Project 5040- Agile Project Management
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The document discusses agile project management principles and how they are implemented at Harvard Business School's Information Technology Group (ITG). It provides an overview of agile methodology, the agile manifesto, and its key principles. It then explains how ITG structures its project management office (PMO) and operationalizes agile principles through practices like iterative delivery, daily collaboration between teams and stakeholders, self-organizing agile teams, and regular reflections to improve.
Project 5040- Agile Project Management
- 1. Agile Project Management In Harvard Business School’s Information Technology Group
- 2. 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.
- 3. The Agile Manifesto2 We are uncovering better ways of developing software 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 on the right, we value the items on the left more. © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.
- 4. Principles Behind the Agile Manifesto2 is to satisfy the customer through early and continuous Our highest priority delivery of 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.
- 5. 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.
- 7. ITG Structure Dean Administrative Dean CIO Managing Director Executive Managing Director Managing Director of Technology Managing Director of Architecture of Educational Technology Group of PMO and Team Services Strategic Initiatives and Web Services Senior Functional Functional Functional Functional Directors Directors Directors Directors Management Team Project Management Office
- 8. External PMO Oversight Information Technology Resource Allocation Committee (iTRAC) Comprised of the school’s senior management, and some faculty Reviews 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
- 9. 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 ITG PMO Cookbook ITG Project Management Community of Practice
- 11. The “Principles” and ITG Our highest priority ITG develops the software in iterations and is to satisfy the presents each iteration’s customer through product to the stakeholders early and The concept of “MVP” continuous (Most Viable Product) is delivery of valuable what ITG strives for in software. each iteration Principle ITG
- 12. The “Principles” and ITG Business people Daily “standups” with the project team and the and developers project sponsors must work Constant communication between PM and together daily Sponsor throughout the Often the developers know and interact project. directly with the sponsor Principle ITG
- 13. The “Principles” and ITG Build projects ITG encourages developer creativity and exploration in around motivated projects individuals. Give Open and collaborative environment creates a them the positive energy and allows environment and information to flow freely amongst teams support they Budgetary and resource need, and trust constraints are few when it them to get the job comes to improving a project. done. Principle ITG
- 14. The “Principles” and ITG The most efficient Major projects have weekly and effective face-to-face project meetings with sponsors to method of review progress conveying The progress or current information to and status is demoed and within a feedback is given development team The project sponsors are is face-to-face able to see the project from conversation. its infancy to its completion Principle ITG
- 15. The “Principles” and ITG Working software Each project team is scored every month on is the primary their ability to deliver on measure of their planned objectives Often the “planned progress. objectives” are customer- facing iterations of a project Principle ITG
- 16. The “Principles” and ITG Working software Each project team is scored every month on is the primary their ability to deliver on measure of their planned objectives Often the “planned progress. objectives” are customer- facing iterations of a project Principle ITG
- 17. The “Principles” and ITG Project teams are built The best around agile teams architectures, Each agile team has at least a developer, a requirements, and quality engineer, a designs emerge project manager, and a database admin from self- The team is responsible organizing teams. for managing several business partners’ software portfolios Principle ITG
- 18. The “Principles” and ITG At regular intervals, Agile teams meet regularly to discuss process and the team reflects on progress how to become Retrospectives after each project allow for reflection more effective, then and insight on what went tunes and adjusts well, what didn’t go well, and lessons learned its behavior Members of each agile accordingly. team hold each other accountable for tuning and adjusting behavior Principle ITG
- 20. References 1. Goncalves, Marcus. Fundamentals of Agile Project Management: An Overview. New York, NY: ASME, 2010. Print. 2. http://agilemanifesto.org/