Agile project management
Agile project management
Key characteristics of agile project management include: continuous improvement, cross-functional teams, short iterations, an incremental approach, and business priorities and customer value. [The Art of Agile Development. James Shore.]
Agile triangle
The agile triangle includes value, quality, and constraints as its parameters. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Agile iron triangle
The agile iron triangle includes cost, scope, and schedule as its parameters. Constraints is a parameter included in the agile triangle, not the agile iron triangle. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Agile project management model
Jim Highsmith’s agile project management model consists of the following five phases: Envisioning, speculating, exploring, adapting, and closing. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
We apply empirical process control where underlying mechanisms are not well defined.
Agile project management differs fundamentally from traditional project management in the following ways: High-level project scope, multiple iterations of product development, teams are self-organizing, extensive customer involvement. [Manifesto for Agile Software Development. Agile Alliance.]
Key characteristics of agile project management include: continuous improvement, cross-functional teams, short iterations, an incremental approach, and business priorities and customer value. [The Art of Agile Development. James Shore.]
Jim Highsmith’s agile project management model consists of the following sequential five phases: Envisioning, speculating, exploring, adapting, and closing. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
5 phases :
Envisioning
The focus in the envisioning phase is on project vision, scope (and requirements), project schedule, and assembling a project team. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Speculating
The focus in the speculation phase is on estimating iteration and release plans, defining feature breakdown, developing a rough project plan, considering project risk and risk mitigation strategies, and estimating project costs. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Exploring
When conducting the exploring phase, project leaders assist developers by removing any obstacles or constraints that my impeded progress, and managing interaction with product owners, customers, and other stakeholders. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
In the exploring phase, the agile team focuses on designing, building, and testing product features. This occurs within useful increments to the customer. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Adapting
In the adapting phase, the agile team encourages feedback of the latest deliverable of an iteration. From the feedback, the team adapts product features and plans for the subsequent iteration. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
In the adapting phase, the agile team leader may make adjustments to the team makeup, like problems raised by team members, if any team dynamic problems arise. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Closing
In the closing phase, the agile team completes all remaining project work. In a software project, remaining work can be such tasks as user training documentation and installation manuals. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Agile plan
Showing dependencies of one task on others is not a characteristic of an agile plan.
Since in agile we focus on creating a pull system rather than push system and we start with a top level plan first.
Principle of last responsible moment
In agile we do things at last responsible moment.
The stories should have details and acceptance criteria attached before they get developed not before they get estimated.
Agile and traditional project management
Definition of business objectives occurs during the initiating phase in a traditional project management effort. [Manifesto for Agile Software Development. Agile Alliance.]
The agile and traditional project management methods share closing as a phase name. Closing occurs as the last phase in both methods. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Traditional project management phases
The traditional project management phases are typically introduced in the following sequence: Initiating, planning, executing, monitoring and controlling, and closing. It is important to note that monitoring and controlling happen concurrently and throughout the project life-cycle with other phases. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Agile Works
Completing remaining project work
Authoring user documentation
Authoring product release instructions
Agile project management phases
The agile project management phases, in sequence, are: Envisioning, speculating, exploring, adapting, closing. [Manifesto for Agile Software Development. Agile Alliance.]
Agile development process
The agile development process has multiple iterations that focus on specific product features, encourages heavy customer feedback, and is adaptive to changing customer requirements. [Agile Project Management: Creating Innovative Products – 2nd Edition. Jim Highsmith.]
Iteration
A cornerstone of Agile development is ‘incremental delivery.’
Incremental delivery is the frequent delivery of working products, which are successively improved, to a customer for immediate feedback and acceptance. Typically, a product is delivered at the end of each sprint or iteration for demonstration and feedback. In this feedback technique, a customer can review the product and provide updated requirements. Changed/updated/refined requirements are welcomed in the agile process to ensure the customer receives a valuable and quality product. A sprint or iteration typically lasts from two to four weeks and at the end a new and improved product is delivered, incrementally. [The Art of Agile Development. James Shore.]
Project and quality standards
Refined over time
All agile efforts have project and quality standards that the team defines collaboratively at the beginning of an effort and refines collaboratively throughout the effort. Project and quality standards help an agile team with team cohesion and provide a structure, albeit one that can adapt as the project evolves, to promote a self-disciplined environment. There is no ‘one size fits all’ standards definition in agile; because every project is different, it has been shown that the team should define which project and quality standards it should hold itself against and strive to conform to those standards while also being open to adapting those standards throughout the project to optimize performance and delivered value. Project standards can range from where the daily stand-up meeting is located and how long each participant has to share his or her progress and challenges to highly specific software coding styles, methods for test-driven development, and what the team’s definition of ‘done-done’ means. [Agile Software Development: The Cooperative Game – 2nd Edition. Alistair Cockburn.]
Leave a Reply
You must be logged in to post a comment.