Getting Value out of Agile Retrospectives PDF, ePub, Kindle Getting Value out of Agile Retrospectives – A Toolbox of Retrospective Exercises contains many exercises that you can use to do retrospectives, supported with the “what” and “why” of retrospectives, the business value and benefits that they can bring you, and advice for introducing and improving retrospectives. Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management methodologies include scrum, extreme programming (XP), and lean, among others. Agile project management is based on iterative and incremental development and allows responding to change at any time during development 3. The PMBOK and Scrum are the two most popular project.
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Introduction
Agile Project Management is one of the revolutionary methods introduced for the practice of project management. This is one of the latest project management strategies that is mainly applied to project management practice in software development. Therefore, it is best to relate agile project management to the software development process when understanding it.
From the inception of software development as a business, there have been a number of processes following, such as the waterfall model. With the advancement of software development, technologies and business requirements, the traditional models are not robust enough to cater the demands.
Therefore, more flexible software development models were required in order to address the agility of the requirements. As a result of this, the information technology community developed agile software development models.
'Agile' is an umbrella term used for identifying various models used for agile development, such as Scrum. Since agile development model is different from conventional models, agile project management is a specialized area in project management.
The Agile Process
It is required for one to have a good understanding of the agile development process in order to understand agile project management.
There are many differences in agile development model when compared to traditional models:
The agile model emphasizes on the fact that entire team should be a tightly integrated unit. This includes the developers, quality assurance, project management, and the customer.
Frequent communication is one of the key factors that makes this integration possible. Therefore, daily meetings are held in order to determine the day's work and dependencies.
Deliveries are short-term. Usually a delivery cycle ranges from one week to four weeks. These are commonly known as sprints.
Agile project teams follow open communication techniques and tools which enable the team members (including the customer) to express their views and feedback openly and quickly. These comments are then taken into consideration when shaping the requirements and implementation of the software.
Scope of Agile Project Management
In an agile project, the entire team is responsible in managing the team and it is not just the project manager's responsibility. When it comes to processes and procedures, the common sense is used over the written policies.
This makes sure that there is no delay is management decision making and therefore things can progress faster.
In addition to being a manager, the agile project management function should also demonstrate the leadership and skills in motivating others. This helps retaining the spirit among the team members and gets the team to follow discipline.
Agile project manager is not the 'boss' of the software development team. Rather, this function facilitates and coordinates the activities and resources required for quality and speedy software development.
Responsibilities of an Agile Project Manager
The responsibilities of an agile project management function are given below. From one project to another, these responsibilities can slightly change and are interpreted differently.
Responsible for maintaining the agile values and practices in the project team.
The agile project manager removes impediments as the core function of the role.
Helps the project team members to turn the requirements backlog into working software functionality.
Facilitates and encourages effective and open communication within the team.
Responsible for holding agile meetings that discusses the short-term plans and plans to overcome obstacles.
Enhances the tool and practices used in the development process.
Agile project manager is the chief motivator of the team and plays the mentor role for the team members as well.
Agile Project Management does not
manage the software development team.
overrule the informed decisions taken by the team members.
direct team members to perform tasks or routines.
drive the team to achieve specific milestones or deliveries.
assign task to the team members.
make decisions on behalf of the team.
involve in technical decision making or deriving the product strategy.
Conclusion
In agile projects, it is everyone's (developers, quality assurance engineers, designers, etc.) responsibility to manage the project to achieve the objectives of the project.
In addition to that, the agile project manager plays a key role in agile team in order to provide the resources, keep the team motivated, remove blocking issues, and resolve impediments as early as possible.
In this sense, an agile project manager is a mentor and a protector of an agile team, rather than a manager.
Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management approaches include scrum as a framework, extreme programming (XP) for building in quality upfront, and lean thinking to eliminate waste. These and many other tools and techniques help organizations, teams, and individuals adhere to the Agile Manifesto and the 12 Agile Principles, which focus on people, communications, the product, and flexibility.
A Manifesto for Agile Software Developers
Agile Project Management Pdf Book Free Download
The Manifesto for Agile Software Development, commonly known as the Agile Manifesto, is an intentionally streamlined expression of the core values of agile project management. Use this manifesto as a guide to implement agile methodologies in your projects.
“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.”
©Agile Manifesto Copyright 2001: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas.
This declaration may be freely copied in any form, but only in its entirety through this notice.
