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Agile Project Management

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Teri Rebo

on 6 August 2013

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Transcript of Agile Project Management

The Agile Project Management Professional
On time + In scope + Within budget Happy Partner
When will the project be
How much money can we spend to get it
What do we have to deliver to be
Do we have what we need to get everything
What are the risks that might keep us from getting the project
What does it mean to even be
What do Project Managers manage?
An Unhappy Partner
A Successful Project
Successfully developing a project is more than simply creating a plan and attempting to follow it.
What is project reality?
of all projects succeeded in that they were delivered on time, within budget, and with all required features and functions.

delivered late, went over budget, and/or were delivered with less than the requested features and functions.

were considered complete failure due to cancellation prior to delivery or were never used post completion.
Five key areas that influence whether a project is successful or deemed a failure
Project Management (54%)
Business (21%)
People (14%)
Method (8%)
Technical (3%)

Source: IBM
Source: Standish Group Chaos Report - 2011
Complicated Vs. Complex
Developing IT projects is a COMPLEX endeavor
Cone of Uncertainty
Agile PM Rule #1
Deliver Your Product
As Soon As It's Ready
Work with the customer throughout the project lifecycle
Expose the customer to the product early
Review and evaluate functionality and product maturity on a regular basis
The Key: The customer determines when the product is ready
Agile PM Rule #2
Meet Your Customer's Needs,
Even if they
during the project
Practice continuous planning
New requirements can be added at any time
Avoid "you built what I asked for, but it's not what I need"
Pay close consideration for the best product outcome, rather than adherence to the original plan
Agile PM Rule #3
Focus on
maximizing ROI
rather than simply adhering to the budget
Prioritize work with the customer
Deliver incrementally
Validate business impact of each feature
The customer is always in the driver's seat
Agile PM Rule #4
True product quality is more than a measure of defects.
defines quality
Product spec and product quality are not always at the same destination
Remember, the customer is always driving the product direction
Demonstrate the product at the end of each release
Increased collaboration
Agile PM Rule #5
Provide your team with mechanisms to improve.
When your team is
they produce better products.
Build projects around motivated individuals
Trust them to get the job done
Empower them to make decisions that support short-term iteration goals
The PM supports and manages results and outcomes, not tasks and activities
Regular retrospective, then tune and adjust
Top three improvements teams notice after adopting agile
Servant Leadership
Predicting outcomes in the distant future is error prone
Manage the manageable
Agile is not a silver bullet
You get out of it what you put into it
As with anything, it takes time to get good at it
Agile Manifesto
Higher productivity
Lower costs
Less likely to build functionality not or no longer required
Improved employee satisfaction
Faster to market
Higher quality
Improved stakeholder satisfaction
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Full transcript