Operations

Management
MSL 7180

Session 11, 12 & 13

23/02/24, 26/02/24, 28/02/24
Dr Monika Tanwar
 Course Content
• Demand Forecasting: Time Series Analysis; Simple Moving Average; Weighted Moving Average;
Exponential Trend; Linear Regression; Trend and Seasonal Models; Forecast Errors; Qualitative
Forecasting
• Inventory Management: Understanding Inventory Management; Inventory control models—Single period
model, fixed order quantity model, Fixed time period model; Inventory Costs; EOQ; Re-0rder quantity;
Inventory Planning
• Scheduling: Single Machine Scheduling; Flow Shop Scheduling; Job Shop Scheduling
• Project Management: Project scheduling: CPM; PERT, lagging, crashing, EVM; Project Management
Models; Agile Methodology
• Materials Requirement Planning: Bills of Materials; MRP; Lot Size; Capacity Requirement Planning
• Aggregate Production Planning: Aggregate Planning Decisions; Aggregate Planning Strategies; Aggregate
Planning Methods; Master Production Schedule; Cut-and-Fit Methods.
• Facility Location and Layout: Factors affecting plant location; Single facility plant location; multi facility
plant location problem; Plant layout classifications; Layout designing approaches.
• TQM: TQM; Tools for Quality Management; Benchmarking; Six Sigma; Quality Circles; Statistical Process
Control, Kaizen
What is a Project?
• A project is any undertaking, carried out individually or collaboratively and
possibly involving research or design, that is carefully planned to achieve a
particular aim. Wikipedia

• A project is a temporary endeavor undertaken to create, modify, or retire

a unique product, service, or result. A project has a definite start and end
date and concludes when its objectives have been achieved. Harvard
Graduate School of Education

https://hbr.org/topic/project-management
How is a project different from Operations?

• Project is a temporary endeavor with a beginning and an end, that creates a unique
product, service, or result.

• Operations are permanent initiatives that produce repetitive results, with resources
assigned to do the same set of tasks and produce a standard output. In the life of a
product, there will be many projects to improve the product, add new features etc.
and these projects will come and go as required. The underlying production of the
product will continue as usual, although there will be refinements done and included
in the product over the period.
Program & Portfolio
• A program is a group of related projects managed in a coordinated manner to obtain benefits not
available from managing them individually. Program management is the application of knowledge,
skills, tools and techniques to meet program requirements.

• A portfolio is a group of different programs and/or projects within the same organization, which
may be related or unrelated to one another.

• Portfolio management is the selection, prioritization and control of an organization's programmes

and projects, in line with its strategic objectives and capacity to deliver. The goal is to balance the
implementation of change initiatives and the maintenance of business-as-usual, while optimizing
return on investment.
Project Management
• Project Management is a formal management discipline in which projects are planned and
executed using a systematic, repeatable, and scalable process. A project is defined as:

• A unique set of activities that are meant to produce a defined outcome, with a specific start
and finish date, and a specific allocation of resources.

• Because a project is bounded by its results, time and resources, we often need to male
tradeoffs among these three elements, or project “parameters”.

• Thus, project management is the process of developing substantive, systematic data about
each parameter so that the tradeoff decision making between parameters is more effective.
Project life cycle
Analytics Vs. Analysis
Analytics
A process in which a computer examines information using mathematical models in order to
find useful patterns.
Cambridge Dictionary

Systematic computational analysis of data or statistics. Oxford

Analytics Help predict future outcome based on specific trends or patterns in historical
data Example: Predict which functional areas are more likely to show adequate
participation in future surveys so that a strategy can be developed to improve the
future participation.
Analytics Vs. Analysis
Analysis
The act of Studying or Examining something in detail in order to discover or
understand more about it, or your opinion and judgment after doing this:
Our financial experts conducted and independent analysis of the investment
plan’s performance.
Some of the arguments need further analysis.
Why Is Analytics Important In Project Management?

