Agile Project

Management
____________________

MIS398 – Week 2

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 Contents
- What is Agile
- Planning vs Execution
- Uncertainty
- Client focus
- When to use Agile
- When to use Waterfall

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 Topic Learning Outcomes

• Understand Agile project management

• Know when to use Agile project management
• Know when to use traditional project management

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 What is a Agile
Project Management?

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 What is Agile Project Management
Agile definition

Agile Project Management is an iterative project

approach that values human communication and
feedback, adapts to changes and produces regular
results.

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 What is Agile Project Management
Agile definition - Iterative

Agile is iterative, meaning that it is done in pieces,

with each iteration building and improving on the
lessons learned from the previous iteration.

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Source: https://www.pivotaltracker.com/agile/what-is-agile-project-management
 What is Agile Project Management
Agile definition - Iterative

The Agile iterative approach is similar to the

Subway sandwich process.

The process of building a ‘sub’ goes through several

iterations; (1) Choose bun, (2) Choose meat, (3)
Choose salad, (4) Choose sauce.

Through each iteration more and more value is

added to the sub.

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 What is Agile Project Management
Agile definition – Communication

Agile is about efficient communication over

documentation, long email chains and excessive
meetings.

According to the Agile Manifesto, “The most

efficient and effective method of conveying
information to and within a project team is face-to-
face conversation.”

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 What is Agile Project Management
Agile definition – Change

Due to it’s short iterations, Agile allows project

teams to change direction based on business
needs.

This works great in fast moving industries where

disruption and uncertainty are prevalent.

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 What is Agile Project Management
Agile definition – Change

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Source: http://blog.orangescrum.com/2016/02/enter-the-project-inception.html
 What is Agile Project Management:
Agile manifesto

In 2001 the Agile Manifesto was created to define a

set of values and principles by which Agile Project
Management practices and methods operate.

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 What is Agile Project Management:
Agile manifesto - Values

The Agile Manifesto consists of four values:

1. Individual and interactions over processes and

tools

2. Delivered outcomes over comprehensive

documentation

3. Customer collaboration over contract

negotiations

4. Responding to change over following a plan

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 What is Agile Project Management:
Agile manifesto - Principles

The Agile Manifesto consists of twelve principles:

1. Our highest priority is to satisfy the customer through early and continuous
delivery of valuable products and services.

2. Welcoming changing requirements, even late in development. Agile

processes harness change for the customer’s competitive advantage.

3. Delivering outcomes for customers frequently, from a couple of weeks to a

couple of months, with a preference to the shorter timescale.

4. Customers and delivery teams must work together daily throughout the
project.

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 What is Agile Project Management:
Agile manifesto - Principles

5. Build teams 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 delivery team is face-to-face conversation.

7. Delivered outcomes are the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, delivery

teams, and customers should be able to maintain a constant pace
indefinitely.

9. Continuous attention to excellence and good design enhances agility.

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 What is Agile Project Management:
Agile manifesto - Principles

10. Simplicity – the art of maximizing the amount of work done – is essential.

11. The best architectures, requirements, and design 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.

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 Planning vs
Execution

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 Planning vs Execution:
Overview

In traditional Project Management there is a strong

emphasis on the planning stage.

In the Agile environment, given shorter project

iterations the emphasis is moved from planning to
execution.

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 Planning vs Execution:
Traditional planning and execution

In traditional projects, scope, budget and time are

fixed constraints.

To ensure project success traditional projects

require heavy planning upfront to ensure the
project meets these fixed constraints.

Once planning has been fully completed the project

can move into execution.

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 Planning vs Execution:
Traditional planning and execution

Source: https://infogram.com/create/gantt-chart
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 Planning vs Execution:
Agile planning and execution

In changing and dynamic business environments

the planning period becomes shorter.

Project planning is not ignored, however, in Agile it

is moved to an iterative approach with the focus on
execution and regular deliverables.

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 Planning vs Execution:
Agile planning and execution

Source: https://www.slideshare.net/JC_Duarte/siadopp-env710012015
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 Planning vs Execution:
Microsoft example

When Microsoft begins building a new version of

Word, there is extensive planning completed by the
software team to ensure the next release is stable
and successful.

This requires extensive product planning and user

testing as millions of dollars are spent on a new
release and all features must be correct, stable and
required by customers.

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 Planning vs Execution:
Facebook example

Facebook applies a much more Agile approach to

development.

They work on shorter development sprints, where

new features and changes are made regularly.
These changes are evaluated against customer
usage and this information informs the next range
of features.

Facebook releases new features every month

and takes advantage of user feedback for the
next set of features.
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 Uncertainty

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 Uncertainty:
Overview

Agile environments are those that exhibit internal

and/or external uncertainty and often have a high
level of urgency.

Project uncertainty is the primary element that

makes Agile a necessary project management
approach.

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 Uncertainty:
Internal uncertainty

In many mature organisations they have removed

internal uncertainty. In those case traditional
project management works well.

In organizations that face internal uncertainty such

as technical unknowns, or project plan changes,
Agile works very well.

