A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables), undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual (or operations), which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management.
The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived project constraints. Typical constraints are scope, time, and budget. The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.
There were various approaches to managing development project activities like
[Traditional approach]
[Critical chain Project Management]
[Extreme Project management]
[AGILE Project management]
[PRINCE 2]
[Process based Management]
[Event Chain Methodology]
For many Professionals in Software industry, the term “Agile Methodology” is not something new. AGILE is known to be a direct response to project management paradigm, waterfall and borrows many principles from lean manufacturing.
In 2001 when these paradigm began to pick up momentum, AGILE was formalized when 17 pioneers of Agile methodology met and issued Agile manifesto based on some 12 Principles for being AGILE.
“These Agile manifesto is considered as the foundational text for Agile practice and principles”
12 Principle’s
1. Our highest priority is to satisfy customer through early & continuous delivery of valuable SW
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to couple of months, with a preference to shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them environment & support they need & trust them to get job done.
6. Most efficient & effective method of conveying information to & within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Adaptability Issues with Perfect AGILE
But for many these Agile manifesto got reversing the approach to software development. It did not provide a concrete (100%) process that the development teams depends on when comes to deadlines and stakeholders starts applying pressure. As a result on digging to deep and coming to Nuts and Bolts of running a team with Agile every day the organizations turns to a particular subsets of AGILE methodology (Custom/Altered AGILE) and these subsets started getting Re-Defined and process re-written from actual AGILE and termed as a separate process named like
[SCRUM]
[Extreme Programming]
[Featured Driven Development][Dynamic Systems development method][Crystal Clear] etc.,Scrum Getting tried out:
Top reasons to go for it
è Current development process no longer working
è Process which had worked in past stopped working
The above two were frequently faced by many and got analyzed 1st’ly at Yahoo…
[“This case at Yahoo!, where chief product officer Pete Deemer was one of the first to recognize the need for change
Originally Yahoo tried Scrum purely out of desperation – waterfall approach was clearly not working –tempted to do waterfall better – more planning and analysis –more In-Depth documents – more sign-offs à making things worse, and started trying SCRUM because of less risk when compared to other as the Benefits are visible and risk is transparent”]
SCRUM Process Overview:
Of all the agile methodologies, Scrum is unique because it introduced the idea of “empirical process control.” That is, Scrum uses the real-world progress of a project not a best guess or uninformed forecast — to plan and schedule releases.
In Scrum, projects are divided into succinct work cadences, known as sprints, which are typically one week, two weeks, or three weeks in duration. At the end of each sprint, stakeholders and team members meet to assess the progress of a project and plan its next steps. This allows a project’s direction to be adjusted or reoriented based on completed work, not speculation or predictions.
Philosophically, this emphasis on an ongoing assessment of completed work is largely responsible for its popularity with managers and developers alike. But what allows the Scrum methodology to really work is a set of roles, responsibilities, and meetings that never change. If Scrum’s capacity for adaption and flexibility makes it an appealing option, the stability of its practices give teams something to lean on when development gets chaotic.
Thanks you all, for your time in reading this Document
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References link : http://agilemanifesto.org/
Reference Book: Succeeding with SCRUM by – Mike Cohn
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