More Related Content Similar to Agile project management framework (20) More from stefanhenry (9) Agile project management framework1. Agile Project Management
Framework
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Agenda
• Agile Project Management (APM) vs.
Traditional Project Management (TPM)
• What is Agility?
• Agile Manifesto
• Agile Principles and Values
• Agile Triangle
• Agile Methodologies
• Agile Project Lifecycle
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APM vs. TPM
Agile Project Management Traditional Project Management
Focus on customer satisfaction and Focus on plans and artifacts
interaction
Response to change via adaptive Change controlled via corrective action
action
Progressive elaboration, rolling-wave Monumental up-front planning
planning
Customer prioritized, time-boxed Manager negotiated, scope-based
delivery delivery
Commitment management via feature Activity management via work
breakdown structure breakdown structure
Collaboration on self-disciplined and Top-down control
self-organizing teams
Minimal set of context-sensitive, Prescriptive, heavyweight methods
generative practices
Essential, value-focused metrics Non-value added controls
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What is Agility?
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Agility
Agility is the ability to deliver customer value
while dealing with inherent project
unpredictability and dynamism by recognizing
and adapting to change
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Agility
• Agility is the capability to balance
- Stability with flexibility
- Order with chaos
- Planning with execution
- Optimization with exploration
- Control with speed
• …. to deliver customer value reliably in the
face of uncertainty and change
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Agile Manifesto
Representatives from Extreme Programming,
SCRUM, DSDM, Adaptive Software Development,
Crystal, Feature-Driven Development, Pragmatic
Programming, and others sympathetic to the need
for an alternative to documentation driven,
heavyweight software development processes
convened in Feb 2001 and defined the Agile
Software Development Manifesto
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K & S - Level 1
Agile Manifesto
Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
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K & S - Level 1 Principles behind Agile Manifesto
Agile Principles (agilemanifesto.org/principles.html) Agile Principles (agilemanifesto.org/principles.html)
Our highest priority is to satisfy the customer through Working software is the primary measure of
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early and continuous delivery of valuable software progress
Agile processes promote sustainable
Welcome changing requirements, even late in development. Sponsors, developers, and users
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2 development. Agile processes harness change for should be able to maintain a constant pace
the customer's competitive advantage. indefinitely.
Continuous attention to tech. excellence and good
Deliver working software frequently, from a couple of 9
design enhances agility
3 weeks to a couple of months, with a preference to
the shorter timescale Simplicity--the art of maximizing the amount of
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Business people and developers must work together work not done--is essential
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daily during the project The best architectures, requirements, and designs
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Build projects around motivated individuals. Give emerge from self-organizing teams
5 them the environment and support they need, and At regular intervals, the team reflects on how to
trust them to get the job done. 12 become more effective, then tunes and adjusts its
behavior accordingly
The most efficient and effective method of conveying
6 information to and within a development team is
face-to-face conversation
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Principles
1. Focus on business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
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Principles
1. Focus on business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
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Principles
1. Focus on business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
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Principles
1. Focus on business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
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Principles
1. Focus on business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
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15. PMI - Agile Certified Practitioner(PMI®-ACP)
Principles
1. Focus on business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
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16. PMI - Agile Certified Practitioner(PMI®-ACP)
Principles
1. Focus on business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
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17. PMI - Agile Certified Practitioner(PMI®-ACP)
Principles
1. Focus on business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
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Authors of Agile Manifesto
Kent Beck Andrew Hunt
Mike Beedle Ron Jeffries
Jon Kern
Arie van Bennekum
Brian Marick
Alistair Cockburn
Robert C. Martin
Ward Cunningham
Steve Mellor
Martin Fowler
Ken Schwaber
James Grenning Jeff Sutherland
Jim Highsmith Dave Thomas
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Key values for Agile leaders
• Delivering value over meeting constraints
(Value over Constraints)
• Leading the team over managing tasks
(Team over Tasks)
• Adapting to change over conforming to plans
(Adapting over Conforming)
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Agile Performance Measurement
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Agile Methodologies
• Scrum
• Agile Unified Process (AUP)
• Feature Driven Development (FDD)
• Lean Software Development
• Cowboy Coding
• Extreme Programming (XP)
• Crystal
• Dynamic Systems Development Method (DSDM)
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Introduction to Agile
AGILE
Fuller Approaches (but still
Fuller Approaches (but still
Lightweight Approaches
Lightweight Approaches agile)
agile)
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Mainstream Agile Practices
• Continuous Integration
• Test Drive Development
(TDD)
• Refactoring
• Regular Deployment of
Working Software
• Non-Solo Development
• Configuration Management
• Agile Testing
• Agile Documentation
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Agile Project Management Lifecycle
In Agile Project Management, Planning is an iterative component of
the project lifecycle.
