Agile project management

•APM is a collection of PMLC models that can be used to

manage projects whose goals are clearly specified but whose
solutions are not known at the outset of the project.

The bottom line in all of the APM PMLC models is that the best
fit project management approach is dynamic and continuously
adapted to the changing project situation and environment
 Cont....

 these projects address problems and business opportunities for which

there has not been an acceptable solution put forth or the business
opportunity has not been successfully exploited.

 projects are characterized by high complexity and uncertainty and present

the organization with a significant challenge
 Cont...

 Lean Agile Project Management implies that any step in a process that
does not contribute business value is to be eliminated.

 Each Agile Project Management process possesses these steps to

varying degrees of effectiveness.
 Cont....

 Eliminate waste—If it doesn’t add business value, it is defined as waste. Something

that is lying around and not used is a waste. Process steps that don’t add value are a

waste. Find out what the client wants and deliver it ASAP.
 Amplify learning— through iteration learning about the solution is discovered.
 Decide as late as possible—APM processes create learning and knowledge.

Decisions should be based on as much information as can reasonably be gathered.

Keep all options opened until a decision must be made.

 Cont....

 Empower the team—The team must work in an open, honest, and

creative environment and not be shackled by heavy process and
procedure. Their environment appears informal and unfettered by
management constraints, but from a creative standpoint is the most
effective way to search out a heretofore undiscovered solution.
 Build integrity in—The success of a deliverable when the client says it
is exactly what they had in mind and the ultimate market success of the final
deliverables speak to integrity.
 Cont.....

 See the whole—Specialists are often fixated on the success of their

piece of the solution and give little thought to the overall effectiveness of
the whole solution. That tunnel vision has to take a backseat in effective
APM Processes.
 Iterative Project Management Life Cycle

 On the certainty/uncertainty line, the models are aligned from Linear to

Incremental to Iterative to Adaptive to Extreme

 Both the Iterative and Adaptive models have been proposed to address
the difficulty many project managers face when they try to clearly
decompose requirements and are unable to do so.

 In some cases that difficulty arises from the client not having a clear
picture of their needs and in other cases from the solution not being
known
The Complexity/Uncertainty Domain

Not
Clear Q4 Q3

in y
rta xit
ty
ce ple
Goal

Un m
Co
Q1 Q2
Clear
Clear Not
Clear
Solution
Iterative Project Management Life Cycle Model
Definition
An Iterative Project Management Life Cycle (PMLC) model
consists of a number of phases that are repeated in groups with
a feedback loop after each group is completed. At the discretion of
the client, the last phase in a group may release a partial solution.
 Iterative approaches are used when you have an initial version of the
solution, but it is known to fall short in terms of features and perhaps
functions.
The Iterative PMLC model embraces several
types of iteration. Iteration can be on
requirements, functionality, features,
design, development, solutions, etc
When to Use an Iterative PMLC Model

 Most but not all of the solution is clearly known

 You might otherwise have chosen the Incremental

PMLC model but have a strong suspicion that there will
be more than a minimum number of scope change
requests.

 You might otherwise have chosen an Adaptive PMLC

model but are concerned about lack of client
involvement
Iterative PMLC Model
 Scope Phase
 Implementation of intermediate solutions can
be problematic
 Final solution cannot be defined at the start of the project
 Plan Phase
 The complete plan for building the known solution
 The partial plan for the high-priority functions
Iterative PMLC Model
 Launch Phase
Characteristics TPM project team APM project team
Size Could be very large Usually less than 15
Skill Level All levels Most skilled
Location Co-located or distributed Co-located

Experience level Junior to senior Senior

Position responsibility Requires supervision Unsupervised

 Monitor & Control Phase

 Close Phase
Iterative PMLC Model

Characteristics
 The solution is known but not to the expected
depth (i.e., features are not complete)
 Often uses iconic or simulated prototypes to discover the
complete solution
Iterative PMLC Model

Strengths
 Client can review current partial solution for suggested
improvements
 Scope changes can be processed between iterations
 You can adapt it to changing business conditions
Iterative PMLC Model

Weaknesses
 Requires a more actively involved client than
TPM projects
 Requires co-located teams
 Difficult to implement intermediate solutions
 Final solution cannot be defined at the start of the project
Adaptive Project Management Life Cycle

• Adaptive life cycles also known as change driven are intended

to respond to high levels of change and ongoing stakeholder
involvement. The adaptive models are more appropriate for
projects involving higher levels of uncertainty and complexity
than the iterative models. Adaptive models are more useful than
iterative models in those situations where very little is known
about the solution.
 Definition
 An adaptive PMLC model consists of a number of phases that
are repeated in cycles, with a feedback loop after each cycle is
completed
 In the adaptive PMLC model, as with other agile approaches,
the degree to which the solution is known might vary over a
wide range from knowing a lot but not all (projects that are a
close fit for the iterative PMLC models) to knowing very little
(projects that are a close fit for the adaptive PMLC models).The
less that is known about the solution, the more risk, uncertainty,
and complexity will be present.
 The success of adaptive PMLC models is leveraged by
expecting and accommodating frequent change. Change is the
result of learning and discovery by the team and most
importantly, by the client.
 Compared to the iterative PMLC model, the adaptive PMLC
model requires more involvement from the client. Once you
have decided that an adaptive PMLC model is a best fit for
your project, meaningful client involvement is necessary. To be
meaningful, the client must be fully involved in the decisions to
go forward with the project and in what direction.
 Scoping Phase of an Adaptive PMLC Model