The 12 Agile Principles
The Principles behind the Agile Manifesto, commonly referred to as the 12 Agile Principles, are a set of guiding concepts that support project teams in implementing agile projects. Use these principles as a litmus test to determine whether or not you’re being agile in your project work and thinking: Free mechanical engineering books pdf.
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work 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 development team is face-to-face conversation.
Working software is the primary measure of 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 and good design enhances agility.
Simplicity — the art of maximizing the amount of work not done — is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
The Agile Platinum Edge Roadmap to Value
The Roadmap to Value is a high-level view of an agile project. The stages of the Roadmap to Value are described in the list following the diagram:
In Stage 1, the product owner identifies the product vision. The product vision is a definition of what your product is, how it will support your company or organization’s strategy, and who will use the product. On longer projects, revisit the product vision at least once a year.
In Stage 2, the product owner creates a product roadmap. The product roadmap is a high-level view of the product requirements, with a loose time frame for when you will develop those requirements. Identifying product requirements and then prioritizing and roughly estimating the effort for those requirements are a large part of creating your product roadmap. On longer projects, revise the product roadmap at least twice a year.
In Stage 3, the product owner creates a release plan. The release plan identifies a high-level timetable for the release of working software. An agile project will have many releases, with the highest-priority features launching first. A typical release includes three-to-five sprints. Create a release plan at the beginning of each release.
In Stage 4, the product owner, the master, and the development team plan sprints, also called iterations, and start creating the product within those sprints. Sprint planning sessions take place at the start of each sprint, where the scrum team determines what requirements will be in the upcoming iteration.
In Stage 5, during each sprint, the development team has daily meetings. In the daily meeting, you spend no more than 15 minutes and discuss what you completed yesterday, what you will work on today, and any roadblocks you have.
In Stage 6, the team holds a sprint review. In the sprint review, at the end of every sprint, you demonstrate the working product created during the sprint to the product stakeholders.
Elan smart pad drivers windows 10. In Stage 7, the team holds a sprint retrospective. The sprint retrospective is a meeting where the team discusses how the sprint went and plans for improvements in the next sprint. Like the sprint review, you have a sprint retrospective at the end of every sprint.
Agile Project Management Roles
It takes a cooperative team of people to successfully complete a project. Agile project teams are made up of many people and include the following five roles:
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Product owner: The person responsible for bridging the gap between the customer, business stakeholders, and the development team. The product owner is an expert on the product and the customer’s needs and priorities. The product owner works with the development team daily to help clarify requirements and shields them from organizational noise. The product owner is sometimes called a customer representative. The product owner, above all, should be empowered to be decisive, making tough business decisions every day.
Development team members: The people who create the product. In software development, programmers, testers, designers, writers, data engineers, and anyone else with a hands-on role in product development are development team members. With other types of product, the development team members may have different skills. Most importantly, development team members should be versatile, able to contribute in multiple ways to the project’s goals.
Scrum master: The person responsible for supporting the development team, clearing organizational roadblocks, and keeping the agile process consistent. A scrum master is sometimes called a project facilitator. Scrum masters are servant leaders, and are most effective when they have organizational clout, which is the ability to influence change in the organization without formal authority.
Stakeholders: Anyone with an interest in the project. Stakeholders are not ultimately responsible for the product, but they provide input and are affected by the project’s outcome. The group of stakeholders is diverse and can include people from different departments, or even different companies. For agile projects to succeed, stakeholders must be involved, providing regular feedback and support to the development team and product owner.
Agile mentor: Someone who has experience implementing agile projects and can share that experience with a project team. The agile mentor can provide valuable feedback and advice to new project teams and to project teams that want to perform at a higher level. Although agile mentors are not responsible for executing product development, they should be experienced in applying agile principles in reality and be knowledgeable about many agile approaches and techniques.
Agile Project Management Artifacts
Project progress needs to be transparent and measurable. Agile project teams often use six main artifacts, or deliverables, to develop products and track progress, as listed here:
Product vision statement: An elevator pitch, or a quick summary, to communicate how your product supports the company’s or organization’s strategies. The vision statement must articulate the goals for the product.
Product roadmap: The product roadmap is a high-level view of the product requirements needed to achieve the product vision. It also enables a project team to outline a general timeframe for when you will develop and release those requirements. The product roadmap is a first cut and high-level view of the product backlog.
