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Agile Project Management Application - Coggle Diagram
Agile Project Management Application
Can't work with
other models
combining agile and
traditional approach
Require no Documentation
only those considered
waste
formal change requests
detailed design plans
simple, high level.
Including too much detail will
just add to the need for later
changes and updates
scope statement
minutes of team meetings
usefull
backlogs
task boards
user stories
burn-down charts
Agile Project are usefull
only for software development
factors determining
suitability
project type
high level of internal uncertainty
scope not well defined
product that benefits
ongoing customer feedback
high experiences of team memebers
in similar projects reduce internal uncertainty
could be considered a traditional approach
as planning is more straightforward
highly creative work
team will need to be
creative, determined, committed
criticality
safety and securtity
requirements
can't be changed
es. construction
projects
it can be difficult to use
an agile approach
agile could be used by
incorporating some fixed
requirements
high criticality
severity of the impact failure
on the organization running it
agile best suit for low critical projects
organizational structure
hierarchical structure
roles and responsabilities
are clearly defined
authority figures take responsability
for delegating duties to employees
isn't well suited for agile as employees
expect to follow orders or set processes
cooperative structure
teams and collaboration
is encouraged
less focus on levels of authority
agile methodology easier
hybrid of the two
is more structured than cooperative,
es. involve defining roles within a team based
on a hierarchy structure
project-based
portfolio of key projects
each project matches business goals
business and project
decisions are integrated
agile methodology is perfect
as project goals follow business
changes
portfolio based on the strengths
and skills of its employees
team members are more
motivated
organization's existing
project management processes
asses three elements
project management
processes generally
not an agile approach
formal project management
process strictly controlled
to track project progress
estimates
schedules
milestones
agile approach
less emphasisi on using
predefined criteria
focusing on continuos adaptation
rather then respecting a predefined plan
some agile framework provide high level
of formality
requirements management
processes
not an agile approach
formal requirement gathering
highly detailed documentation
update every project's
implementation detail
agile approach
informal
es. through a phone call
flexible, can change without
formal recording
refined during the project
process associeted with
configuration management
agile approach
strict control over code versions
flexible regarding document
and baselinec control
project team characteristics
skill and experience of team members
ideal agile
cross-functional
experience in different
functional areas
interpersonal skills
the goal is having a team that easily collabarate
and quickly address solutions
the team's size
ideal agile
small teams
up to 15 members
face to face communication
on going interactions
large teams
devide into sub-teams
team location
ideal agile
co-located
industry and customer
willing of the customer
to actively participate
agile methodologies depend on
regular, direct interaction between the
team and customer
traditional
approach
customer is involved before development
and during productr acceptance
should be on-site with the team
for much of the time
discussing the vision for the project
with other team memebrs
help to prioritize features
and requirements
reviewing the results
and giving feedback
helping developer taking
decisions
industries relative stables
update or improve
existing products
steady customer base
know their product and
competition
es. banking
slow approach
to agile
emerging industries
constantly reinveting
themseleves
adapt to the market
remain competitive
fast approach to agile
es. internet, telco
willing of the customer to accept
incremental requirements gathering
organizational culture
organization should be
caracterized by
trust
openness
each team should be free to
choose the best methodology
by themselves
responsability
es. they are expected
to review their work at
regular intervals
resolve errors and
inefficiencies
adaptability
organization culture should
encourages adaptability and changes
team must be
self-organized
small teams,
decidehow best to
complete their tasks
Agile Projec require no planning
just-in time planning
contains detail needed to get
the development team started
customer, development team,
and other stakeholders spend time
on up-front planning
customer vision of the product
establishing requirements
prioritizing features
developing a tentative plan
for what will be developed in
each iteration
tools
visual tools
burn-down
velocity charts
more compact and visual tools
than gantt
continuos planning
after each interation requirements
and priorities may be reviewed