• Predictive information can help project managers (PMs) make better decisions and keep projects
on schedule and on budget.
• Enables PMs to analyze the captured historical data to understand certain patterns or trends that
can provide them early warnings for a potential future catastrophe OR heads up for a future
opportunity.
• Helps PMs determine how projects or project portfolios are performing, and what strategic
decisions they need to make to improve the success rate if the measured/observed
project/portfolio performance is not in line with the overall objectives.
 Project Characteristics
• Its Unique: A Project has a well-defined objective, For example, firms like HP and Intel undertake
multiple projects to design, develop, and roll out new product lines, and each product line is unique.
• It has a temporary Nature: A project is temporary by nature, because it has definite start and a
definite end.
• It consumes resources
• Specific resources are needed to complete the project tasks. The project resources include people,
material, equipment etc.
• It uses progressive elaboration: When a project is started, the detailed information on all aspects is
not available. Thus, it is planned based on the best possible estimates derived from the limited
information that is available during the initial planning, Thereafter the project plans are updates
when more details become available as the project progresses through its life cycle.
• It needs a sponsor: Active support, direction, and funding are primary requirements.
• It’s a risky endeavor: A Project is a risky endeavor because it involves uncertainty. For instance, the
project objectives might not be clear, a project might be delayed, or a project might face financial
uncertainty.
Project Constraints
• Every Project has a defined scope (Performance), schedule (Time) and budget (cost). These three
project parameters are referred to as the triple constraints of the project.

• The key characterless of this equilateral triangle is that a change in one of the three constraints
will affect at least one another constraint. A project Manager must balance these constraints as
well as the project quality for success of project. This balancing act often involves negotiations
between the project manager and the project sponsor or owner customer (Project owner).

Quality

Schedule
Project scope
A project scope details exactly what will be delivered at the end of a project. It sets out the

parameters of the work to be done. The purpose of the project scope is to get

your stakeholders and team on the same page. This provides a concise summary, where

everyone can refer back to your: Meetings, Deliverables, Agreements.

Throughout the project, you’ll practice scope management, which begins by writing a

thorough project scope document. Laying out these elements in plain language helps align

everyone’s expectations and prevents you from overcommitting your resources.

Project Management Office
The PMO overseas, and coordinates the selection, prioritization and management of projects in an
organization. In addition, the PMO keeps top management informed about the status of all approved
projects. More specifically, the activities of the PMO include but are not limited to the following:

• Providing guidance to the project managers

• Defining project selection criteria
• Identifying the project management framework, methodology, tools and technology, and best
practices for the projects under its control.
• Defining and enforcing project management policies, procedures, templates and governance
documents.
Waterfall Approach for PM
Waterfall Approach for PM

Requirements

The Waterfall methodology depends on the belief that all project requirements can
be gathered and understood upfront. The project manager does their best to get a
detailed understanding of the project sponsor’s requirements. Written
requirements, usually contained in a single document, are used to describe each
stage of the project, including the costs, assumptions, risks, dependencies, success
metrics, and timelines for completion.
Waterfall Approach for PM

Design
Here, software developers design a technical solution to the problems set out by the
product requirements, including scenarios, layouts, and data models. First, a higher-
level or logical design is created that describes the purpose and scope of the project,
the general traffic flow of each component, and the integration points. Once this is
complete, it is transformed into a physical design using specific hardware and software
technologies.
Waterfall Approach for PM
Implementation

Once the design is complete, technical implementation starts. This might be the
shortest phase of the Waterfall process because painstaking research and design
have already been done. In this phase, programmers code applications based on
project requirements and specifications, with some testing and implementation
taking place as well. If significant changes are required during this stage, this may
mean going back to the design phase.
Waterfall Approach for PM
Verification or testing

Before a product can be released to customers, testing needs to be done to ensure the
product has no errors and all of the requirements have been completed, ensuring a good user
experience with the software. The testing team will turn to the design documents, personas,
and user case scenarios supplied by the product manager to create their test cases.
Waterfall Approach for PM

Deployment and maintenance

Once the software has been deployed in the market or released to customers, the
maintenance phase begins. As defects are found and change requests come in from users, a
team will be assigned to take care of updates and release new versions of the software.
Agile Project Management
• The increase in data volume, variety of new sources, and the speed at which data is
available have made the use of traditional project management methodologies a
challenge.

