With traditional approaches to project management, it can take months or years to deliver positive change. That's why many savvy organizations take an agile approach to project management We also look at usual project tools with a framework for understanding project requirements, and we explore common causes of project failure.

1. AGILE Project Management
By: Professor Lili Saghafi
Project Manager / Dean Continuing Education / SAP Consultant
Agile Tour 2012 ,Montréal , Canada

2. AGILE Project Management
• With traditional approaches to project
management, it can take months or years to
deliver positive change.
• That's why many savvy organizations take
an agile approach to project management
• We also look at usual project tools with a
framework for understanding project
requirements, and we explore common
causes of project failure.

3. Conventional Project Management
• Project Management
1. The Organizational Context: Strategy, Structure, and
Culture
2. Projects
3. Leadership
4. Scope Management
5. Project Team, Conflict, and Negotiation
6. Risk Management
7. Budgeting
8. Project Scheduling
9. Lagging, Crashing, and Activity Networks
Critical Chain Project Scheduling
10.Resource Management

4. Agile way
What is Agile Project
Management?
• flexible approach.
• Team members work in short bursts on
small-scale but functioning releases of a
product.
• They then test each release against
customers' needs, instead of aiming for a
single final result that is only released at
the end of the project.
• The end product of an agile project may
be very different from the one that was
imagined at the outset.

5. What is Agile Project Management?
• As a result of checking process, team members
can be sure that the product is one that
customers want.
• Agile Project Management particularly
appropriate for new or fast-moving businesses,
for those in a fast-changing environment,
• For highly complex situations, where managers
are "feeling their way forward" to find the
optimum business model.
• Good for urgent projects that can't wait for a full,
traditional project to be set up.

6. First Event gave birth to Agile
• In 1986, Hirotaka Takeuchi and Ikujiro
Nonaka published an article called "The
New Product Development Game" in the
Harvard Business Review.
• Its authors outlined a new way of
developing products that resembled a
rugby match.

7. PM as Rugby
• A project management approach in
which, just as on the pitch
• Team members would achieve their goal
by constantly re-evaluating the situation
and responding accordingly.
• Projects would therefore evolve,
• Would lead to products that met
customers' needs more fully as a result.

8. second event
• in 2001, a group of software Project
Mangers and experts met to discuss
what their most successful projects had
in common.
• They created the Agile Project
Manifesto, which outlined the values and
principles for Agile Project Management.

9. The Birth of Agile PM
• Agile Project Management is built on the
product development approach of
Takeuchi and Nonaka, and incorporates
the values and principles outlined in the
Agile Project Manifesto.

10. Agile Way vs Traditional Way

11. Use of Traditional Project
Management
• Use of traditional project management
• stable environment,
• defined deliverable is needed for a fixed
budget.

12. Use of Agile Project Management
• Agile is often best where the end-product
is uncertain,
• the environment is changing fast.
• roles and events it uses is different .

13. Key Points in Agile PM way
• Agile Project Management aims to
deliver fully working upgrades of a
product or process on a regular basis –
typically, every 30 days.
• Great for software development and
other projects where requirements are
likely to change during the project
• Teams are entirely self-managed and
have the freedom to change their
approach when needed.

14. Key Points in Agile PM way
• Flexibility can save costs and ensure that
the final product meets customers'
needs.
• Ideal in new or fast-growing businesses
or in fast-changing business
environments.

15. Characteristic & need
• Great need of virtual team, make sure
that everyone is using the same instant
messaging (IM) software to speed
communication.
• Virtual meeting software is essential for
daily scrum meetings.
• Social media can also be useful for
helping team members collaborate
between meetings.

16. "Scrums" and "Sprints"
• The heart of Agile Project Management is
the "scrum" framework.
• This uses specific roles, events,
meetings, and increments to deliver a
usable product, say, every 30 days.

17. "scrum" framework
involves three key roles:
scrum" framework & product owner
1. The product owner is an expert on the product
being developed.
• He or she represents key stakeholders,
customers, and end users, and is responsible
for prioritizing the project and getting funding.
• The product owner describes how people will
use the final product, communicates customer
needs, and helps the team develop the right
product.
• His or her expertise also helps over come scope
creep.

18. "scrum" framework & scrum
master
2. The scrum master is responsible for
managing the process.
• This person solves problems, so that the
product owner can drive development, and
maximize return on investment.
• The scrum master ensures that each sprint is
self-contained, and that it doesn't take on
additional objectives.
• The scrum master oversees communication, so
that stakeholders and team members can
easily understand what progress has been
made.

19. "scrum" framework & TEAM
3. The team is the group of professionals
responsible for turning requirements into
functionality.
• The team should be working on this
project and nothing else until its
completion.

20. "scrum" framework & The Team
• The team will work on each project via
"sprints" – 30-day phases of work which
deliver completed, tested, documented,
and functioning products at their
conclusion.
• Each sprint begins with a sprint planning
meeting.
• Here, team members decide what they
can deliver within 30 days.
• They define the goal and assign task
responsibilities.

21. "scrum" framework & The Team
• During the sprint, team members focus solely
on achieving their defined goal.
• They will meet every day for a 15-minute
meeting to report on progress, to discuss what
they will work on that day, and to talk through
any challenges that they're facing.
• These meetings are an essential part of the
daily inspection process.
• Teams are free to change their approach,
based on what works for the specific project.

22. Reporting In Agile PM
• In Agile Project Management, there are regular
opportunities for reporting on progress.
• As well as daily scrum meetings, team
members meet the product owner and key
stakeholders after each sprint to present the
sprint deliverable.
• In this meeting, the group decides together
what they should change for the next sprint.
• After this, the scrum master (and sometimes
the product owner) holds a demonstration
meeting, in which they look at the process that
they used in the last sprint and decide what
they can improve for the next one.

23. AGILE Project Management
By: Professor Lili Saghafi
Project Manager / Dean Continuing Education / SAP Consultant
Agile Tour 2012 ,Montréal , Canada
Thank You