Product backlog: The full list of what is in the scope for your project, ordered by priority. After you have your first requirement, you have a product backlog.
Release plan: A high-level timetable for the release of working software. Download rover 2.0.
Sprint backlog: The goal, user stories, and tasks associated with the current sprint.
Increment: The working product functionality, demonstrated to stakeholders at the end of the sprint, which is potentially shippable to the customer.
Agile Project Management Events
Most projects have stages. Agile projects include seven recurring events for product development:
Project planning: The initial planning for your project. Project planning includes creating a product vision statement and a product roadmap, and can take place in as little time as one day.
Release planning: Planning the next set of product features to release and identifying an imminent product launch date around which the team can mobilize. On agile projects, you plan one release at a time.
Sprint: A short cycle of development, in which the team creates potentially shippable product functionality. Sprints, sometimes called iterations, typically last between one and four weeks. Sprints can last as little as one day, but should not be longer than four weeks. Sprints should remain the same length throughout the entire project, which enables teams to plan future work more accurately based on their past performance.
Sprint planning: A meeting at the beginning of each sprint where the scrum team commits to a sprint goal. They also identify the requirements that support this goal and will be part of the sprint, and the individual tasks it will take to complete each requirement.
Daily scrum: A 15-minute coordination and synchronization meeting held each day in a sprint, where development team members state what they completed the day before, what they will complete on the current day, and whether they have any roadblocks.
Sprint review: A meeting at the end of each sprint, introduced by the product owner, where the development team demonstrates the working product functionality it completed during the sprint to stakeholders, and the product owner collects feedback for updating the product backlog.
Sprint retrospective: A meeting at the end of each sprint where the scrum team inspects and adapts their processes, discussing what went well, what could change, and makes a plan for implementing changes in the next sprint.
Agile Project Management Organizations, Certifications, and Resources
A big agile project management world is out there. Here are a few of the useful links to members of the agile practitioner community:
Agile Project Management Pdu
Scrum For Dummies: In 2014 we published Scrum For Dummies as a field guide not only to scrum but also to scrum in industries and business functions outside information technology (IT) and software development. Scrum can be applied in any situation where you want early empirical feedback on what you’re building or pursuing on a project.
Scrum Alliance: The Scrum Alliance is a nonprofit professional membership organization that promotes understanding and usage of scrum. The Scrum Alliance offers a number of professional certifications:
Certified Scrum Master (CSM)
- Advanced Certified ScrumMaster (A-CSM)
Certified Scrum Product Owner (CSPO)
- Advanced Certified Scrum Product Owner (A-CSPO)
Certified Scrum Developer (CSD)
- Advanced Certified Scrum Developer (A-CSD)
Certified Scrum Professional (CSP) for ScrumMasters (CSP-SM), Product Owners (CSP-PO), and Developers (CSP-D)
Certified Team Coach (CTC)
- Certified Enterprise Coach (CEC)
- Certified Agile Leadership (CAL)
Certified Scrum Trainer (CST)
Agile Alliance: The Agile Alliance is the original global agile community, with a mission to help advance agile principles and practices, regardless of methodology.
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Extreme Programming: Ron Jeffries was one of the originators of the extreme programming (XP) development approach, along with Kent Beck and Ward Cunningham. Ron provides resources and services in support of XP’s advancement on his ronjeffries.com site. The “What Is Extreme Programming?” section of the site summarizes the core concepts of XP. Other articles and extreme programming resources are also available in wiki format.
- Lean.org: Lean Enterprise Institute publishes books, blogs, knowledge bases, news, and events for the broader community of lean thinkers and practitioners. As you pursue agile project management, remember to incorporate lean thinking in all that you do. Lean.org is a good launching pad for you to explore the lean topics relevant to your situation.
PMI Agile Community: The Project Management Institute (PMI) is the largest nonprofit project management membership association in the world. The agile section of PMI’s website provides access to papers, books, and seminars about agile project management. PMI supports an agile community of practice and a certification, the PMI Agile Certified Practitioner (PMI-ACP).
Platinum Edge: Since 2001, our team at Platinum Edge has been helping companies maximize organizational return on investment (ROI). Visit our blog to get the latest insights on practices, tools, and innovative solutions emerging from our work with Global 1000 companies and the dynamic agile community. Visit the training section of our site to find an upcoming Certified ScrumMaster (CSM), Certified Scrum Product Owner (CSPO), or agile overview class near you.