Chapter Sixteenan Introduction To Agile Project Management16 1copyrigh ✓ Solved

Chapter Sixteen An Introduction to Agile Project Management –2 Where We Are Now 17–2 Project Management 6e. Learning Objectives Recognize the conditions in which traditional project management versus agile project management should be used Understand the value of incremental, iterative development for creating new products Identify core Agile principles Understand the basic methodology used in Scrum Recognize the limitations of Agile project management 16–3 Chapter Outline 16-1 Traditional versus Agile Methods 16-2 Agile PM 16-3 Agile PM in Action: Scrum 16-4 Applying Agile PM to Large Projects 16-5 Limitations and Concerns 16–4 16–5 Traditional versus Agile Methods Traditional Project Management 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 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. 17–5 Project Management 6e.

16–6 Agile Project Management Agile PM Is related to the rolling wave planning and scheduling project methodology. Uses iterations (“time boxesâ€) to develop a workable product that satisfies the customer and other key stakeholders. Allows stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals. Is cyclical in that 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. 17–6 Project Management 6e.

16–7 Project Uncertainty FIGURE 16.1 17–7 Project Management 6e. 16–8 The Waterfall Approach to Software Development FIGURE 16.2 17–8 Project Management 6e. 16–9 Traditional Project Management versus Agile Project Management TABLE 16.1 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 17–9 Project Management 6e. 16–10 Iterative, Incremental Product Development FIGURE 16.3 17–10 Project Management 6e. 16–11 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 problems 17–11 Project Management 6e.

16–12 Agile PM Principles Focus on customer value Iterative and incremental delivery Experimentation and adaptation Self-organization Continuous improvement 17–12 Project Management 6e. 16–13 Popular Agile PM Methods Agile PM Methods Crystal Clear RUP (Rational Unified Process) Dynamic Systems Development Method (DSDM) Scrum Extreme Programming Agile Modeling Rapid Product Development (PRD) Lean Development 17–13 Project Management 6e. 16–14 Agile PM in Action: Scrum Scrum Methodology Is a holistic approach for use by a cross-functional team collaborating to develop a new product. Defines product features as deliverables and prioritizes them by their perceived highest value to the customer. Re-evaluates priorities after each iteration (sprint) to produce fully functional features.

Has four phases: analysis, design, build, test. 17–14 Project Management 6e. 16–15 Scrum Development Process FIGURE 16.4 17–15 Project Management 6e. 16–16 Key Roles and Responsibilities in the Scrum Process Product Owner Acts on behalf of customers/end users to represent their interests. Development Team Is a team of five to nine people with cross-functional skill sets responsible for delivering the product.

Scrum Master (aka Project Manager) Facilitates scrum process and resolves impediments at the team and organization level by acting as a buffer between the team and outside interference. 17–16 Project Management 6e. 16–17 Scrum Meetings FIGURE 16.5 17–17 Project Management 6e. 16–18 Partial Product Backlog FIGURE 16.6 17–18 Project Management 6e. 16–19 Partial Sprint Backlog FIGURE 16.7 17–19 Project Management 6e.

16–20 Sprint Burndown Chart FIGURE 16.8 17–20 Project Management 6e. 16–21 Release Burndown Chart After Six Sprints FIGURE 16.9 17–21 Project Management 6e. 16–22 Applying Agile PM to Large Projects Scaling Uses several teams to work on different features of a large scale project at the same time. Staging Requires significant up-front planning to manage the interdependences of different features to be developed. Involves developing protocols and defining roles to coordinate efforts and assure compatibility and harmony.

17–22 Project Management 6e. 16–23 Hub Project Management Structure FIGURE 16.10 17–23 Project Management 6e. 16–24 Limitations and Concerns of Agile PM It does not satisfy top management’s need for budget, scope, and schedule control. Its principles of self-organization and close collaboration can be incompatible with corporate cultures. Its methods appear to work best on small projects that require only five to nine dedicated team members to complete the work.

It requires active customer involvement and cooperation. 17–24 Project Management 6e. 16–25 Key Terms Agile PM Feature Iterative incremental development (IID) Product backlog Product owner Release burndown chart Scaling Self-organizing team Sprint backlog Sprint burndown chart 17–25 Project Management 6e. The Employee Information Sheet (EIS) As the organization has grown, their current paper-based Human Resource system has become cumbersome, inefficient and, some would suggest, ineffective. The system was based on a fairly simple form – the Employee Information Sheet or EIS.

