This document offers a comprehensive summary of everything you need to know about Agile Project Management. It covers the key characteristics of Agile PM and provides a comparison to Traditional PM. It delves into the four main Agile methods—Scrum, Extreme Programming (XP), Lean Development, and ...
Features:
• Continuous delivery of the results
• Working in small value increments
• Using feedback. Learning through the project
• Customer involved throughout the life cycle
• Greater Customer Interaction with all stakeholders
• Greater value up front
Agile project vs Traditional project
Project builds in increments Project builds as a whole
Does planning throughout the project cycle Does planning all at once
Delivers products over time Delivers products all at once
Customers sees value faster Customers sees value at the end
wants changes discouraging changes
The project constantly increases the scope of The scope of the project is well defined before
the project. The project stops when it runs out the project starts. The scope cannot be
of money and time. increased. The project stops when the scop is
achieved.
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,The Agile Manifesto Values:
1) Individuals and interactions over processes and tools
• Projects are undertaken by people, not tools
• Projects are ultimately about people
2) Working software over comprehensive documentation
• Agile dramatically simplify the administrative paperwork relating to time, cost, and
scope control
• Focus on the delivering value vs. paperwork.
• Agile documents should be barely sufficient
3) Customer collaboration over contract negotiation
• Be flexible and accommodating, instead of fixed and uncooperative
• Manage change, don’t suppress change
4) Responding to change over following a plan
• Spend effort and energy responding to changes
Agile Manifesto Guiding Principles:
1) Our highest priority is to satisfy the customer through the 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 (LOW TECH – HIGH TOUCH)
7) Working software 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.
Agile terms
Product Owner Designated person that represents the customer on the project.
The product owner prioritises product backlog (The product owner
puts 20 features in the product backload and says which ones are the
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, most important. The PO can add new features or change the
importance of some at any time).
Agile Project Manages the agile project
Manager/Scrum
Master
Product Backlog Project requirements from the stakeholders (= prioritized list of all work
that needs to be done to complete the product). List is dynamics, it evolves
as the more work is added and prioritized.
Sprint Planning Meeting done by the agile team to determine what features will be done
Meeting in the next sprint. The development team predicts what can be delivered
based on estimates, projected capacity, and past performance to define the
sprint goal. Then, the dev. team determines how this functionality will be
built and how the team will organize to deliver the sprint goal. Output –
sprint backload.
Sprint Backlog Work the team selects to get done in the next sprint. It is accompanied by a
plan of how to achieve the sprint goal. May only be updated by the
development team.
Sprint A timeboxed (time limited) short iteration where the project teams work
to complete the work in the sprint backlog (1-4 weeks typical). Each sprint
includes a sprint planning meeting, daily Scrum (= Daily Stand-up Meeting),
the actual work, a sprint review meeting, and the sprint retrospective. No
changes could be made that would affect the sprint. The development team
members are kept the same throughout the sprint.
Daily Stand-up A quick meeting each day to discuss project statuses, led by the Scrum
Meeting (= Daily Master. Usually 15 minutes. Each team member should answer 3 questions:
Scrum) a) What did you do yesterday? b) What will you do today? a) Are there any
impediments in your way?
Product Increment Part of the product that is done to after each sprint to get feedback. The
product owner and team need to agree of the definition of “done” before
the team starts working on the product.
Sprint Review An inspection done at the end of the sprint by the customers. Team
demonstrates work that was completed during the sprint. Designed to gather
feedback from stakeholders.
Retrospective Meeting done to determine what went wrong during the sprint and what
when right. Lesson learned for the sprint.
Partial Completed Customers Demo the product and provides feedback. This feedback adjust
Product the next Sprint priorities
Release Several Sprints worth of work directed to operations for possible rollout and
testing.
Notes:
Sprint= Iteration (repetition, a new version of a piece of computer hardware or software)
Sprint (used in Scrum) = Iteration (Extreme programming)
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