• This same challenge was encountered by IT departments where pressure to deliver high-
quality solutions faster demonstrated that waterfall project management methodologies
were inadequate, which gave rise to agile project management methodologies.
Agile Project Management

Agile project management methodologies focus on the ability to respond to change using

incremental and iterative practices. Agile as a practice was derived from software development. The

manifesto and principles for agile software development (ASD) were published in 2001, and since

then, the objectives and principles have been interpreted and applied to information technology (IT)

project delivery.
Agile Manifesto
The Agile Manifesto is a document that identifies four key values and 12 principles that its
authors believe software developers should use to guide their work. Formally called
the Manifesto for Agile Software Development, it was produced by 17 developers during an
outing on Feb. 11-13, 2001, at The Lodge at Snowbird ski resort in Utah.

The developers called themselves the Agile Alliance. They were seeking an alternative to
the existing software development processes that they saw as complicated, unresponsive
and too focused on documentation requirements.
Agile Manifesto
Agile Principle 1
“Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.”

Agile Principle 2
“Welcome changing requirements, even late in development. Agile processes harness
change for the customer’s competitive advantage.”

Agile Principle 4
“Business people and developers must work together daily throughout the project.”
Agile Manifesto
Agile Principle 5
“Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.”

Agile Principle 6
“The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.”

Agile Principle 7
“Working software is the primary measure of progress.”

Agile Principle 8
“Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a constant pace indefinitely.”
Agile Manifesto
Agile Principle 9
“Continuous attention to technical excellence and good design enhances agility.”

Agile Principle 10
“Simplicity—the art of maximizing the amount of work not done—is essential.”

Agile Principle 11
“The best architectures, requirements, and designs emerge from self-organizing
teams.”

Agile Principle 12
“At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.”
4 values of Agile

The four core values of Agile software development as stated in the Agile Manifesto
are as follows:

1.Individuals and interactions over processes and tools.

2.Working software over comprehensive documentation.
3.Customer collaboration over contract negotiation.
4.Responding to change over following a project plan.
Agile Principles
1. Principle of Success:
As a project manager, before getting into any project, you need to have a
successful mind-set and you should strive towards project success. It is
not enough to just complete the project on time and within budget but
is all about delivering what the client expects and of the highest possible
quality.
Agile Principles
2. Principle of Project Manager:

• As a Project Manager, you are responsible for leading the project to success.
Project Managers will get sponsorship, resources, set schedules and allocate
budgets, ensure risk management and transparency among resources and
stakeholders, and ensure smooth working of all aspects of the project.

• The project manager’s toolkit must include good technical knowledge, good
people skills, communication skills and an ability to ensure continuous
improvement by upskilling and learning.
Agile Principles
4. Principle of Structure:
This refers to the structure your project will take with respect to project goal,
resources, and time. These three pillars provide the structure to the project and
must be decided even before the project starts.