When a new employee is hired, the hiring manager records important data items on the sheet. This would include information such as the employee’s name, address, phone number and other contact information. Other identifying descriptions such as department number and name would also be added. The sheet would then be delivered or sent to an HR specialist (in the corporate headquarters) who would contact the new hire and add additional, sensitive data to the form such as social security number, date of birth, employee number, job classification, salary, health care and other benefits, etc. The sheet would then be forwarded to an HR Training officer who would determine (by contacting the new hire) levels of education, certifications, and training and record this information on the sheet.

The training officer would then determine (with consult of the hiring manager) what additional training was required and note the set of training courses/workshops required. The original copy of the EIS would be physically stored in an HR file cabinet within the corporate headquarters. Uses of the EIS Over time, many different departments and individuals require information from the EIS. This includes: Payroll: Required for creating pay checks, bonus pay, and tax forms. Human Resources: Update changes in personal information, job classification or other job related data.

Benefits: To pay healthcare claims, vacation or sick days, and education benefits. Training: To record coursework taken or additional needed. Department Manager: To record performance review, corrective action or other performance related data. Employee: To view all employee related data including payroll, benefits and performance data. The Problem When a department requires employee information, a department employee requests, of the Human Resource Manager, a copy of the EIS.

Due to federal, state and corporate privacy rights, parts of the form had to be “blacked out†or concealed so employee rights were not violated. When data is updated, changed or deleted, the updated form is sent back to the Human Resources department so HR specialists can make the necessary changes (to the original form). Depending on the extent of the changes, a new form is often created and the previous forms are stapled to the new form as a way of keeping historic updates. An EIS Update Log sheet is also included with the EIS so the HR Specialist can record when the EIS is changed, the extent of the change, who made the change, and who requested the change. As one might imagine, often mistakes occur.

Sometimes a requesting department is sent information that should have been concealed or employees without proper access view the data. Often, a requesting department will forget to make the necessary changes to the copy or may not send the changes back to HR. Occasionally, two departments will request the same copy of an EIS and make changes without knowledge of the other department. These actions create inaccurate, missing, and duplicated data. The Human Resource manager estimates that over 60 hours a week are required by HR technicians to identify and correct erroneous data.

Even with this additional time, the HR manager concedes that not all corrupt data is being identified. Your Task The organization can no longer trust the integrity of the EIS system. A new electronic system needs to be procured to help the company continue to grow and serve its external and internal (employee) customers. The Human Resources and Information Technology departments must work together to find a new system that will support the growing company’s needs. The new system must allow department managers, from any location, to update the EIS as required.

However, due to the sensitive nature of the data, security and privacy concerns must be included. The new system should be accessible from any company location at any time of the day or night. An individual employee should be able to access his/her own data in order to review for accuracy and display salary, benefit and training information. There should be a way in which any employee or manager can notify Human Resources in the event of inaccurate data. Constraints The company President realizes that a new electronic system does not come without cost.

Although he hasn’t specified a limit to the price of the system, he has provided a goal that a return on investment be made within two calendar years. The Quality Control manager would like to see the inspection, detection and correction time reduced to fewer than 10 hours per week. The Information Technology manager is concerned if much additional hardware costs are incurred. The physical space required for current networking and server equipment is straining the corporate headquarters facilities, and the cost to run new cabling, increase HVAC capabilities, and overall hardware maintenance needs is concerning. A solution with limited hardware needs would be preferred.

Chapter Fifteen International Projects 15–1 15–2 Where We Are Now Project Management 6e. 15–2 Learning Objectives Describe environmental factors that affect project management in different countries Identify factors that typically are considered in selecting a foreign location for a project Understand cross-cultural issues that impact working on international projects Describe culture shock and strategies for coping with it Understand how organizations select and prepare people to work on international projects 15–3 Chapter Outline 15-1 Environmental Factors 15-2 Project Site Selection 15-3 Cross-Cultural Considerations: A Closer Look 15-4 Selection and Training for International Projects 15–4 15–5 International Projects Issues in Managing International Projects Environmental factors affecting projects Global expansion considerations Challenges of working in foreign cultures Selection and training of overseas managers Project Management 6e.

15––6 International Assignments Positives Increased income Increased responsibilities Career opportunities Foreign travel New lifetime friends Negatives Absence from home and friends, and family Personal risks Missed career opportunities Difficulties with foreign language, culture, and laws Project Management 6e. 15––7 FIGURE 15.1 Environmental Factors Affecting International Projects Project Management 6e. 15––8 Environmental Factors Legal/Political Political stability National and local laws and regulations Federal, state and local bureaucracies Government interference or support Government corruption Security International terrorism National and local security Local crime and kidnapping Risk management Project Management 6e.

