In this chapter the core principles of Agile PM are discussed and compared with traditional project management methods. A specific agile methodology called Scrum is used to describe these principles in action. The chapter concludes with a discussion of limitations and concerns. | 17–1 Project Management 6e. 17–2 Where We Are Now 17–2 Project Management 6e. 17–3 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. 17–3 Project Management 6e. 17–4 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 | 17–1 Project Management 6e. 17–2 Where We Are Now 17–2 Project Management 6e. 17–3 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. 17–3 Project Management 6e. 17–4 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. 17–4 Project Management 6e. 17–5 Traditional Project Management versus Agile Project Management TABLE 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 17–5 Project Management 6e. 17–6 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 .
