This Presentation gives the scene for agile project management. It shows the differences between agile and traditional project management approaches, including why using agile methods is often the best choice for certain projects.
• The scene for agile project management.
• Differences between agile and traditional project
management approaches, including why using agile methods
is often the best choice for certain projects.
7. Agile Definition (2-7)
• Agile project management allows you to produce smaller
deliverables more frequently and efficiently, making it an
excellent choice for teams that work in product development,
programming, business analysis, researches and other
15. Why Agile Methods? (2-6)
• The answer is simple: different types of projects require
different project management’ methods.
• In our everyday lives, we see the value of customizing
our approach to different situations, often in small ways.
16. Why Agile Methods? (3-6)
• For example, we choose what information to
communicate and how to present it based on our
17. Why Agile Methods? (4-6)
• We don’t resolve every issue the exact same way;
instead, we adjust our approach to be effective for the
18. Why Agile Methods? (5-6)
• This same concept applies to how we manage our projects.
• Some projects, especially knowledge worker projects
occurring in fast-moving or time-constrained environments,
call for an agile approach.
19. Why Agile Methods? (6-6)
• So to answer the question “why agile methods”
we might say for two reasons:
1. Knowledge Worker Projects are Different.
2. Value-Driven Delivery.
22. Knowledge Worker Projects
Are Different (3-14)
• When people started planting crops and herding animals, it
changed society and work.
• This was the Agricultural Revolution.
• As a result, people wandered less, and they lived and worked in one
23. Knowledge Worker Projects
Are Different (4-14)
• The next big revolution came with the development of
machines and factories, when people left their farms and
villages to move to cities.
24. Knowledge Worker Projects
Are Different (5-14)
• This was the Industrial Revolution, which eventually led
to the development of many of today s project
management ideas, including Gantt charts and
25. Knowledge Worker Projects
Are Different (6-14)
• In turn, these developments led to the creation of tools like the
work breakdown structure (WBS).
26. Knowledge Worker Projects
Are Different (7-14)
• The latest major revolution (which we are in now) is
known as the Information Revolution.
• This revolution is focused on information and
collaboration, rather than manufacturing.
27. Knowledge Worker Projects
Are Different (8-14)
• It places value on the ownership of knowledge and the ability
to use that knowledge to create or improve goods and
• The Information Revolution relies on knowledge workers.
28. Knowledge Worker Projects
Are Different (9-14)
• These are people with subject matter expertise who
communicate their knowledge and take part in analysis
and/or development efforts.
• Knowledge workers are not only found in the IT industry; they
are also engineers, teachers, scientists, lawyers, doctors, and
many others employed today.
29. Knowledge Worker Projects
Are Different (10-14)
• So what makes knowledge worker projects different from
• The following table presents a comparison of industrial work
versus knowledge work
34. Value-Driven Delivery (1-3)
• The reason projects are undertaken is to generate business value, be
it to produce a benefit or to improve a service.
• Even safety and regulatory compliance projects can be expressed in
terms of business value by considering the business risk and impact
of not undertaking them.
36. Value-Driven Delivery (3-3)
• If value is the reason for doing projects, then value-driven delivery is
the focus of the project throughout the planning, execution, and
37. Eat Your Dessert First —
Early Value Delivery (1-6)
• Agile methods promote early value delivery.
• This means the team aims to deliver the highest value portions
of the project as soon as possible.
38. Eat Your Dessert First —
Early Value Delivery (2-6)
• There are some key reasons for this approach.
• First, life is short, weird stuff happens, and the longer a project
runs, the longer the horizon becomes for risks such as failure,
reduced benefits, erosion of opportunities, and so on.
39. Eat Your Dessert First —
Early Value Delivery (3-6)
• To maximize success, we should aim to deliver as many high-value
components as soon as we can, before things change or go
40. Eat Your Dessert First —
Early Value Delivery (4-6)
• The second major reason is that stakeholder satisfaction plays
a huge role in project success.
• Engaged, committed sponsors and business representatives
who support a project are vital to removing project obstacles
and defining success.
41. Eat Your Dessert First —
Early Value Delivery (5-6)
• All project teams are on a trial period when they start, since
the sponsors may not be convinced that the team can deliver.
• By delivering high-value elements early, the team
demonstrates an understanding of the stakeholders’ needs,
shows a recognition of the most important aspects of the
project, and proves they can deliver.
42. Eat Your Dessert First —
Early Value Delivery (6-6)
• Tangible results raise stakeholders’ confidence, build rapport
with them, and get them on board early, creating virtuous
circles of support.