15––9 Environmental Factors (cont’d) Geography Climate and seasonal differences Natural geographical obstacles Economic Gross domestic product (GDP) Protectionist strategies and policies Balance of payments Local labor force: supply, educational and skill levels Currency convertibility and exchange rates Inflation rates Project Management 6e. 15––10 Environmental Factors (cont’d) Infrastructure Telecommunication networks Transportation systems Power distribution grids Unique local technologies Educational systems Culture Customs and social standards Values and philosophies Language Multicultural environments Project Management 6e. 15––11 Assessment Matrix Project Site Selection FIGURE 15.2 Project Management 6e.

15––12 Evaluation Matrix Breakdown for Infrastructure FIGURE 15.3 Project Management 6e. 15––13 Cross-Cultural Considerations: A Closer Look Culture A system of shared norms, beliefs, values, and customs that bind people together, creating shared meaning and a unique identity. Cultural Differences: Geographic regions Ethnic or religious groups Language Economic Project Management 6e. 15––14 Cross-Cultural Considerations… (cont’d) Ethnocentric Perspective The tendency to believe that one’s cultural values and ways of doing things are superior to all others Wanting to conduct business only on your terms and stereotyping other countries Ignoring the “people factor†in other cultures by putting work ahead of building relationships Adjustments Required: Relativity of time and punctuality Culture-related ethical differences Personal and professional relationships Attitudes toward work and life Project Management 6e.

15––15 Cross-Cultural Considerations (cont’d) Working in Mexico Working in Saudi Arabia Working in France Working in China Working in the United States Project Management 6e. 15––16 Cross-Cultural Orientations Relation to Nature How people relate to the natural world around them and to the supernatural Time Orientation The culture focus on the past, present, or future. Activity Orientation How to live: “being†or living in the moment, doing, or controlling Basic Nature of People Whether people viewed as good, evil, or some mix of these two Relationships among People The degree of responsibility one has for others Project Management 6e. 15––17 Kluckhohn-Strodtbeck’s Cross-Cultural Framework FIGURE 15.4 Note: The line indicates where the United States tends to fall along these issues.

Project Management 6e. 15––18 The Hofstede Cultural Dimensions Framework Individualism versus Collectivism Identifies whether a culture holds individuals or the group responsible for each member’s welfare. Power Distance Describes degree to which a culture accepts status and power differences among its members. Uncertainty Avoidance Identifies a culture’s willingness to accept uncertainty and ambiguity about the future. Masculinity-Femininity Describes the degree to which the culture emphasizes competitive and achievement-oriented behavior or displays concerns for relationships.

Project Management 6e. 15––19 Sample Country Clusters on Hofstede’s Dimensions of Individualism-Collectivism and Power Distance FIGURE 15.5 Project Management 6e. 15––20 Working in Different Cultures Relying on Local Intermediaries Translators Social connections Expeditors Cultural advisors and guides Culture Shock The natural psychological disorientation that most people suffer when they move into a different culture. A breakdown in a person’s selective perception and effective interpretation system induced by foreign stimuli and the inability to function effectively in a strange land Project Management 6e. 15––21 Culture Shock Cycle FIGURE 15.6 Project Management 6e.

15––22 Working in Different Cultures (cont’d) Coping with Culture Shock Engage in regular physical exercise programs, practice meditation and relaxation exercises, and keep a journal Create “stability zones†that closely re-creates home Modify expectations and behavior Redefine priorities and develop realistic expectations Focus on most important tasks and relish small accomplishments Use project work as a bridge until adjusted to the new environment Project Management 6e. 15––23 Selection and Training for International Projects Selection Factors Work experience with cultures other than one’s own Previous overseas travel Good physical and emotional health Knowledge of a host nation’s language Recent immigration background or heritage Ability to adapt and function in the new culture Project Management 6e.

15––24 Selection and Training for International Projects (cont’d) Areas for Training to Increase Understanding of a Foreign Culture: Religion Dress codes Education system Holidays—national and religious Daily eating patterns Family life Business protocols Social etiquette Equal opportunity Project Management 6e. 15––25 Selection and Training for International Projects (cont’d) Learning Approaches to Cultural Fluency The “information-giving†approach—the learning of information or skills from a lecture-type orientation The “affective approach‗the learning of information/skills that raise the affective responses on the part of the trainee and result in cultural insights The “behavioral/experiential†approach—a variant of the affective approach technique that provides the trainee with realistic simulations or scenarios Project Management 6e.

