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Flashcards in Chapter 17 Deck (16):
1

Agile Project Management

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.

2

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.

3

Traditional PM versus Agile Methods
(Traditional Points)

Design up front
Fixed scope
Deliverables
Freeze design as early as possible
Low uncertainty
Avoid change
Low customer interaction
Conventional project teams

4

Traditional PM versus Agile Methods
(Agile Points)

Continuous design
Flexible
Features/requirements
Freeze design as late as possible
High uncertainty
Embrace change
High customer interaction
Self-organized project teams

5

Agile PM Principles

Focus on customer value
Iterative and incremental delivery
Experimentation and adaptation
Self-organization
Continuous improvement

6

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.

7

Mentors

Mentors are typically superiors who take a special interest in you and your career.

They require loyalty and superior performance.

Take advantage of formal mentoring programs in which experienced project managers are assigned to promising young managers.

Attending conferences, trade fairs, and workshops provides good opportunities to “network” and develop social connections that might precipitate project assignments.

8

Finding a Mentor

Acknowledge that having help is a good thing

Identify successful people that you respect or admire for the way they do things

Ask what would make you attractive to a mentor?

Interview your short list

9

Being a Mentor

Have a plan that includes short- and long-term goals

Have something to exchange

Make a good impression

Make it rewarding for both parties

10

Popular Agile PM Methods

Scrum
ExtremeProgramming
Agile Modeling
Rapid Product Development (PRD)
Crystal Clear
RUP (Rational Unified Process)
Dynamic Systems Development Method (DSDM)
Lean Development

11

Agile PM in Action: Scrum

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

12

Key Roles & 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.

13

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.

14

Limitations & 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.

15

Success in Key Projects

Pick projects more for the quality of the people working on them than for the scope of the projects.

Keep a diary of your observations and review and refine lessons learned.

Avoid run-of-the-mill projects or assignments.
Seek high-profile projects that have some risks and tangible payoffs.

Consider moving to a different company or even a different industry that might provide more project management opportunities.

16

Gaining Visibility

Get actively involved in local community opportunities to manage projects.
Develop contacts by volunteering for task forces and projects that allow access to higher-ups and other departments.