By knowing the reason for the project and what it aims to achieve, you can identify
how to go about it and this provides the first structure. The second structure is to
identify how much time it will take to reach the objectives and the final structure is
to identify the resources.
Agile Principles
6. Principle of Transparency:
Transparency and trust are the foundations of a good project. Transparency refers
to openness not just among you and your team members but also between you
and the stakeholders and customers. It is your responsibility to ensure that you
keep the stakeholders clued in on what is always happening in the project. There
are several tools available that allow you to communicate and share project status
with your stakeholders and team members to ensure transparency.
Agile Principles
7. Principle of Communication:
Communication is one of the ways to ensure transparency and to gain
support and funding from the stakeholders. As a project manager, you
need to have excellent communication skills to lead and motivate your
team and engage with stakeholders, management, and everyone else
involved in the project.
Agile Principles
8. Principle of Progress:
A project must have well defined thresholds of progress and clearly defined milestones.
Team members must be clear on what they need to achieve, the project objectives, and
the goals and scope must be clearly defined and understood by all. The scope and
objectives must be clearly mapped out even before the commencement of the project.
Along with this there must be proper risk assessment strategies in place. Without these
parameters being clarified, the project may not see the light of day.
Agile Principles
9. Principal Life cycle:
The project development lifecycle includes all stages in the lifecycle of the project,
from its inception to rollout and phasing out. Each phase of the project is an
essential part of the overall success of the project and must involve careful
planning and initiation. Every stage must have defined milestones and when these
milestones are reached, they let you know that you are on track to project
completion.
Agile Principles
10. Principle of Culture:
The organizational culture plays a huge role in the success or failure of the project. A
positive work culture supports innovation, growth, and a positive attitude among the
workforces. Team members can speak without fear and put forth their ideas and
suggestions freely. Conversely, a negative work environment demotivates the entire
team and increases the chances of project failure. The organization must strive to adopt
a culture that is horizontal and promotes creativity and quality work. As a project
manager, you must strive to maintain a positive work environment and motivate your
team to deliver the best.
Agile Principles
11. Principle of Risk:
Risk is a part of every project. A project without associated risks is unimaginable.
Risks are anything that alter the objectives or end goals of the project and can be
positive or negative. But whatever the type of risk, it must be identified and
mitigated to ensure that the project is not adversely affected.
Agile Principles
12. Principle of Accountability:
A project is only as good as the team and as a team, you must be accountable and measure
your deliverables and success. Measuring milestones and deliverables and checking if they
align to your original estimate will help you decide if you are on track for project completion.
These metrics of measurements also help you identify top performers in your team and
motivate and suitably reward them for their work and diligence.
Agile Principles
What defines Project success?
On the face of it, completing a project on time and within budget can be defined as
project success. But project success goes beyond these two parameters. A project is
successful if it helps deliver what the stakeholder wants, in terms of quality and
requirements. Project success is about how well you have handled the stakeholders
during the project—in context to being open and transparent and taking them along
in the project development journey. Project success is also measured in terms of how
happy your team is at the end of the project.
 Agile Approach for PM

Agile project management works off the basis that a

project can be continuously improved upon throughout
its life cycle, with changes being made quickly and
responsively.
Waterfall & Agile Approach for PM
➢ In contrast, when the agile approach is used for the autonomy-related issues of the project, the
product should be ready earlier and better fitted to the client’s needs.

➢ This is because, by working in an agile way, closer to the client’s sets of requirements, we can more
quickly decide which requirements are the most important to the user, implement them, and then
show them to the client for approval.

➢ Of course, that also means that the client and project teams must be ready to work in a highly
interactive, agile environment. Therefore, reaching higher levels of maturity in project management
also means evolving toward a unique approach to meeting the client’s expectations and
establishing a specific level of trust in order to fully implement agile methods, in practice. However,
this can be more easily achieved if the
Agile Methodologies

1. Scrum
Scrum is a well-known agile framework that is simple to learn and lightweight, but
like all agile techniques, it is challenging to master completely. The "Scrum
framework" contains a collection of processes, roles, events, artifacts, and rules that
are intended to direct the team as they carry out the project.

The major concepts and elements of the scrum are responsibilities of a scrum team,
the activities that take place during a sprint, and the sprint deliverables or artifacts
etc.:
Agile Methodologies
1. Scrum
i. Scrum Team Roles

Developers, product owners, and scrum masters make up scrum teams. Scrum teams are
multidisciplinary as well;

•Developers: The team of experts who construct the product increments during each sprint. The team
members are self-organizing, which means they have the authority to oversee their work.

•Product Owner: The product owner oversees managing the product backlog, or the list of tasks that
need to be completed, to maximize the value of the product.