 The scoping phase of the adaptive PMLC model is a high level-

activity because not much is known about the solution. The
missing functions and futures have to be discovered and
learned through repeated cycles much like the iterative SDPM
approach. For the adaptive PMLC model the scoping activities
merely set the boundaries and the high level parameters that
will be the foundation on which you proceed to learn and
discover.
 Planning Phase of an Adaptive PMLC Model

 At this point the adaptive PMLC model, planning is done for the
coming cycle. High level planning was done as part of the
scoping phase. Based on the known functionality and futures
that will be built in the coming cycle, a detailed plan is
developed. This plan utilizes all of the tools, templates and
processes that were defined for the planning process group.
 Launching Phase of an Adaptive PMLC Model

 The launch activities will include establishing team operating

rules, the decisions-making process, conflict management,
team meetings, and a problem solving approach.
 Monitoring and Controlling Phase of an Adaptive
PMLC Model

 The nature of those projects is that they are focused on

delivering value rather than being focused on meeting time
and cost criteria. The monitoring and controlling function
pertain to the cycle build tasks. A cumulative history of project
performance metrics should be maintained. These metrics
should inform the project team about the rate at which
convergence to an acceptable solution is occurring. Frequency
of changes, severity of change and similar metrics can help.
 Types of trends in client engagements
1.Increasing at an increasing rate:-
 It indicates a client, whose involvement has increased over
time, and it indicates that the solution is diverging. For this
type of trend, it’s too late for any corrective action to be taken.
Your intervention should have come much earlier so that you
should have a chance to work with the client to increase their
involvement earlier in the project.
2. Increasing at decreasing rate

3. Decreasing at an increasing rate

 It shows an exemplary level of client involvement and good
solution convergence.

Closing Phase of an Adaptive PMLC Model

 Closing Phase of an Adaptive PMLC Model

 The closing phase produces the typical artifacts; lessons

learned; validation of success criteria, and so forth.
 Adapting and Integrating the
APM
Scoping the Next Toolkit
Iteration/Cycle
 The Scoping Process Group includes the following:
• Eliciting the true needs of the client
• Documenting the client’s needs
• Negotiating with the client how those needs will be
met
• Writing a one-page description of the project
• Gaining senior management approval to plan the
project
 Planning the Next Iteration/Cycle
The Planning Process Group includes the following:
• Defining all of the work of the project
• Estimating how long it will take to complete the work
• Estimating the resources required to complete the work
• Estimating the total cost of the work
• Sequencing the work
• Building the initial project schedule
• Analyzing and adjusting the project schedule
• Writing a risk management plan
• Documenting the project plan
• Gaining senior management approval to launch the project
 Launching the Next
Iteration/Cycle
 The Launching Process Group includes the following:
• Recruiting the project manager (usually part of the Scoping
Phase)
• Recruiting the project team (core team during Scoping Phase)
• Writing a project description document
• Establishing team operating rules
• Establishing the scope change management process
• Managing team communications
• Finalizing the project schedule
• Writing work packages

Monitoring and Controlling the Next Iteration/Cycle
The Monitoring and Controlling Process Group includes the following:

 Establishing the project performance and reporting system

 Monitoring project performance
 Monitoring risk
 Reporting project status
 Processing scope change requests
 Discovering and solving problems
 Closing the Next Iteration/Cycle

o Unlike a TPM project where the schedule can slip or

be changed, that does not happen in an APM project.
o The cycle time box is cast in stone.
o It is never extended to accommodate one of the swim
lanes whose schedule has slipped.
o The iteration or cycle may be closed if all swim lanes
are complete ahead of schedule.
 Deciding to Conduct the Next Iteration/Cycle

 This is not part of any TPM PMLC model.

 It is unique to APM and xPM.
 The client is the driver of this decision process.
 The current solution and its history along with the
Scope Bank are the inputs.
 If the metrics you are collecting suggest that the
solution is converging on the goal, there is good
reason to continue with another iteration Or cycle.
 Deciding to Conduct the Next Iteration/Cycle…
The following aspects of this decision-making process:
 The client manages the decision process.
 The client must be fully engaged in the process.
 The atmosphere must be completely open and honest.
 The decision must be based on expected business value.
 The solution must be converging to a solution that aligns with the
goal.
 Closing the Project
The Closing Process Group includes the following processes:
 Gaining client approval of having met project requirements
 Planning and installing deliverables
 Writing the final project report
 Conducting the post-implementation audit
An APM project ends when one of the following occurs:
 The time and budget are expended.
 An acceptable solution with the expected business value is
found.
 The project is abandoned.