How could you have applied agile methodology to managing this project? Provide at least two specific examples of how agile methodology could have been applied to the project.
Explain your reasoning in the context of traditional project management methodology as detailed by the Project Management Institute in the PMBOK Guide.
Q: Can you clarify what part of Agile PPM can be done in scrum works pro without need for HP PPM?
A: ScrumWorks Pro is focused on project execution and project management. As such ScrumWorks does a number of things not accomplished in HP PPM. These include PBI tracking and prioritization, Task management sprint planning, release planning, team velocity, forecasting, and many other functions related to the management of an Agile project.
Q: How feasible is Agile on Projects & Programs?
A: Agile is typically thought of in the context of individual projects. Companies sometimes fail to scale that paradigm to a program level, where the program is a superset of multiple projects, each running its own lifecycle and release plan. The trick is to weave those separate lines of development (projects) into a coherent and seamless deliverable (program). The complexity comes in gathering meaningful metrics and planning releases that thread the elements together. This is exceedingly difficult to do manually. is a tool that can make this manageable. It supports the planning of complex releases that weave in multiple development threads.
We can now see why organizations running Agile projects still require a Product Manager, although they may not say so: Agile processes address only the software element of a product and say nothing about how all the other aspects of Product delivery such as training, documentation, etc.
Q: So are you proposing (in the demo) to combine a phase/waterfall planning and design phase, but then execute in an agile framework?
A: Combining HP PPM and ScrumWorks Pro adds to the agility of the entire organization. Feedback loops between the development team and the PMO are enhanced allowing the PMO to make course corrections required. I would not say that as a result the entire enterprise has become agile – only that they’ve become more agile. Generally, we do not see many organizations that practice a pure version of ANY methodology –be it Agile or otherwise. The reality is that organizations have a mix of methodologies, like Scrum, Kanban, Waterfall, hybrids, etc. Different teams in large organizations will often build software differently, so the challenge is to roll up the data from those disparate teams. Despite their differences, there are a number of common metrics you can track regardless of project type. These include actual cost versus budgeted cost, scope change, personnel/resource change, delivery dates, and others. Tools like ScrumWorks and HP PPM do a good job in tracking these kinds of numbers.
Agile Project Management Practices
The application will be a mobile rideshare app named: JoyRide
As a project manager, you are going to prepare two project outlines for the development of a mobile application. One project outline uses a waterfall model, another uses an agile method.
Aaron Monroe is a vice president in the Enterprise Lean Agile group at T. Rowe Price. He leads the Lean Agile Transformation efforts for the Investments and Retirement Planning Services divisions and is also responsible for development of the enterprise-wide Lean Agile methodology. Aaron is a subject matter expert in Lean, Agile, Organizational Agility, Methodology Development, Project Management and Business Relationship Management. Aaron holds B.A. and M.A. degrees in English, an M.S. degree in Project Management, and an MBA in Entrepreneurship and Innovation. He also holds Project Management Professional (PMP), Certified Scrum Master (CSM), and SAFe Program Consultant (SPC) certifications.
Imagine that you are a home builder with 20+ year track record of very successful and profitable construction projects. You have won multiple “Builder of the Year” awards for excellence in residential home construction. Your newest customer, a professional Project Manager for a software development consulting firm, has just signed a $550,000 sales contract with you to build a new two-story, 4-bedroom, home in a prestigious new suburban subdivision that you are developing. However, this customer insists that you follow the Agile Project Management model for the construction of their new home. How would you respond to your customer’s demand?
On October 27th, I co-presented the webinar, , with Russ King, Vice President, Product Development, . and Caleb Brown, Systems Engineer at . We explored the benefits of marrying Agile Project Management and PPM and we did a live demo showing this using HP’s PPM solution and CollabNet’s ScrumWorks Pro to demonstrate the powerful capabilities of managing a resource constrained project portfolio.
This is, admittedly, a facetious description as I am only too familiar with the bad rap that waterfall-style projects have gained in recent years as the evangelists of the Agile family of development methods have preached long and hard, with a fair degree of success, to get Agile accepted by the software development community as ‘good’, and waterfall type developments as the curse of the dark side.
The software development industry has no shortage of “DevOps” tools that position themselves as the end-all solution for application lifecycle management. Everything from release management tools to automated testing software is being coined a “DevOps necessity for the forward looking enterprise.” With so many product categories competing for a slice of the pie, what constitutes a breakthrough DevOps product? This article sets out highlight pioneer products on the market, while bucketing them under the three ways of DevOps, as defined by Gene Kim in The Phoenix Project and The DevOps Handbook.
Do you think that the agile approaches would have helped you manage the project better than the traditional approaches that were actually taken? Why or why not?