEVENTEEN An Introduction to Agile Project Management Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama Where We Are Now Where We Are Now Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–2 1

  2. Traditional PM versus Agile Methods 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. Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–3 Traditional Project Management versus Traditional Project Management versus Agile Project Management 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 Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–4 2

  3. Project Uncertainty Project Uncertainty FIGURE 17.1 Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–5 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. • Stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals. • 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. Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–6 3

  4. Iterative, Incremental Product Development Iterative, Incremental Product Development FIGURE 17.2 Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–7 Agile Project Management (cont’d) 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. Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–8 4

  5. Agile PM Principles Agile PM Principles Focus on customer value Focus on customer value Iterative and incremental delivery Iterative and incremental delivery Experimentation and adaptation Experimentation and adaptation Self-organization Self-organization Continuous improvement Continuous improvement Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–9 Popular Agile PM Methods Popular Agile PM Methods Scrum Scrum Crystal Clear Crystal Clear Extreme Programming Programming Extreme RUP (Rational Unified Process) Unified Process) RUP (Rational Agile PM Methods Methods Agile PM Dynamic Systems Development Method (DSDM) Method (DSDM) Dynamic Systems Development Agile Modeling Agile Modeling Rapid Product Development (PRD) Development (PRD) Rapid Product Lean Development Lean Development Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–10 5

  6. Agile PM in Action: Scrum 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 Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–11 Scrum Development Process Scrum Development Process FIGURE 17.3 Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–12 6

  7. Key Roles and Responsibilities in the Scrum Process in the Scrum Process Key Roles and Responsibilities • 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. Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–13 Scrum Meetings Scrum Meetings FIGURE 17.4 Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–14 7

  8. Partial Product Backlog Partial Product Backlog FIGURE 17.5 Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–15 Partial Sprint Backlog Partial Sprint Backlog FIGURE 17.6 Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–16 8

  9. Applying Agile to Large Projects 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. Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–17 Hub Project Management Structure Hub Project Management Structure FIGURE 17.7 Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–18 9

  10. Limitations and Concerns of Agile PM 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. Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–19 Key Terms Key Terms Feature Iterative incremental development (IID) Scrum meeting Scrum Master Sprint backlog Product Backlog Product Owner Scaling Agile PM Self Organizing Team Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved. 17–20 10

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