•Scrum Master: The effective understanding and application of the Scrum framework is the
responsibility of the Scrum Master. By removing any obstacles to the development team's work,
coordinating their events (meetings), and coaching the team members, this person serves as a servant
leader. ca
Agile Methodologies

ii. Scrum Events

1. Sprints:
A sprint is an iteration that is time-boxed (time-limited) that lasts no more than one
month, during which the team creates a viable product for release. (The word
"sprint" in Scrum is equivalent to the word "iteration" in the agile vocabulary.)

Most Scrum sprints last one to two weeks. Every sprint functions as a mini-project.
If the sprint aim becomes obsolete due to a shift in the company direction or
technological conditions, the sprint may be terminated before the timebox expires.
The sprint can, however, only be cancelled by the product owner.
Agile Methodologies
ii. Scrum Events

2. Backlog Refinement:

"Grooming the backlog" takes place at the backlog refinement meetings. This
indicates that all project participants meet to go over and revise the backlog terms.
Agile Methodologies

ii. Scrum Events

3. Sprint Planning Meeting

Everyone attends for the sprint planning meeting to decide what will be delivered during
the forthcoming sprint and how that work will be accomplished.

The group discusses the updated backlog items once the product owner delivers them to
make sure everyone is on the same page. Based on their estimates, anticipated capacity,
and prior performance, the development team predicts what can be achieved in the sprint.
They establish the sprint objective keeping this forecast in mind.
Agile Methodologies
ii. Scrum Events
4. Daily Scrum

While the team is working toward the sprint goal, a daily scrum—a 15-minute time-boxed
meeting—is held at the same time and location every day. The purpose of this meeting is
to have each team member give a succinct response to three questions about what they
are doing to achieve the sprint goal.

1.What has one accomplished since the previous daily scrum?

2.What are your plans for the day?

3.Are there any obstacles in my way?

Agile Methodologies

ii. Scrum Events

5. print Review:

The development team, the product owner, and the scrum master attend the
sprint review meeting, which is held after the sprint along with other potential
stakeholders. The team shows the product owner a demo of the increment
(developing) product they developed during the sprint during this meeting.
Agile Methodologies

ii. Scrum Events

6. Sprint Retrospective
The development team holds the sprint retrospective, which is the final "inspect and
adapt" activity for the sprint, following the sprint review but before the following
sprint planning meeting. This meeting is mostly for the development team, though
others may be invited. This is their chance to reflect on their experiences and seek
areas where they may do better. Any event that occurred during the sprint, including
people, places, and things, maybe reflected upon during the retrospective.
Agile Methodologies
iii Scrum Artifacts

1. Product Increment:

Before the team starts working on the product increment, the team and the
product owner need to decide on a definition of done so that everyone has a
shared understanding of what "done" will look like for that increment. This will
increase the likelihood that the product increment will be acceptable.
Agile Methodologies
iii Scrum Artifacts
2. Product Backlog:

The product backlog is the one source for all the requirements for the product
and is a prioritized list of all the work that needs to be done to construct the
product. Features, functionalities, requirements, quality attributes (i.e., non-
functional needs), additions, and fixes are some examples of the things in the
backlog.
Agile Methodologies

iii Scrum Artifacts

4. Sprint Backlog
The sprint backlog, which is not a different list from the product backlog, is the
portion of the product backlog that has been chosen as the objective of a particular
sprint.
Agile Methodologies

2. Extreme Programming (XP)

Extreme Programming, sometimes known as "XP" or

"extreme Programming," is an agile approach that is concentrated on
software development. Scrum prioritizes work at the project management
level and solicits feedback, whereas XP concentrates on best practices for
software development.
Agile Methodologies
2. Extreme Programming (XP)
XP Core Values
• Simplicity
• Communication
• Feedback
• Courage
• Respect
To organize their releases and iterations, XP teams employ "user stories," which are brief
requirements. Developers write code in pairs throughout these iterations, which are typically
two weeks long. "Architectural spikes" are iterations used to demonstrate a technology
method. "Spikes" are periods of effort conducted to eliminate threats and issues. The release
planning procedures incorporate the spikes.
Agile Methodologies

