Name: Glady Chourasia

Enrollment No.: JN180210

AGILE PROJECT MANAGEMENT

Q. How Agile PM different from Traditional PM?
Ans.

Characteristics Agile Traditional

Definition Agile is a project management Traditional is a liner
methodology which aims sequential model in which the
continuous improvement and project work is completed
iteration at every stage. sequentially in each phase.
Continuous collaboration and This means the predecessor
iteration is key for agile phase ends and the successor
implementation phase starts just after.
Organizational Structure Iterative Liner
Scale of project Small and medium scale Large – Scale
User Requirement Interactive input Clearly defined before
implementation
Involvement of client High Low
Development model Evolutionary delivery Life Cycle
Customer Involvement Customer are involved from Customer get involved early
the time work is being in the project but not once the
performed execution has started
Escalation management When problem occur, the Escalation to managers when
entire team works together to problem arise
resolve it
Model Preference Agile model favors adaption Traditional model favors
anticipation
Product or Process Less focus on formal and More serious about processes
directive processes that the product
 Test Document
Effort estimation
Reviews and Approvals
Comprehensive test planning Test are planned one sprint at
a time
Scrum master facilitates and Project manager provides
the team does the estimation estimates and gets approval
from PO for the entire project
Review are done after each Excessive reviews and
iteration approvals by leaders

Q. Agile PM principles?

Ans. There are 12 principle of Agile PM, which are as follow:

 Satisfy Customers Through Early & Continuous Delivery: The original
formulation of the first of the agile principles says, “our highest priority is to satisfy the
customer through early and continuous delivery of valuable software”. However, it
is perfectly applicable in areas outside of software development.
By applying it, you will increase the agility of your process and respond to changes in a
timely fashion. On the other hand, your customers will be happier because they will get
the value they are paying for more frequently. In addition, they will be able to provide
you with feedback early on, so you won’t have to make significant changes later on.
 Don’t be afraid to make changes: Still, if need be, change requests should be
most welcome even at late stages of project execution. The original text of the second of
the Agile principles states that your team needs to “welcome changing requirements,
even late in development. Agile processes harness change for the customer’s
competitive advantage”.
This is truly important as customer needs may change at any time and if you are truly
agile, there shouldn’t be a problem for your team to respond in a timely fashion.
 Deliver working software, with a preference to the shorter timescale:
The third of the agile project management principles aims to reduce the batch sizes that
you use to process work.
This principle became necessary due to the extensive amounts of documentation that
were part of the planning process in software development at the end. Logically, by
taking it to heart you will reduce the time frame for which you are planning and spend
more time working on your projects. In other words, your team will be able to plan in a
more agile way.
 Developers and management must work together: Agile relies on cross-
functional teams to make communication easier between the different stakeholders in the
project. As the original text states, “business people and developers must work
together daily throughout the project”.
The goal is to create a synchronization between the people who create value and those
who plan or sell it. This way you can make internal collaboration seamless and improve
your process performance.
 Build projects around motivated individuals: The logic behind the fifth of the
Agile principles is that by reducing micromanagement and empowering motivated team
members projects will be completed faster and with better quality.
 Like the original text following the Agile manifesto states, you need to “build projects
around motivated individuals. Give them the environment and support they need and trust
them to get the job done”.
The second sentence of this principle is especially important. If you don’t trust your team
and keep even the tiniest decisions in your company centralized, you will only hinder the
engagement of your team. As a result, individuals will never be truly motivated, and you
won’t get the most of their potential.
 Face-to-face interactions are the most efficient & effective modes of
communication: By communicating in person, you reduce the time between asking a
question and receiving an answer. However, in the modern work environment where
teams are often spread across the globe, it provides a serious limitation.
 Working software is the primary measure of progress: This principle is
pretty straight forward. It doesn’t matter how many working hours you’ve invested in
your project, how many bugs you managed to fix, or how many lines of code your team
has written.
If the result of your work is not the way your customer expects it to be, you are in
trouble.
 Agile processes promote sustainable development: The precise formulation of
this principle is “Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace indefinitely.”
Logically, when putting Agile to practice, your goal is to avoid overburden and optimize
the way you work so you can deliver frequently to market and be able to respond to
change without requiring personal heroics from your team.
 Continuous attention to technical excellence and good design enhances
agility: In a development context, this principle makes a lot of sense because it allows
teams to create not just working software but a stable product of high quality.
As a result, changes to the code will be less likely to create a negative impact caused by
bugs and malfunctions.
Still, the 9th of the Agile management principles is applicable in every industry. When
you maintain operational excellence, you will have less trouble reacting to changes and
maintaining agility.
 Simplicity is essential: The original content of this principle can be a bit confusing as
it states “Simplicity–the art of maximizing the amount of work not done–is essential”.
Yet it is very practical.
Your customers are not paying for effort you invest, they are buying a solution to a
specific problem that they have. Keep that in mind when implementing Agile and avoid
doing something just for the sake of doing it.
 The best architectures, requirements, and designs emerge from self-
organizing teams: A great agile management team takes its own direction. Members
don’t need to be told what needs to be done -- they attack problems, clear obstacles, and
find solutions. It should be a red flag if the project manager must micromanage.
 Inspect & Adapt: At regular intervals, the team should reflect on how to become more
effective, tune and adjust its behavior accordingly. If there is a better way of moving a
project forward, the team should implement adjustments.
Q. Popular Agile Methodologies such as Scrum, XP etc?
Ans. The most widely-used Agile methodologies include:
Agile Scrum Methodology
Lean Software Development
Kanban
Extreme Programming (XP)
Crystal
Dynamic Systems Development Method (DSDM)
Feature Driven Development (FDD)

