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Agile Project Management

Today’s Information Technology (IT) manager is under ever-increasing pressure to deliver results – in the form of applications that drive improvements to the bottom line – even while IT budgets are being significantly slashed. Meanwhile, despite the fall of the Internet economy business environments continue to change at a rapid pace leaving many IT shops struggling to keep up with the pace of change. These changes have led to an increased interest in agile software development methodologies with their promise of rapid delivery and flexibility while maintaining. | Agile Project Management www.ccpace.com Committed Partner. Creating Results. Table of Contents I. Introduction.3 II. The Problem Project Manager as Uninspired Taskmaster.4 III. The Solution Project Manager as Visionary Leader.6 IV. The Means An Agile Project Management Framework.7 V. Conclusion.15 VI. References.16 2 www.ccpace.com 2003-2011 CC Pace Systems All Rights Reserved I. Introduction Today s Information Technology IT manager is under ever-increasing pressure to deliver results - in the form of applications that drive improvements to the bottom line - even while IT budgets are being significantly slashed. Meanwhile despite the fall of the Internet economy business environments continue to change at a rapid pace leaving many IT shops struggling to keep up with the pace of change. These changes have led to an increased interest in agile software development methodologies with their promise of rapid delivery and flexibility while maintaining quality. Agile methodologies such as eXtreme Programming XP SCRUM and Feature-Driven Development strive to reduce the cost of change throughout the software development process. For example XP uses rapid iterative planning and development cycles in order to force trade-offs and deliver the highest value features as early as possible. In addition the constant systemic testing that is part of XP ensures high quality via early defect detection and resolution. In spite of some early success with agile methodologies a number of factors are preventing their widespread adoption. Agile methodology advocates often find it difficult to obtain management support for implementing what seem like dramatic changes in application development. These methodologies require developers managers and users alike to change the way they work and think. For example the XP practices of pair programming test-first design continuous integration and an on-site customer can seem like daunting changes to implement. Furthermore these methodologies tend to