Agile Project Management:
Adapting project behaviors to the software development environment
with
Bill Doescher, PMP®, CSM
Certain vs. Uncertain Target Requirements Requirements Design Implement Test Release Design Implement Test Release The triple constraints of a project Scope Scope (results) (results) Schedule Schedule (time) (time) Budget Budget (cost)
(cost) QualityQuality Value
Value
Budget
Budget ScheduleSchedule ScopeScope
Manifesto for Agile Software Development Robert C. Martin Steve Mellor h b Kent Beck (XP) Mike Beedle(Scrum) k James Grenning Jim Highsmith d
The Agile Manifesto: Agile Principles • Our highest priority is to satisfy the customer through early and continuous delivery of through early and continuous delivery of valuable software. • Welcome changing requirements, even late in development. • Deliver working software frequently, from a l f k t l f th ith couple of weeks to a couple of months, with a preference to the shorter timescale. The Agile Manifesto: Agile Principles • Business people and developers must work together daily throughout the project.
together daily throughout the project.
• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of
conveying information to and within a conveying information to and within a
The Agile Manifesto: Agile Principles • Working software is the primary measure of progress. progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence • Continuous attention to technical excellence
and good design enhances agility.
The Agile Manifesto: Agile Principles
• Simplicity‐‐the art of maximizing the amount of work not done‐‐is essential.
Overview of Agile Principles (using SCRUM)
Product
Backlog Sprint Sprint Sprint Sprint
Roles and behavior changes in transition to agile
What changes do you see required in the roles in your What changes do you see required in the roles in your What changes do you see required in the roles in your What changes do you see required in the roles in your organizations? organizations? What behaviors will need to change? What behaviors will need to change? Roles and behavior changes in transition to agile • Business personnel need to be more involved, d t k hi f th ft li ti and take ownership for the software application • Executives need to accept and support a methodology with less deterministic planning • Software developers must take responsibility for
providing business value not just coding providing business value, not just coding • Software testers must work very closely with
Questions? Comments?
Questions? Comments?
Questions? Comments?
Questions? Comments?
If you think of something later, contact me at:doescher@bmc‐online.com
Bill Doescher, PMP®, CSMBill Doescher is a Principal Consultant and Product Development Director with Business Management Consultants based in Houston, Texas. In his 20‐year career, he has led project teams in new product development application development technology introduction project and portfolio management development, application development, technology introduction, project and portfolio management processes, business process change, and marketing program development.
Mr. Doescher has a strong belief that projects are the instruments of change, and people are the power behind projects. For continued growth and evolution, businesses must be dedicated to improving their ability to translate strategy into projects, to enhancing the environment in which their projects operate, and to maturing the knowledge and skills of their project team members.
Mr. Doescher has held engineering, engineering management, project and program management positions in the geophysical and high tech industries with Geosource, Compaq Computer and Hewlett‐ Packard.