Agile Scrum Methodology: Scrum is a lightweight Agile project management

framework that can be used to manage iterative and incremental projects of all types. It
has gained increasing popularity over the years due to its simplicity, proven
productivity, and ability to incorporate various overarching practices promoted by
other Agile models. In Scrum, the Product Owner works closely with their team to
identify and prioritize system functionality by creating a Product Backlog. The
Product Backlog consists of whatever needs to be done to successfully deliver a
working software system, including features, bug fixes, non-functional requirements,
etc.
Lean Software Development: Lean Software Development is an iterative
Agile methodology that focuses the team on delivering value to the customer
through effective value stream mapping. It is a highly flexible, evolving
methodology without rigid guidelines, rules, or methods.
Kanban: It is a highly visual workflow management method that is popular among
Lean teams. In fact, 83% of teams practicing Lean use Kanban to visualize and
actively manage the creation of products with an emphasis on continual delivery,
while not adding more stress to the software development life cycle. Like Scrum,
Kanban is a process designed to help teams work together more effectively. Kanban
promotes continuous collaboration and encourages active, ongoing learning and
improvement by defining the best possible team workflow.
Extreme Programming (XP): XP is a disciplined approach for high-quality
agile software development, focused on speed and continuous delivery. It is intended
to improve software quality and responsiveness in the face of changing customer
requirements. It promotes high customer involvement, rapid feedback loops,
continuous testing, continuous planning, and close teamwork to deliver working
software at very frequent intervals, typically every 1-3 weeks. The original XP method
is based on four simple values: simplicity, communication, feedback, and courage.
Crystal: This is a family of Agile methodologies which includes variants such as
Crystal Clear (up to an 8-person team), Crystal Yellow (up to a 10 to 20-person team),
Crystal Orange (up to a 20 to 50-person team) and Crystal Red (for big teams with 50
to 1000 people). Crystal focuses on principles such as People, Interactions,
Community, Skills, Talent and Communication, aiming to deliver the best possible
software development process. The core of this development process is interaction and
 symbiosis, which have to exist between the people allocated to the projects and
processes in order to bring efficiency to the development.
Dynamic Systems Development Method (DSDM): DSDM is based on eight
key principles that direct the team and create a mindset to deliver on time and within
budget. These agile principles primarily revolve around business needs/value, active
user involvement, empowered teams, frequent delivery, integrated testing, and
stakeholder collaboration. DSDM specifically calls out “fitness for business purpose”
as the primary criteria for delivery and acceptance of a system, focusing on the useful
80% of the system that can be deployed in 20% of the time.
Feature Driven Development (FDD): FDD’s main purpose is to deliver
tangible, working software in a timely manner, repeatedly. The advantage of using
FDD is that it is scalable even to large teams due to the concept of ‘just enough design
initially’ (JEDI). Because of its feature-centric process, FDD is a great solution to
maintain control for incremental and inherently complex Agile project management.

Q. Agile PM applications across businesses?

Ans. Yes, because Agile can not only transform an organization’s approach to software
development, but also its enterprise departmental functions, project management practices, and
product development.
The key to broadening Agile adoption is the adaption of new mindsets and behaviors of the
individuals that make up the business team. It begins with creating visibility and transparency of
work, systems-based or otherwise. Over time, mindsets change as individuals continue to adapt
more Agile behaviors, such as:

 Breaking down project work, or initiative-based tasks, into iterations (i.e. sprints),
 Creating a backlog of prioritized projects and tasks,
 Setting and working in iterations, or sprints, with agreed goals,
 Creating a “working board” of projects and tasks, (which can be supported by a tool),
 Scheduling daily 15-minute check-ins (instead of holding lengthy staff meetings), and
 Focusing on velocity / capacity, versus speed.
Agile behaviors not only accommodate visibility of the business team’s work, but allow for
better prioritization and breakdown of project work and tasks. They also support the setting and
achievement of short, targeted goals and increase collaboration among team members. Finally,
Agile behavior encourages communication of progress within and outside the team, without
adding lengthy meetings that take away from prioritized work.

Q. Agile PM terminology?
Ans. There are 46 terminology of Agile PM, which are as follow:
Acceptance Testing, Agile Software Development Methodology, Backlog Grooming,
Breaking the Build, Build Process / Build Pipeline, Burndown Chart, Chicken, Continuous
Integration, Cross-Functional Team, Customer, Daily Standup, Definition of Done (DoD),
Epic, Estimation, Extreme Programming, Feature, Fibonacci Sequence, Impediment,
Iteration, Kanban, Lean Software Development, Minimum Viable Product (MVP), Pair
Programming, Pig, Planning Poker, Product, Product Owner, Product Backlog,
Refactoring, Release Plan, Retrospective, Scrum, Scrum Team, ScrumMaster, Spike,
Sprint, Sprint Backlog, Story Grooming, Sprint Planning, User Story, Task, Technical
Debt, T-Shirt Sizing, Timebox, Velocity, Work In Progress.