Traditional project management was initially

developed around mature organisations that had
remove this internal uncertainty out of their
business.
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 Uncertainty:
External uncertainty

Industries that are relatively stable tend to focus on

small improvements rather than revolutionary
ones. Here external uncertainty is low.

In disruptive industries external uncertainty is high

and requires rapid project changes. In these
circumstances Agile project management works
very well.

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 Uncertainty:
External uncertainty

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Source: https://slideplayer.com/slide/13680193/
 Uncertainty:
External uncertainty

Deakin University CRICOS Provider Code: 00113B Source: http://www.dearmedia.be/2014/02/24/the-waves-of-digital-disruption-which-industries-are-next/

 Uncertainty:
Technological Innovation

Source: http://3dprint.com/46934/amazon-3d-printing-patent/ Source: http://www.greencarreports.com/news/1087951_elon-musk-

opens-new-tesla-store-in-london-mall-live-photos
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 Customer Focused

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 Customer Focused:
Overview

Agile project management is all about addressing

customer needs.

As stated in the Agile

Manifesto, “Our highest
priority is to satisfy the
customer through early
and continuous delivery
of valuable products and
services.”

Source: http://cmforagile.blogspot.com/2016/05/the-power-of-agile-is-in-your-customers.html
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 Customer Focused:
Agile and the customer

Agile teams achieve customers needs by:

• Demonstrating working functionality in each

iteration.

• Deliver products to market quicker.

• Keep customers involved and engaged

throughout the project.

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 Customer Focused:
Agile and iterations

Agile projects work on short iterations, delivering

customer features where ever possible.

Agile teams focus on delivering value at the end of

each iterations and delivering this to the customer.

Source: http://www.agilenutshell.com/
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 Customer Focused:
Agile and feedback

Agile projects get customer feedback at the end of

each iteration.

This feedback is used to alter scope and plans in

order to achieve customer value in the next
iteration.

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Source: https://www.ness.com/using-lean-agile-and-customer-feedback-to-accelerate-releases-2/
 Customer Focused:
Agile and feedback

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 Agile Limitations

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 Agile Limitations:
Overview

Agile project management is not designed for all

situations.

It was designed for use in highly dynamic and

changing environments where speed is essential.

It does have limitations and understanding these is

essential to understanding when to use Agile and
when to use Traditional approaches.

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 Agile Limitations:
Predictable environments

Agile is best employed in environments of high

uncertainty.

Projects with predictable outcomes such as

building a bridge to span a major river are best
delivered with traditional project management.

Where scope is clearly defined and cannot change,

Traditional project management is the appropriate
approach.
Project uncertainty Project certainty
Agile Traditional
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 Agile Limitations:
Where planning is essential

Certain products require exact planning before they

can be delivered.

Manufacturing a car requires extensive design and

testing prior to execution. Few changes can be
made once the project begins execution.

Flexible planning Exact planning

Agile Traditional

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 Agile Limitations:
Where security is essential

Some projects require extensive security measures

so as installing security systems into a government
department.

These must be planned out, tested and

documented prior to execution.

Agile does not work well in these environments.

Lower security Extensive security

Agile Traditional

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 Agile Limitations:
When to use Agile

Agile works best in environments that require a

flexible approach.

• Company startups

• Disruptive environments

• R&D projects

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 Agile Limitations:
When to use Waterfall

Waterfall works best in environments were a very

clear plan is required.

• Stable industries

• Inflexible requirements

• Little disruption in the industry

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 Triple Constraints
in Agile

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 Triple Constraints in Agile:
Overview

In traditional project management the triple

constraints of time, budget and scope are usually
fixed and require extensive planning.

Within Agile projects there is flexibility in one or

more of these elements to allow the project team
to change and adjust to the uncertainty of the
business and customer needs.

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 Triple Constraints in Agile:
Traditional model

In Waterfall projects time, scope and budget are

constrained, meaning they must be 100% delivered
as planned.

This requires extensive future planning and

prediction.

Traditionally, scope changes require documentation

and planning and changes to budget and time
require sign-off and approval from stakeholders
and customers.

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 Triple Constraints in Agile:
Agile model

In Agile, flexibility is given to one or more of time,

budget and scope.

In Agile project, scope is generally always flexible to

allow changes based on customer and business
needs.

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 Triple Constraints in Agile:
Time

In Agile projects time may or may not be flexible.

This will depend on the business needs.

Some businesses have hard deadlines to release a

product and therefore.

Where there are no hard-deadlines time is often

flexible in Agile projects.

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 Triple Constraints in Agile:
Budget

Given the nature of business budget is generally

the least flexible element of Agile projects.

Some companies will provide a some wriggle room

in their budget to account for the uncertainty of
the project.

But generally most businesses will reduce scope to

maintain the projects budget.

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 Triple Constraints in Agile:
Scope

Scope is the most flexible element in Agile projects.

Unlike Waterfall where scope is fixed and changes

require a lot of work, Agile projects are specifically
designed to work with scope changes in order to
rapidly adjust the project to ensure the client’s and
businesses needs are met.

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