tailieunhanh - Lecture Project management: The managerial process (5/e): Chapter 17 - Erik W. Larson, Clifford F. Gray

Chapter 17 - An introduction to agile project management. In this chapter the core principles of Agile PM are discussed and compared with traditional project management methods. A specific agile methodology called Scrum is used to describe these principles in action. The chapter concludes with a discussion of limitations and concerns. | 17– Where We Are Now 17– Traditional PM versus Agile Methods Traditional PM Approach Concentrates on thorough, upfront planning of the entire project. Requires a high degree of predictability to be effective. Agile Project Management (Agile PM) Relies on incremental, iterative development cycles to complete less-predictable projects. Is ideal for exploratory projects in which requirements need to be discovered and new technology tested. Focuses on active collaboration between the project team and customer representatives. 17– Traditional Project Management versus Agile Project Management TABLE Traditional Agile Design up front Continuous design Fixed scope Flexible Deliverables Features/requirements Freeze design as early as possible Freeze design as late as possible Low uncertainty High uncertainty Avoid change Embrace change Low customer interaction High customer interaction Conventional project teams Self-organized project teams 17– Project . | 17– Where We Are Now 17– Traditional PM versus Agile Methods Traditional PM Approach Concentrates on thorough, upfront planning of the entire project. Requires a high degree of predictability to be effective. Agile Project Management (Agile PM) Relies on incremental, iterative development cycles to complete less-predictable projects. Is ideal for exploratory projects in which requirements need to be discovered and new technology tested. Focuses on active collaboration between the project team and customer representatives. 17– Traditional Project Management versus Agile Project Management TABLE Traditional Agile Design up front Continuous design Fixed scope Flexible Deliverables Features/requirements Freeze design as early as possible Freeze design as late as possible Low uncertainty High uncertainty Avoid change Embrace change Low customer interaction High customer interaction Conventional project teams Self-organized project teams 17– Project Uncertainty FIGURE 17– Agile Project Management Agile PM Is related to the rolling wave planning and scheduling project methodology. Uses iterations (“time boxes”) to develop a workable product that satisfies the customer and other key stakeholders. Stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals. Adjustments are made and a different iterative cycle begins that subsumes the work of the previous iterations and adds new capabilities to the evolving product. 17– Iterative, Incremental Product Development FIGURE 17– Agile Project Management (cont’d) Advantages of Agile PM: Useful in developing critical breakthrough technology or defining essential features Continuous integration, verification, and validation of the evolving product. Frequent demonstration of progress to increase the likelihood that the end product will satisfy customer needs. Early detection of defects and .

• Quản lý dự án
• Project management
• Managerial process
• Lecture Project management
• Agile project management
• Applying agile
• Traditional project management
• Information technology project management
• Information technology project
• Project portfolio management
• Project management profession
• Project management framework
• Project management context
• Project life cycle
• Project management process
• Lecture Project management in practice
• Modern project management
• Project manager
• Project scope management
• Importance of scope management
• Project scope management processes
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project management institute
• Project human resource management
• Project communications management
• Project risk management
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• Project management forms
• Enterprise project management
• Project authorization
• Project analysis
• Project execution
• Organizational influences
• Project management processes
• Project integration management
• Project perspective
• Cost management
• Cost management plan
• Project plan
• Integration change control
• Project management principles
• Project management definition
• Project management perspectives
• Project stakeholder definition
• Project life cycle definition
• Project Management in Practice Dr Neil Project management
• Project organisational structures
• Balanced matrix
• Project management office
• Projectised organisation
• Time constrained project
• Project schedule
• Extended network techniques
• Project Governance
• Lecture Information technology project management
• Project management statistics
• Project sponsor
• Project Analysis Under Risk
• Project Analysis
• project costs
• project investment
• project evaluation
• technical project management
• project management for small business
• Risk management planning
• Qualitative risk analysis
• Managing project teams
• Human resource management plan
• Project procurement management
• Procurement management plan
• Outsourcing project work
• Quality management planning
• Communications management plan
• Project Cash Flows
• Project Appraisal
• Essential Formulae
• Project Analysis Under Certainty
• Project management in practice
• Evaluating the project
• Terminating the project
• Project auditing
• Project termination