A good overview of Agile Values and Principles, Framework and Methodologies, as well as guidance as to when to utilize Waterfall vs. Agile Project Management, and how to avoid potential pitfalls in Agile Adoption.

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MANAGEMENTRad Butalid, ICP-ACC, CKC

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CONTENT
 What is Agile Project Management?
 Agile Project Management Values and Principles
 Agile Project Methodologies and Framework
 Agile Project Management vs. Traditional Project Management
 Closing and Q&A

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What is Agile Project Management?
The first—and perhaps most pure—definition of Agile project
management comes from the Agile Manifesto itself:
 Individuals and interactions over processes and tools
 Working product over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over strictly following a plan

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What is Agile Project Management?
Agile project management is an approach based on delivering
requirements iteratively and incrementally throughout the project
life cycle with the client in mind. At the core of agile is the necessity
to exhibit central values and behaviors of trust, flexibility,
empowerment and collaboration.

6. AGILE project
management PRINCIPLES

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Our highest priority
is to satisfy the
customer through
early and continuous
delivery of valuable
solutions.
Principle 1: Satisfy the customer

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 Welcome changing
requirements, even
late in development.
Agile processes
harness change for
the customer’s
competitive
advantage.
Principle 2: Welcome Change

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Deliver working
products frequently,
from a couple of
weeks to a couple of
months, with a
preference to the
shorter timescale.
Principle 3: Deliver Frequently

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Business people and
developers must
work together daily
throughout the
project.
Principle 4: Work Together

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Build projects
around motivated
individuals. Give
them the
environment and
support they need,
and trust them to
get the job done.
Principle 5: Trust and Support

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The most efficient
and effective
method of conveying
information to and
within a team is
face-to-face
conversation.
Principle 6: Face to Face Conversation

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A working software
or product is the
primary measure of
success.
Principle 7: Working Product

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Agile processes
promote sustainable
development. The
sponsors, developers
and users should be
able to maintain a
constant pace
indefinitely.
Principle 8: Sustainable Development

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Continuous attention
to technical
excellence and good
design enhances
agility.
Principle 9: Continuous Attention

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Simplicity - “the art
of maximizing the
amount of
work not being
done”- is essential.
Principle 10: Maintain Simplicity

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The best
architectures,
requirements and
designs emerge from
self-organizing
teams.
Principle 11: Self Organizing Teams

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At regular intervals,
the team reflects on
how to become
more effective, then
tunes and adjusts its
behavior accordingly.
Principle 12: Reflect and Adjust

19. AGILE project
management METHODOLOGIES &
Framework

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Examples of Agile Frameworks/Methodologies
 Scrum
 Kanban
 Extreme Programming (XP)
 Lean Startup
 Dynamic System Development Model (DSDM)
 Large Scale Scrum (LeSS)
 Disciplined Agile Delivery (DAD)
 Scaled Agile Framework (SAFe)
 Feature Driven Development (FDD)
 Evolutionary Project Management (Evo)
 Adaptive Systems Management (ASD)
 Crystal Clear
 Agile Unified Process (UP)

22. 5 Main Benefits of Agile Project Management
 High Product Quality – Issues are addressed at the onset, with outcomes
provided in an incremental and iterative manner. Reviews are made every
end of the cycle to ensure better outcomes for the next iteration.
 Higher Customer Satisfaction – Delivering quicker and more often with
each release, while keeping customers involved throughout the project.
 Increased Project Control – Dividing work into short “timeboxes” and
parallel work cycles with good feedback loops and progress checks.
 Reduced Risks – Developing in sprints, ensuring a short time between
initial project investment and either failing fast or knowing that a product or
an approach will work.
 Faster ROI – Agile means fast product releases and ability to gauge
customer reaction and alter accordingly, keeping you ahead of the
competition, therefore benefits are realized early.

23. AGILE APPROACH VS.
TRADITIONAL/WATERFALL

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Traditional vs. Agile Project Management

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Traditional vs. Agile Project Management

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When to use which methodology?

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When to use which methodology?

28. AGILE ADOPTION:
POTENTIAL PITFALLS

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 Just jumping on the agile
bandwagon and saying you’ll
adopt every aspect, technique,
and practice of agile
methodologies usually isn’t
healthy. If you are instituting a
corporate culture change, do it
in iterative stages.
Adopting Everything “Agile”

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 Just because there is some
value here in agile techniques,
should we give up on critical
path schedules, risk analysis,
and quality control? Absolutely
not. The best case scenario for
a project management office is
to pick and choose from the
methodologies, techniques,
and practices available for given
situations.
Abandoning your Project Management Skills,
Thinking, and Methods

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 Resist the temptation to make
the change all at once. If you
implement these techniques in
a phased manner using an
approach, then you will be
better able to see when they
are productive and should be
adopted and when not.
Big Bang Change

32. Q&a

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