Lecture Project management: The managerial process (5/e): Chapter 17 - Erik W. Larson, Clifford F. Gray
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Student Version
CHAPTER SEVENTEEN
An Introduction to
Agile Project
Management
McGrawHill/Irwin
Copyright © 2011 by The McGrawHill Companies, Inc. All
rights reserved.
Where
Where We
WeAre
Are Now
Now
17–2
Traditional
Traditional PM
PM versus
versus Agile
Agile Methods
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.
17–3
Traditional
Traditional Project
Project Management
Management versus
versus
Agile
Agile Project
Project Management
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
17–4
Project
Project Uncertainty
Uncertainty
FIGURE 17.1
17–5
Agile
Agile Project
Project Management
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 reevaluate
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.
17–6
Iterative,
Iterative, Incremental
Incremental Product
Product Development
Development
FIGURE 17.2
17–7
Agile
Agile Project
Project Management
Management (cont’d)
(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.
17–8
Agile
Agile PM
PM Principles
Principles
Focus
Focuson
on customer
customervalue
value
Iterative
Iterativeand
andincremental
incrementaldelivery
delivery
Experimentation
Experimentationand
andadaptation
adaptation
Self-organization
Self-organization
Continuous
Continuousimprovement
improvement
17–9
Popular
Popular Agile
Agile PM
PM Methods
Methods
Scrum
Scrum
Crystal
CrystalClear
Clear
Extreme
Extreme
Programming
Programming
RUP
RUP(Rational
(Rational
Unified
UnifiedProcess)
Process)
Agile
AgileModeling
Modeling
Rapid
RapidProduct
Product
Development
Development(PRD)
(PRD)
Agile
Agile PM
PM
Methods
Methods
Dynamic
DynamicSystems
Systems
Development
Development
Method
Method(DSDM)
(DSDM)
Lean
LeanDevelopment
Development
17–10
Agile
Agile PM
PM in
in Action:
Action: Scrum
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
17–11
Key
Key Roles
Roles and
and Responsibilities
Responsibilities
in
in the
the Scrum
Scrum Process
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.
17–12
Applying
Applying Agile
Agile to
to Large
Large Projects
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.
17–13
Limitations
Limitations and
and Concerns
Concerns of
of Agile
Agile PM
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.
17–14
Key
Key Terms
Terms
Feature
Iterative incremental development (IID)
Scrum meeting
Scrum Master
Sprint backlog
Product Backlog
Product Owner
Scaling
Agile PM
Self Organizing Team
17–15
