AGILE PROJECT MANAGEMENT

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 The Means:an Agile Project Management Framework • The Team as a Complex Adaptive System • “Working masses” have been replaced by skilled knowledge workers • Fundamental ideas of complexity • Living systems are complex • Governed by simple, localized rules • System can undergo spontaneous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!