agile project management powerpoint

8/22/2019 Agile Project Management PowerPoint

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Agile Project Management

By: Jim Highsmith

Presented by: Brian Faulk


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APM

Brief Description:

A style of product development that concentrateson adaptive and exploratory, rather than

anticipatory and prescriptive management.


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Reliable Innovation

There are five key business objectives for a goodexploration process such as Agile Project

Management (APM)1. Continuous Innovation- To deliver on current customer

requirements.

2. Product adaptability- To deliver on future customerrequirements.

3. Reduced delivery schedules- To meet market windows

and improve returns on investments (ROI)4. People and Process Adaptability- To respond rapidly to

product and business change.

5. Reliable Results- To support business growth andprofitability


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Reduced Delivery Schedules

The iterative, feature-based nature ofAPM

contributes to reducing delivery schedules inthree key ways: focus, streamlining, and skill

development.


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Reduced Delivery Schedules Cont.

Focus

First, the constant attention to product featuresand their prioritization in short, iterative time

boxes forces teams (customers and developers)

to carefully consider both the number of features

to include in the product and the depth of those

features. Constant attention reduces the overallworkload by eliminating marginally beneficial

features.


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Reduced Delivery Schedules Cont.

Streamlining

APM

like its lean development counterparts

streamlines the development process,

concentrating on value-adding activities and

eliminating overhead and compliance activities.

Skill Development APMfocuses on selecting and developing

individuals with the right skills for the project.


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Core Agile Values

Agility is more attitude than process, more

environment than methodology. In 1994authors Jim Collins and Jerry Porras (1994)

wrote Built to Last, a book based on their

research that set out to answer the question,

"What makes the truly exceptionalcompanies different from the other

companies?"


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Core Agile Values Cont.

The Manifesto for Agile Software Development established aset of four core values, which with a single word change, formthe core values of APM We are uncovering better ways of developing [products] by

doing it and helping others do it. Through this work we havecome to value: Individuals and interactions over processes and tools Working

[products]5 over comprehensive documentation Customercollaboration over contract negotiation Responding to change overfollowing a plan.

That is, while there is value in the items on the right, we value theitems on the left more.

While these core value statements were originally written foragile software development, they apply directly-with a bit ofinterpretation, and some reorderingto APM.


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Agile Project Management

The central question for project managers, project team members, andexecutives is, "How does project management add value to a project?"Unfortunately, many development engineers consider project

management to be a roadblock

a hindrance, not a help. Project managers are viewed as administrators who put together detailed

task schedules, create colorful resource profiles, bug team members aboutmicro-task completions, and write reams of status reports for uppermanagement, not as direct contributors to delivering value to customers.

APMis a set of values, principles, and practices that assist projectteams in coming to grips with this challenging environment. The corevalues ofAPMaddress both the need to build agile, adaptableproducts and the need to create agile, adaptable development teams.


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The APM Framework

One of the most common questions aboutAPMis, "What aboutthe planning, architecture, and requirements phases?" Thesimple answer is that these things are activities and not phases.

An agile approach can easily include as much time for theseactivities as in a conventional serial phase approach, buttheactivities are spread across multiple iterations.

A second area of concern is the risk of rework in agiledevelopment if the initial architecture work (the discussion inthis section could refer to architecture, plans, or requirements)

misses a critical item. Within this generalAPMframework, the successful completion

of each phase depends upon a series of key practices thatactually guide the work effort. Values and guiding principlesdescribe the whyofAPM, and practices describe the how.


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Our Journey

APMisn't for everyone or every project; it is notauniversal best practice.APMworks well for certain

problem types, in certain types of organizations, withpeople who have a particular cultural perspective,and for managers who have a certain worldview

APMis not defined by a small set of practices andtechniques. It defines a strategic capability to createand respond to change, to balance flexibility andstructure, to draw creativity and innovation out of adevelopment team, and to lead organizationsthrough turbulence and uncertainty.

agile project management powerpoint

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