2. Extreme Programming (XP)

XP Team Roles

In contrast to Scrum, XP specifies the team roles as coach, customer, and tester. Let's
examine the contributions that each of these jobs makes to an XP project.
Agile Methodologies
2. Extreme Programming (XP)
XP Team Roles

Coach
• The coach serves as the team's mentor, directing the process and assisting the members
in staying on task. The coach serves as a conduit, facilitating communication both inside
and between teams and assisting the squad in becoming more productive. This position
has many duties in common with a ScrumMaster.
Customer
• The "customer" is the business core of an XP team. which might give the project's needs,
priorities, and business direction. This individual establishes the specifications for the
finished product, ranks the importance of its features, and verifies that it performs as
intended. This position is comparable to the Scrum product owner.
Agile Methodologies
2. Extreme Programming (XP)

XP Team Roles

Programmers

• The developers who write and implement the programming for the requested
user stories are known as programmers.
• Testers The customer can define and write acceptance tests for the user stories
with the assistance of the testers, who also provide quality assurance. If they
have the necessary expertise, developers (programmers) may also fill this
position.
Agile Methodologies
2. Extreme Programming (XP)
XP Team Roles

Planning Games

Release planning and iteration planning are the two main planning games used in XP. New
functionality is sent to the production user through a release.

Typically, a project has one or more releases, but no more than one or two releases every year.
The customer specifies the functionality needed during release planning, and the developers
estimate how challenging it will be to construct that functionality. With these priorities and
figures in hand, the client develops a plan for project delivery.
Agile Methodologies

2. Extreme Programming (XP)

XP Team Roles

Planning Games

• Smart releases
• Customer Tests
• Collective Code ownership
• Code Standards
Agile Methodologies

2. Extreme Programming (XP)

Metaphor XP

To describe designs and establish a common technical vision, Metaphor XP employs

metaphors and similes. These descriptions create comparisons that are clear to all parties
involved and aid in illustrating how the system ought to operate.
1. Continuous integration
2. Test-Driven Development
3. Refactoring
4. Simple Design
5. Pair Programming
 Agile Methodologies
3. Lean Product Development
Lean is not an agile methodology in the strictest sense, but as we'll see, the lean
approach is quite like agile.
Lean focuses on seven core concepts, as given below:
1. Eliminate waste:
We must reduce waste if we are to maximize value. Waste can appear in knowledge
work as incomplete work, delays, handoffs, superfluous features, etc. We must thus
develop methods to recognize waste and then eliminate it if we want to maximize the
value we derive from projects.
 Agile Methodologies

3. Lean Product Development

2. Empower the team:
Rather than micromanaging, we should recognize the team members' greater
understanding of the technical procedures necessary for the project and allow them to
make local judgments to be effective and successful.

3. Deliver as soon as possible:

By generating worthwhile deliverables as soon as possible and refining designs, we may
increase the project's return on investment (ROI). Through the quick evolution of
possibilities, we will find the best answer.
Agile Methodologies
3. Lean Product Development
4.Optimize the system as a whole:

We want to recognize that a system is greater than the sum of its components. We
examine the project's parts to see how it fits with the company. We also put a lot of effort
into creating better intergroup relations as part of optimizing the entire.

5. Build quality in:

Lean development uses methods like refactoring, continuous integration, and unit testing
to continuously ensure quality throughout the development process rather than trying to
"test in" quality at the end.
Agile Methodologies
3. Lean Product Development
6. Defer decisions:

Making judgments and commitments as late as possible is balanced with early planning.
This can entail, for instance, revising the backlog's priorities just before starting the work or
avoiding being forced to use an early, technologically constrained solution.

7. Amplify learning:

This idea calls for encouraging early and frequent contact, obtaining feedback as quickly as
feasible, and building on what we discover. We should start early and never stop learning
since knowledge work initiatives are business and technological learning opportunities.
 Agile Methodologies

4. Feature-Driven Development (FDD)

• FDD (Feature-Driven Development) is an easy-to-understand but effective method for

creating products or solutions. A project team using the FDD methodology will first
create a general model of the product, create a list of features, then schedule the work.
To develop the features, the team then goes through the design and construction stages.

