.will only buy answers , when are finish will not place a bid will only buy when finish.1. when faced with a project having mulitiple stakeholders and and unknown scope, ------------project managment

12/30/2017 1 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–1 Where We Are Now Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. Learning Objectives 1. Recognize the conditions in which traditional project management versus agile project management should be used 2. Understand the value of incremental, iterative development for creating new products 3. Identify core Agile principles 4. Understand the basic methodology used in Scrum 5. Recognize the limitations of Agile project management 16–2 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. Chapter Outline 16-1Traditional versus Agile Methods 16-2Agile PM 16-3Agile PM in Action: Scrum 16-4Applying Agile PM to Large Projects 16-5Limitations and Concerns 16–3 12/30/2017 2 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–4 Traditional versus Agile Methods •Traditional Project Management 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 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. Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–5 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. Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–6 Project Uncertainty FIGURE 16.1 12/30/2017 3 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–7 The Waterfall Approach to Software Development FIGURE 16.2 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–8 Traditional Project Management versus Agile Project Management TABLE 16.1 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 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–9 Iterative, Incremental Product Development FIGURE 16.3 12/30/2017 4 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–10 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 detection of defects and problems Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–11 Agile PM Principles Focus on customer value Iterative and incremental delivery Experimentation and adaptation Self -organization Continuous improvement Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–12 Popular Agile PM Methods Agile PM Methods Crystal Clear RUP (Rational Unified Process) Dynamic Systems Development Method (DSDM) Scrum ExtremeProgramming Agile Modeling Rapid Product Development (PRD) Lean Development 12/30/2017 5 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–13 Agile PM in Action: Scrum •Scrum Methodology –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. Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–14 Scrum Development Process FIGURE 16.4 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–15 Key Roles and Responsibilities in the Scrum Process •Product Owner –Acts on behalf of customers/end users to represent their interests. •Development Team –Is a team of five to nine people with cross -functional skill sets 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. 12/30/2017 6 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–16 Scrum Meetings FIGURE 16.5 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–17 Partial Product Backlog FIGURE 16.6 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–18 Partial Sprint Backlog FIGURE 16.7 12/30/2017 7 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–19 Sprint Burndown Chart FIGURE 16.8 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–20 Release Burndown Chart After Six Sprints FIGURE 16.9 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–21 Applying Agile PM to Large Projects •Scaling –Uses 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. 12/30/2017 8 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–22 Hub Project Management Structure FIGURE 16.10 Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–23 Limitations and 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 to nine dedicated team members to complete the work.

•It requires active customer involvement and cooperation.

Copyright © 2018 McGraw -Hill Education. All rights reserved. No reproduction or distribution without the prior written consent o f McGraw -Hill Education. 16–24 Key Terms Agile PMFeatureIterative incremental development (IID)Product backlog Product owner Release burndown chartScalingSelf-organizing team Sprint backlogSprint burndown chart