Post on 22-Apr-2015
description
PROJECT 5040
Agile Project Management
In
Harvard Business School’s Information Technology Group
What is Agile?
“An iterative and incremental approach to managing projects, with every iteration delivering a complete, working subset of the final product.”1
The Agile Manifesto, a set of guiding principles for Agile Project Management, was developed in 2001.
The Agile Manifesto2
We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
© 2001, the above authorsthis declaration may be freely copied in any form, but only in its entirety through this notice.
Principles Behind the Agile Manifesto2
Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job
done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Principles Behind the Agile Manifesto2
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace
indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
PROJECT MANAGEMENT OFFICE (PMO)IN THE
INFORMATION TECHNOLOGY GROUP (ITG)
ATHARVARD BUSINESS SCHOOL (HBS)
ITG Structure
Dean
Administrative Dean
CIO
Managing Director of Technology Services
Functional Directors
Managing Director of Architecture
Functional Directors
Managing Director of Educational
Technology Group and Web Services
Functional Directors
Managing Director of PMO and Strategic
Initiatives
Functional Directors
Project
Management
Office
Executive Team
Senior Management
Team
External PMO Oversight
Information Technology Resource Allocation Committee (iTRAC)Comprised of the school’s senior
management, and some facultyReviews project requests annually from the
various departments and allocates resources to the top priority projects
Sets the agenda for what ITG will work on over the course of a fiscal year
Internal PMO Oversight The Director of the PMO reports directly to
the Managing Director of the PMO and Strategic Initiatives
The Project Managers that make up the PMO report directly to the Director of the PMO
The Director of the PMO is responsible for directing the Project Management processes and procedures for all of ITGPMO CookbookITG Project Management Community of Practice
THE “PRINCIPLES” AND ITG
The “Principles” and ITG
Principle ITG
Our highest priority is to satisfy
the customerthrough early and
continuous deliveryof valuable
software.
ITG develops the software in iterations and presents each iteration’s product to the stakeholders
The concept of “MVP” (Most Viable Product) is what ITG strives for in each iteration
The “Principles” and ITG
Principle ITG
Business people and developers
must work together daily throughout the
project.
Daily “standups” with the project team and the project sponsors
Constant communication between PM and Sponsor
Often the developers know and interact directly with the sponsor
The “Principles” and ITG
Principle ITG
Build projects around motivated individuals. Give
them the environment and
support they need, and trust them to get
the job done.
ITG encourages developer creativity and exploration in projects
Open and collaborative environment creates a positive energy and allows information to flow freely amongst teams
Budgetary and resource constraints are few when it comes to improving a project.
The “Principles” and ITG
Principle ITG
The most efficient and effective method
of conveying information to and
within a development team is face-to-face
conversation.
Major projects have weekly face-to-face project meetings with sponsors to review progress
The progress or current status is demoed and feedback is given
The project sponsors are able to see the project from its infancy to its completion
The “Principles” and ITG
Principle ITG
Working software is the primary measure of progress.
Each project team is scored every month on their ability to deliver on their planned objectives
Often the “planned objectives” are customer-facing iterations of a project
The “Principles” and ITG
Principle ITG
Working software is the primary measure of progress.
Each project team is scored every month on their ability to deliver on their planned objectives
Often the “planned objectives” are customer-facing iterations of a project
The “Principles” and ITG
Principle ITG
The best architectures,
requirements, and designs emerge
from self-organizing teams.
Project teams are built around agile teams
Each agile team has at least a developer, a quality engineer, a project manager, and a database admin
The team is responsible for managing several business partners’ software portfolios
The “Principles” and ITG
Principle ITG
At regular intervals, the team reflects
on how to become more effective, then tunes and
adjusts its behavior accordingly.
Agile teams meet regularly to discuss process and progress
Retrospectives after each project allow for reflection and insight on what went well, what didn’t go well, and lessons learned
Members of each agile team hold each other accountable for tuning and adjusting behavior
QUESTIONS?
References
1. Goncalves, Marcus. Fundamentals of Agile Project Management: An
Overview. New York, NY: ASME, 2010. Print.
2. http://agilemanifesto.org/