• FDD suggests a collection of best practices that were inspired by software engineering.
Among them are:
Agile Methodologies

4. Feature-Driven Development (FDD)

Domain object modeling:

Teams study and describe the domain (or business environment) of the problem to
be solved in this exercise. Developing by feature entails dividing tasks into two-
week or smaller chunks of labor, which are then referred to as features.
Agile Methodologies

4. Feature-Driven Development (FDD)

Individual class (code) ownership:

This technique assigns a single owner to a section of code for conceptual

coherence, performance, and consistency. (Note that this differs significantly from

the communal code ownership concept of XP, which seeks to share expertise with

other team members.)

Agile Methodologies

4. Feature-Driven Development (FDD)

Feature teams:

These are compact, spontaneously assembled teams that vet designs and enable the
evaluation of several design choices before the selection of a design. The hazards
connected with individual ownership are reduced with the aid of feature teams.
 Agile Methodologies
4. Feature-Driven Development (FDD)
Inspections:

• These are checks to make sure the design and code are of high quality.

Configuration management:

• This entails labeling code, keeping track of modifications, and controlling source code.

Regular builds:

• The team ensures that the new code works with the current code through regular builds.
They can easily make a demo thanks to this practice.
 Agile Methodologies

4. Feature-Driven Development (FDD)

Results and progress visibility:

This procedure keeps track of progress based on tasks that have been finished.
Cumulative flow diagrams (described in chapter 2) and parking lot diagrams, which
are one-page recaps of project progress, were popularized by feature-driven
development, an agile technique. Both are effective tracking and diagnostic
instruments that are currently utilized by other agile methodologies.
 Agile Methodologies

5. Dynamic Systems Development Method (DSDM)

There are eight guiding concepts for DSDM:

1. Focus on the business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and clearly
8. Demonstrate control
Agile Methodologies

6. Kanban
Kanban is a well-known Lean workflow management methodology for designing,
monitoring, and enhancing information work delivery offerings. It enables you to visualize
your job, increase productivity, and continuously get better.
Agile Methodologies

6. Kanban Board
Teams may easily visualize and manage their operations using Kanban boards by using Card,
columns, Swim lanes, and WIP Limits. Think of a whiteboard with vertical lanes for each column.
Your process is represented by each lane, from "To Do" to "Doing" to "Done." The far-left lane
usually contains work items that have not been started, and the far-right lane normally contains
work items that have been finished.
Agile Methodologies

6. Kanban System
The term "Kanban system" refers to the management of work, enhancement of
workflow, and continuous improvement methodology employing Kanban boards
and cards. Kanban systems use visual management to their full potential to help
teams work faster and more effectively.
Agile Methodologies

7. Crystal

Crystal isn't just one technique; it's a family of tailored, situation-specific approaches
that are color-coded. Crystal can handle a wide range of projects, from a small team
developing a low-criticality system (Crystal Clear) to a large team developing a high-
criticality system, thanks to the customization of each technique by criticality and team
size (Crystal Magenta).
Agile Methodologies
8. Scaled Agile Framework
• The top business agility framework in the world is SAFe for Lean Enterprises. SAFe combines
the strength of Lean, Agile, and DevOps into an all-encompassing operating system that aids
businesses in thriving in the digital age by producing cutting-edge goods and services more
quickly, predictably, and of higher quality.

• SAFe's flexibility and scalability allow any firm to customize the framework to
meet its business requirements. SAFe offers a complete range of solutions, from those
requiring a few teams to those sophisticated systems requiring hundreds—and even
thousands—of people to create and deliver, with four preconfigured configurations.
A Comparison of the Main Forms of the Agile Approach to Innovation

Please refer and read

https://hbr.org/2016/0
5/embracing-agile