Agile project management
The origins of Agile project management in software development and has been repeatedly as a term for a new way of thinking in project management - used - as opposed to the traditional planning-oriented project management. The motivation for the formulation of agile practices in software development comes from a number of conditions that made traditional project planning appear to be too slow and rigid. In contrast to classical techniques of project management agile methods are basically the theory that projects in a complex and globalized world, can never be fully planned and ongoing changes in projects are the rule.
Therefore, Agile Project Management does not consider changes as an "enemy" of the project, but also takes with specific procedures of change of eg Requirements and environment constellations positively. Objectives are results-driven, high speed of development and a high quality of the developed product.
Agile project management support agile projects to achieve their goals successfully and is based on the values of the Agile Manifesto:
• Individuals and interactions processes and tools over
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over Following a plan
Agile project management is characterized by an adaptive Plan:
Rather than at the beginning of the project to design a comprehensive and detailed plan under which the project is managed, held regular planning meetings at short intervals.
At the same time based progress check on the inspection of executable software.Agile project management changes on the relationship between project management and team from scratch and represents many conventional management assumptions in question:
The team decides which work results can be when rendered.
The developers organize themselves and their work itself.
The project manager is acting only as a facilitator and Befähigender.
The most widespread approach of the Agile Scrum project management is:
Scrum is a scalable project management and development method and is successfully used in large-scale projects (such as software development) with several hundred team members used for over 10 years and has three key roles:
• Product Manager (Product Owner)
There are also stakeholders as observers and advisers.
The Product Owner determines and prioritizes beginning of the project, all known features of the product to be developed.
The requirements (requirements) are maintained, enhanced and prioritized in a list (Product Backlog).
To allow a meaningful work is a defined work package taken monthly from the team, in cooperation with the Product Owner to the upper end of the higher-priority Product Backlog and fully implemented in functionality (including testing and necessary documentation).
This work package, the increment is not modified during the current iteration, the so-called sprints by additional requirements in order not to jeopardize its completion.
All other parts of the Product Backlog can be changed by the Product Owner in preparation for the subsequent Sprint or re- prioritized.
The work package is divided into smaller work packages broken down (tasks) and each is competent editors and daily updated remaining effort, recorded in another list, the Sprint Backlog. During the sprint, the team is concentrating and without interference from the outside because the tasks from the sprint backlog in a Potentially Shippable Increment of Functionality, ie, a completely finished and potentially productive part -ready application to be implemented.
The team that is located in a daily, strictly limited to 15 minutes information meeting, the Daily Scrum Meeting from, so everyone knows what the other has last worked, what he has next before and what problems there are any.
Measuring the daily progress of the project offers the team the opportunity to recognize during the Sprint, Sprint whether the goal can be achieved and to take corrective action.
At the end of the sprint, the team presents the Product Owner, the stakeholders, inter alia, interested participants in a so-called Sprint Review Meeting live on the system, the implemented functionality. Unfinished or even PowerPoint slides are prohibited during the review. The feedback from the audience and the new requirements of the Product Owner for the next sprint then flow back into the next Sprint Planning Meeting, and the process begins again.
The ScrumMaster ensures the entire process to ensure that rules are followed and the status of all tasks in the Sprint Backlog is updated daily by the team members can be competent. He makes the project progress through a suitable reporting mechanism transparent:
the publication of so-called burndown charts which visualize the progress of the current sprint or for the entire project each in the form of a curve.
Remember Drew trend lines allow potential problems and delays simply (and especially early) to detect.
At the core of Scrum that is based on an incremental approach, the organization of meetings and development sections in predefined time intervals (Time - Boxes) and the realization that a working product is more important than a three- hundred -page specification.
Scrum is easy to combine with other agile methods such as "Extreme Programming" or the "Unified Process". The former combination was, for example, successfully implemented by the company Primavera in developing their project management software. The combination of all three methods was piloted at Siemens Communications.
Agile Project Management provides the ability to deliver innovative products customized: in the given time and on budget and with the desired features in the highest quality. What this first appears as a factor of uncertainty - the Allow changes during the development process - turns out on closer inspection to be a great strength and superiority of agile methods over classical approaches. It is precisely through the flexible methodology of dealing with complexity and change security is created.