April 11th, 2022 
Chapter Sixteen
An Introduction to Agile Project Management
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Where We Are Now
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Project Management 6e.
Learning Objectives
Recognize the conditions in which traditional project management versus agile project management should be used
Understand the value of incremental, iterative development for creating new products
Identify core Agile principles
Understand the basic methodology used in Scrum
Recognize the limitations of Agile project management
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Chapter Outline
16-1Traditional versus Agile Methods
16-2Agile PM
16-3Agile PM in Action: Scrum
16-4Applying Agile PM to Large Projects
16-5Limitations and Concerns
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Traditional versus Agile Methods
Traditional Project Management 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 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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Project Management 6e.
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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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Project Management 6e.
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Project Uncertainty
FIGURE 16.1
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Project Management 6e.
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The Waterfall Approach to Software Development
FIGURE 16.2
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Traditional Project Management versus Agile Project Management
TABLE 16.1
| 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 |
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Project Management 6e.
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Iterative, Incremental Product Development
FIGURE 16.3
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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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Agile PM Principles
Focus on customer value
Iterative and incremental delivery
Experimentation and adaptation
Self-organization
Continuous improvement
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Popular Agile PM Methods
Agile PM Methods
Crystal Clear
RUP (Rational Unified Process)
Dynamic Systems Development Method (DSDM)
Scrum
ExtremeProgramming
Agile Modeling
Rapid Product Development (PRD)
Lean Development
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Project Management 6e.
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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 16.4
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Key Roles and Responsibilities in the Scrum Process
Product Owner
Acts on behalf of customers/end users to represent their interests.
Development Team
Is a team of five to nine people with cross-functional skill sets 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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Scrum Meetings
FIGURE 16.5
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Partial Product Backlog
FIGURE 16.6
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Partial Sprint Backlog
FIGURE 16.7
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Sprint Burndown Chart
FIGURE 16.8
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Release Burndown Chart After Six Sprints
FIGURE 16.9
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Applying Agile PM to Large Projects
Scaling
Uses 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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Hub Project Management Structure
FIGURE 16.10
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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 to nine dedicated team members to complete the work.
It requires active customer involvement and cooperation.
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Key Terms
Agile PM
Feature
Iterative incremental development (IID)
Product backlog
Product owner
Release burndown chart
Scaling
Self-organizing team
Sprint backlog
Sprint burndown chart
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