In the above figure, see the repeated sets of green shading as planning
occurs throughout the project lifecycle.
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K & S – Level 1 APM Framework
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APM Framework
ENVISION
Determine the product vision and project scope, the project community,
and how the team will work together
SPECULATE
Develop a feature-based release, milestone, and iteration plan to deliver on
the vision
EXPLORE
Deliver tested features in a short timeframe, constantly seeking to reduce
the risk and uncertainty of the project
ADAPT
Review the delivered results, the current situation, and the team's
performance, and adapt as necessary
CLOSE
Conclude the project, pass along key learning's, and celebrate
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Warm Up?
Clarity
What is Vision? Elevating goal
Two critical aspects of a vision are clarity and an elevating goal
that make a difference and conveys a sense of urgency to the
project.
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Envision Phase
The Envision phase defines the beginning of a project for which the kick-
off event might be the approval of a feasibility study.
Envisioning should involve the development and product team members
in this process, normally using a series of collaborative meetings.
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Envision Phase
Envision phase clearly identifies what is to be done and how the work
is to be accomplished.
What is the customer's product vision?
What are the key capabilities required in the product?
What are the project's business objectives?
What are the project's quality objectives?
What are the project constraints (scope, schedule, cost)?
Who are the right participants to include in the project
community?
How will the team deliver the product (approach)?
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KICK OFF Envision Phase DEVELOPMENT AND
PRODUCT TEAM
MEMBERS
PRODUCT VISION
(VISION BOX &
PRODUCT VISION STATEMENT)
PROJECT SCOPE
(PROJECT DATA
SHEET)
RELEASE
PLAN
(PROJECT)
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Product Vision
A product vision (defined by a product vision box and elevator test statement)
galvanizes members of the product team into focusing their often disparate
views of the product into a concise, visual, and short textual form
• Product Name
• Graphic
PRODUCT • Product selling points (Front)
VISION BOX • Detailed Feature Description (Back)
• Operating Requirements (Back)
The (product name) is a (product category)
For
Who
Benefits
Success
Unlike (primary competitive alternative)
Our product (statement of primary differentiation)
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Project Scope
Project Scope explains how a project will deliver on the product
vision.
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Project Scope : Project Data Sheet
Single-page summary of key
business and quality objectives,
product capabilities, and project
management information.
Simple document with a powerful
impact whose condensed format
constantly reminds of the strategic
aspects of the project.
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Project Data Sheet
List of Key Clients / customers Exploration factor
Name of the Project Leader Daily Cost
Name of the Product Manager Capabilities
(Product Owner)
Quality Objectives
Executive Sponsor
Performance / Quality
Project Objective Statement (POS) attributes
Business Objectives Architectural Guidelines
Tradeoff Matrix Issues / Risks
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Speculate Phase
The Speculate phase spotlights product and project
creating and understanding the product structure, the
backlog of capabilities and stories, and the release plan.
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Speculate Phase
Requirement
ENVISION Definition Process
PHASE
PRODUCT
PRODUCT Story 1
BACKLOG
VISION Feature
1 Story 2
Feature Story 1 PRIORITIZATION
2
Story 1
Feature
3
Story 2
Feature Story 1 Release Planning
4 Wave Planning
Story 2
Iteration Planning
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Explore Phase
The Explore phase delivers running, tested, accepted stories
The transition from the Envision phase to the Explore
phase shows that the release planning done in the
Envision cycle connects to iteration planning in the
Explore cycle.