15––26 Relationship between Length and Rigor of Training and Cultural Fluency Required FIGURE 15.7 Project Management 6e. 15––27 Key Terms Cross-cultural orientations Culture Culture shock Infrastructure Project Management 6e. 15–27

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An Introduction to Agile Project Management

Introduction
Agile Project Management (APM) represents a paradigm shift in how projects, particularly in software development, are managed. With its roots in software development, Agile has evolved to address various types of projects requiring flexibility, adaptability, and continual feedback. In this essay, we will explore the conditions under which Agile methods are appropriate, the principles underpinning Agile methodologies, particularly Scrum, and the advantages and limitations of Agile project management.
Traditional Versus Agile Project Management
Traditional project management relies heavily on comprehensive upfront planning and a linear approach—often epitomized in the Waterfall model. This method assumes certainty in project scope and requirements, which can lead to rigidity. Conversely, Agile project management focuses on iterative, incremental development (Project Management Institute, 2023). The Agile approach thrives in ambiguous environments and emphasizes collaboration, flexibility, and continual refinement based on user feedback (Serrador & Pinto, 2015).
Core Agile Principles
Agile methodologies rest on four core principles outlined in the Agile Manifesto:
1. Individuals and Interactions Over Processes and Tools: Prioritizing team dynamics and relationships fosters better communication and collaboration (Beck et al., 2001).
2. Working Software Over Comprehensive Documentation: A focus on delivering functional products will encourage real-world testing and adjustments (Beck et al., 2001).
3. Customer Collaboration Over Contract Negotiation: Engaging customers consistently throughout project execution helps align the outcomes with users’ needs (Beck et al., 2001).
4. Responding to Change Over Following a Plan: Agile embraces change, allowing for adaptations as new information and insights become available over the project lifecycle (Beck et al., 2001).
These principles foster a culture of adaptability which is crucial in fast-paced business environments.
Scrum Methodology in Agile
Scrum, one of the most well-known Agile frameworks, embodies many Agile principles. It consists of defined roles (such as the Product Owner, Scrum Master, and Development Team), events (Sprints, Daily Stand-ups, Sprint Review, and Sprint Retrospective), and artifacts (Product Backlog, Sprint Backlog, and Burndown Charts) (Schwaber & Sutherland, 2017).
1. Roles:
- Product Owner: Represents the customer and is responsible for maximizing the value of the product being built.
- Scrum Master: Facilitates the Scrum process, ensuring that the team adheres to Agile principles and practices.
- Development Team: A cross-functional group tasked with delivering potentially shippable product increments at the end of each sprint.
2. Sprints: A Scrum cycle is typically structured around sprints, which are fixed-length iterations, usually 2-4 weeks long, aimed at delivering a usable and potentially releasable product increment.
3. Event Cycles: The Scrum framework places significant emphasis on planning, review, and retrospective activities that promote reflection and adaptation (Schwaber & Sutherland, 2017).
Applying Agile PM to Large Projects
While Agile is often regarded as suitable for small, co-located teams, adapting Agile to large-scale projects is achievable through methodologies such as the Scaled Agile Framework (SAFe) or Large Scale Scrum (LeSS). These frameworks enable multiple Agile teams to work collaboratively on different facets of a project while maintaining alignment (Leffingwell, 2011). The essence lies in ensuring effective communication and establishing clear dependencies among teams to manage the complexity and integration challenges typical in larger projects.
Limitations of Agile Project Management
Despite the numerous benefits Agile provides, it does have limitations. Prominent concerns include:
- Unpredictability in Budget and Schedule: Agile's flexible approach can create challenges for organizations seeking stringent budgetary or timeline adherence (Moe, Aurum, & Dybå, 2012).
- Customer Involvement: Agile necessitates significant customer engagement, which might not be feasible in all scenarios (Dingsøyr et al., 2012).
- Cultural Adaptation: Agile's principles of self-organization and collaborative practices may contradict some organizational cultures, making implementation challenging (Sutherland et al., 2012).
Conclusion
Agile Project Management, guided by its principles and frameworks such as Scrum, offers a valuable alternative to traditional project management methods. It effectively addresses uncertainties and fosters a collaborative environment conducive to innovation and rapid adaptation. Understanding when to employ Agile over traditional techniques will prove essential for organizations looking to enhance their project outcomes in dynamic environments.

References

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2. Dingsøyr, T., Nerur, S., Balaji, S., & Moe, N. B. (2012). A decade of Agile methodologies: Towards explaining agile software development. Journal of Systems and Software, 85(6), 1213-1221.
3. Leffingwell, D. (2011). Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley.
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