Term
| Traditional PM versus Agile Methods |
|
Definition
- 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. |
|
|
Term
| Rolling wave planning in Agile Project Management |
|
Definition
Uses iterations (“time boxes”) to develop a workable product that satisfies the customer and other key stakeholders.
Stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals.
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. |
|
|
Term
| 12 Agile Project Management Principles |
|
Definition
1. The highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software/product is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity — the art of maximizing the amount of work not done — is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. |
|
|
Term
|
Definition
- 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. |
|
|
Term
|
Definition
- Focus on customer value
- Iterative and incremental delivery
- Experimentation and adaption
- Self-organization
- Continuous Improvement
FIES-C |
|
|
Term
|
Definition
- 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 |
|
|
Term
|
Definition
| - Acts on behalf of customers - to represent their interests. |
|
|
Term
|
Definition
| Is a team of five-nine people with cross-functional skill sets is responsible for delivering the product. |
|
|
Term
| Scrum Master (aka Project Manager) |
|
Definition
| Facilitates scrum process and resolves impediments at the team and organization level by acting as a buffer between the team and outside interference. |
|
|
Term
| Limitations and Concerns of Agile PM |
|
Definition
- 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. |
|
|
Term
| Key Agile principles are: |
|
Definition
- Focus on Customer Value – Align project, product and team visions to deliver better product quality – faster and cheaper.
- Small Batches - Create a flow of value to customers by “chunking” feature delivery into small increments.
- Small, Integrated Teams - Intense collaboration via face-to-face communication, collocation, etc; diversified roles on integrated, self-organizing, self-disciplined teams.
- Small, Continuous Improvements – Teams reflect, learn and adapt to change; work informs the plan. |
|
|
Term
|
Definition
Key Implications:
- Establish decentralized control that defers decision making for frequently occurring, less critical events to the team
- Manage the flow of customer value from one creative stage to another
- Recognize team members as whole-persons and treat them accordingly
- Focus on strengths, rather than weaknesses to leverage people’s uniqueness. |
|
|
Term
|
Definition
| Is using several teams to work on different features of a large scale project at the same time. |
|
|
Term
|
Definition
- 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. |
|
|
