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AGILE PROJECT MANAGEMENT

Cydne Zabel, INFX 543 Winter 2009. AGILE PROJECT MANAGEMENT. Introduction. Agile Methodology Typically applied to the world of software development Work is done in short cycles that yield a functional product at the end.

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AGILE PROJECT MANAGEMENT

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  1. Cydne Zabel, INFX 543 Winter 2009 AGILE PROJECT MANAGEMENT

  2. Introduction • Agile Methodology • Typically applied to the world of software development • Work is done in short cycles that yield a functional product at the end. • The process is adaptive and gives teams opportunity to assess how software will be most useful/marketable to users.

  3. Introduction

  4. Introduction • Lack of alignment between project management and agile methodologies. • Perceptions of traditional management practices cast a shadow • Rigid hierarchical structures normally associated with management make agile methodologies seem “chaotic.”

  5. Introduction • Complex Adaptive Systems • Collective behavior of living systems in nature • Self-organized • Collective intelligence that is “greater than the sum of its parts” • Applied to management • Managers are given a framework, establish rules • Flexible, not rigid • Promotes an adaptive environment, constant feedback, collaboration

  6. The Problem • Project Management as Uninspired Taskmaster • Plan, plan, plan some more • Huge costs • Lack of customer feedback • Potential for failed product • Not ideal for the technical community

  7. The Solution • Project Manager as Visionary Leader • More focus on being a leader, less on being a “taskmaster” • Agile methodology is largely developer-centered, but benefits from a strong leader • Keeps teams in line with the vision of the project, inspires, provides support and promotes collaboration

  8. The Means:an Agile Project Management Framework • The Team as a Complex Adaptive System • “Working masses” have been replaced by skilled knowledge workers • Fundamental ideas of complexity • Living systems are complex • Governed by simple, localized rules • System can undergo spontaneous self-organization • Self-organizing systems are adaptive • Patterns emerge that overlay individual behaviors • Systems co-evolve with their environment

  9. The Means:an Agile Project Management Framework • CAS-based Project Framework • Six practices for Managing Agile Development Project • Guiding Vision • Teamwork and Collaboration • Simple Rules • Open Information • Light Touch • Agile Vigilance

  10. The Means:an Agile Project Management Framework • Guiding Vision • “Establish a guiding vision for the project and continuously reinforce it through words and actions.” • Non-material fields exert force on material objects • In a similar fashion, the intangible parts of a project exert force on tangible ones • Agile project managers can influence and guide a team by defining and sustaining a vision • Keep a focus on the “big picture,” rather than micromanaging the parts

  11. The Means:an Agile Project Management Framework • Teamwork and Collaboration • “Facilitate collaboration and teamwork through relationships and community.” • Project managers should get to know individual members of the team • Team members should be encouraged to get to know each other • Encourage open lines of communication • Hold regular planning sessions • Monitor team dynamics

  12. The Means:an Agile Project Management Framework • Simple Rules • “Establish and support the team’s set of guiding practices.” • Provide a flexible framework for the team to work within • Encourage team members to try practices they are doubtful about • Enough rules to keep everyone on the same path, but not so many as to curb creativity or stifle new ideas

  13. The Means:an Agile Project Management Framework • Open Information • “Provide open access to information.” • Information must be free-flowing for the team to be adaptive • Use techniques to foster information sharing • Place team members in close proximity • Have daily meetings to share information • Make use of bulletin/whiteboards • Bring project sponsors into the project room instead of a conference room

  14. The Means:an Agile Project Management Framework • Light Touch • “Apply just enough control to foster emergent order.” • Increased control does not equal increased order • Apply just enough control • Relinquish some control to allow room for adaptation • Empower the team to function on its own • Have the ability to step back from the team

  15. The Means:an Agile Project Management Framework • Agile Vigilance • “Constantly monitor and adjust.” • “Like herding cats” • Don’t micromanage • Being observant, seeking feedback • Watch and listen • Constantly reinforce the other five of the six practices

  16. Conclusion Project Managers: there is a place for you in Agile Methodology!

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