Agile Mindset (عقلية وطرق التفكير في الإدارة الرشيقة للمشاريع)
5 likes1,860 views
The document outlines the principles of the Agile Manifesto, which emphasizes values such as prioritizing individuals and interactions over processes, delivering working software over comprehensive documentation, and fostering customer collaboration rather than rigid contract negotiations. Additionally, it introduces the Declaration of Interdependence, highlighting the importance of teamwork and adaptability in project management. Abdelrahman Elsheikh, the author, brings extensive experience and certifications in project management and software engineering, positioning himself as a knowledgeable guide on Agile methodologies.
Agile Mindset (عقلية وطرق التفكير في الإدارة الرشيقة للمشاريع)
- 1. Agile Mindset Abdelrahman Elsheikh Seedahmed M.sc, PMOC,CBAP, PMP, RMP, ACP, PMI-SP,EVM, CPRE, MCITP, MCTS, OCP, OCA, ITIL v3, CTFL, ISO20000, ISO27002
- 2. Abdelrahman Elsheikh Bio 14 experience as Strategic PMO Director, Strategy Execution Consultant, PMO Consultant, Project Manager, Business Analyst and Software Engineer. • Master Degree in Software Engineering. • Project Management Office Certification (PMOC). • Certified Project Management Professional (PMP). • Agile Certified Practitioner (PMI-ACP). • Risk Management Professional (PMI-RMP). • Schedule Professional (PMI-SP). • Certified Business Analyst Professional (CBAP). • Microsoft Certified IT Professional (MCITP). • OCP and OCA. • Certified Professional for Requirement Engineer (CPRE). • Certified Tester Foundation Level (CTFL). • Earned Value Project Management (EVM). • ISO/IEC 20000 Foundation. • ISO/IEC 27002 Foundation. • Certified ITIL Foundation Level.
- 3. Agenda • The Agile Manifesto. • The Agile Manifesto Statement of Values. • Principles behind the Agile Manifesto. • The Declaration of Interdependence (DOI). • Agile Mindset VS Traditional Mindset.
- 4. The Agile Manifesto • The Agile Manifesto came as the result of a meeting in February 2001 that brought together a number of software and methodology experts, who then defined the Agile Manifesto Values and Agile Principles.
- 7. Agenda • The Agile Manifesto. • The Agile Manifesto Statement of Values. • Principles Behind the Agile Manifesto. • The Declaration of Interdependence (DOI). • Agile Mindset VS Traditional Mindset.
- 8. The Agile Manifesto Statement of Values
- 11. Individuals and interactions over processes and tools • The message here is that while processes and tools will likely be necessary on our projects, we should try to focus the team’s attention on the individuals and interactions involved. • This is because projects are undertaken by people, not tools, and problems get solved by people, not processes.
- 12. Individuals and interactions over processes and tools • Likewise, projects are accepted by people, scope is debated by people, and the definition o f a successfully “done” project is negotiated by people. • Focusing early on developing the individuals involved in the project and emphasizing productive and effective interactions help set up a project for success.
- 13. Working software over comprehensive documentation • This value speaks to the need to deliver. • Software projects are typically initiated with the goal of creating valuable, high-quality software, yet they often get caught up on interim deliverables such as extensive documentation that does not support the ultimate goal of working software.
- 14. Working software over comprehensive documentation • Software without documentation is certainly problematic and hampers support and maintenance. • But comprehensive documentation without software is next to valueless to most organizations.
- 15. Customer collaboration over contract negotiation • This value reminds us to be flexible and accommodating, rather than fixed and uncooperative.
- 16. Customer collaboration over contract negotiation • We could build the product exactly as originally specified, but if the customer changes their mind or priority, it would be better to be flexible and work toward the new goal, as opposed to the goal that was originally stated. • software is intangible and difficult to reference, companies rarely build the same systems twice, business needs change quickly, and technology changes rapidly.
- 17. Customer collaboration over contract negotiation Rather than beat up the client with a change management process that is really more of a change suppression process, we should recognize at the start that things are going to change, and we should work with the customer throughout the project toward a shared definition of “done.”
- 18. Customer collaboration over contract negotiation This requires a more trusting relationship and more flexible contract models than we often see on projects, but it again moves the emphasis from nonvalue-adding activities (like arguing about scope) to productive work.
- 19. Responding to change over following a plan Instead of investing effort in trying to bring the project back in line with the original plan, we should spend more of our effort and energy responding to the inevitable changes on the project.
- 20. Responding to change over following a plan But this doesn’t mean the Agile Manifesto is suggesting we abandon planning and just react to changes.
- 21. Responding to change over following a plan We still need to plan but we also need to acknowledge that the initial plans were made when we knew least about the project (at the beginning), and as the work progresses, we will need to update the plan.
- 22. Agenda • The Agile Manifesto. • The Agile Manifesto Statement of Values. • Principles behind the Agile Manifesto. • The Declaration of Interdependence (DOI). • Agile Mindset VS Traditional Mindset.
- 23. Principles behind the Agile Manifesto In addition to the four agile values, the authors of the Manifesto created twelve guiding principles for agile methods. These are :
- 29. Agenda • The Agile Manifesto. • The Agile Manifesto Statement of Values. • Principles behind the Agile Manifesto. • The Declaration of Interdependence (DOI). • Agile Mindset VS Traditional Mindset.
- 30. The Declaration of Interdependence (DOI) • In 2005, the cofounders of the Agile Project Leadership Network (APLN), now known as the Agile Leadership Network (ALN), created the Declaration of Interdependence for agile project management. • The Declaration of Interdependence (DOl) focuses on the project management side of agile projects.
- 31. The Declaration of Interdependence (DOI) • The reason for this declaration because we want to see what management principles might be required in order to achieve an Agile Mindset in product and project management.
- 32. The Declaration of Interdependence (DOI) • The title "Declaration of Interdependence" has multiple meanings. • It means that project team members are part of an interdependent whole and not a group of unconnected individuals.
- 33. The Declaration of Interdependence (DOI) • It means that project teams, their customers, and their stakeholders are also interdependent. • Project teams who do not recognize this interdependence will rarely be successful.
- 34. The Declaration of Interdependence (DOI)
- 36. Agenda • The Agile Manifesto. • The Agile Manifesto Statement of Values. • Principles behind the Agile Manifesto. • The Declaration of Interdependence (DOI). • Agile Mindset VS Traditional Mindset.
- 37. Agile Mindset VS Traditional Mindset
- 38. Agile Mindset VS Traditional Mindset
- 39. Agile Mindset VS Traditional Mindset
- 40. Agenda • The Agile Manifesto. • The Agile Manifesto Statement of Values. • Principles behind the Agile Manifesto. • The Declaration of Interdependence (DOI). • Agile Mindset VS Traditional Mindset.
- 42. `