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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Partial Product Backlog

FIGURE 17.6
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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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Hub Project Management Structure

FIGURE 17.10

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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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