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Explore Phase
ENVISION PHASE
RELEASE
PLAN
(PROJECT)
ITERATION
PLAN
REVIEW & ADAPT DEVELOP
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Adapt Phase
Review the delivered results, the current situation, and the team's
performance, and adapt as necessary
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Close Phase
Conclude the project, pass along key learning's, and celebrate
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Lesson Quiz
Which of the following is NOT a characteristic of Agile Project Management when
comparing with Waterfall management?
a.Time Boxed delivery
b.Focus on customer satisfaction
c.Top down control
d.Value focused metrics
Correct Answer is C.
Top down control is not a characteristic of Agile Project Management whereas Self organizing teams
is a characteristic of Agile Project Teams.
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Lesson Quiz
The parameters on the Agile Triangle are :
a.Quality, Value, Constraints
b.Quality, Scope, Time
c.Value, Quality, Time
d.Cost, Value, Time
Correct Answer is A.
The parameters on the Agile Triangle are Quality, Value and Constraints.
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Lesson Quiz
Which of the following is a light weight approach to Agile?
a.Lean
b.Agile Unified Process
c.DSDM
d.Crystal
Correct Answer is A.
Lean is a light weight approach to Agile.
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Lesson Quiz
State the correct sequence of the phases in the APM Framework model?
a.Envision, Speculate, Adapt, Explore, Close
b.Envision, Speculate, Explore, Adapt, Close
c.Envision, Explore, Speculate, Adapt, Close
d.Speculate, Envision, Explore, Adapt, Close
Correct Answer is B.
The correct sequence is Envision, Speculate, Explore, Adapt, Close.
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Editor's Notes Visit http://www.simplilearn.com/project-management The Speculate phase product backlog expands and refines the one developed in the Envision phase—identifying and listing the features and stories from feasibility or marketing studies, requirements-gathering efforts, and product visioning. For existing products, customers, developers, product managers, and customer support staff constantly make suggestions about product enhancements that add to the backlog. This backlog list, is maintained by the product manager and is the major inputs for release, wave, and iteration planning. Feature details evolve over the development phases. In the Envision phase the team creates a preliminary feature or product breakdown structure in which features are identified. In the Speculate phase, the team expands this list, and for each feature creates one or more "story" cards that contain basic descriptive and estimating information. During the Explore phase, in the specific iteration in which a story is planned for implementation, the requirements are determined in detail, and the story is built and tested. The results of the requirements specification process, whatever the engineering discipline involved, should be documented as a hierarchy such as product, platform, group, and component. For business software applications, these categories could be application, business area, capability, feature, and story. Small software products might use only the story level, whereas large industrial products may use the entire hierarchy. For a growing number of computer, instrumentation, and electronic products, a feature hierarchy includes both hardware and software features. Part of the design process involves determining whether low-level features will be implemented in hardware or software. Products that were once considered "hardware" products with rudimentary embedded software now have such a large set of software features that they could be considered software products with supporting hardware. In just a few years, for example, cell phones have progressed from hardware with minimal software to hundreds of thousands of lines of software code that drive (or "support," depending on whether you are a hardware or a software engineer) all aspects of the hardware. From the list of potential stories, the product team and the engineering team need to discuss prioritization and scheduling issues during the assignment of stories to iterations within the release plan. One characteristic of agile projects is the volatility of the stories on the backlog. During the planning for each iteration, the list of stories to be included in that iteration can change from the original release plan. A feature or story is defined as a piece of a product that delivers some useful and valuable functionality to a customer. Features for a software product (the ability to check a customer's credit rating) or an airplane (a comfortable seat for the passenger) are very different, but they both focus on delivering value to the customer. The basic difference in a story and a feature is that a story is a small piece that delivers useful functionality, but may not deliver a complete function. Using the customer credit check feature, for example, the complete checking "feature" may take several weeks of effort, whereas a "story" should be on the order of 2–10 days of effort for effective iteration planning. So in this case, several stories would be needed to deliver the complete feature, as illustrated in Figure 7-1. That said, capabilities, features, and stories are primarily used as a hierarchical structure to manage increasing product size. Prioritizing will help the team to set an order and timeline towards the total work.