Agile project management methodologies do not include

Agile Project Management

In terms of Agile project management roles, most Agile processes – especially Scrum – do not include a project manager. Agile “project manager” roles and responsibilities are shared across the project, i.e., the team, the ScrumMaster, and the product owner.

The Product Owner is responsible for the business side of the project, including ensuring that the product is built correctly and in the right order. Good product owners balance competing priorities, are available to the team, and are empowered to make decisions about the product.

The ScrumMaster acts as a coach for the team, helping team members work together in the most effective way. A good ScrumMaster views the role as one of providing services to the team, removing barriers to progress, facilitating meetings and discussions, and performing typical project management duties such as tracking progress and issues.

In determining how best to achieve the product goals (established by the product owner), the team itself assumes the agile project management role. Team members will collaborate to determine which person should handle which tasks, which technical practices are necessary to achieve the established quality goals, and so on.

So what is “agile” about this process? Agile project management assigns responsibility to multiple team members. In the case of Scrum, it is the ScrumMaster, the product owner of the project, and the rest of the team.

In Agile project management, the world may view the ScrumMaster as the 21st century version of the project manager. But unlike the traditional project manager, the ScrumMaster is not seen as trusted (or blamed) for the success (or failure) of the project.

The ScrumMaster’s authority is limited to the process.The ScrumMaster is an expert in the process and uses it to get the team to the highest level. However, the ScrumMaster does not have many of the traditional responsibilities of a program manager-scope, cost, people, risk management.

Who is responsible for the traditional project manager responsibilities in agile development?

Traditional project managers usually have a lot of responsibility. They are responsible for managing scope, cost, quality, people, communication, risk, procurement, and more.

Agile project management often puts the traditional project manager in a difficult position. For example, he or she is told to make scope/schedule tradeoff decisions, knowing that the product manager or customer may second-guess those decisions if the project goes south.

Agile recognizes this difficulty and assigns the traditional project manager responsibilities. The agile aspect of this new model is that many of these responsibilities, such as task assignments and day-to-day project decisions, are returned to the team they take for granted.

Responsibility for scope and schedule tradeoffs goes to the product owner. Quality management becomes a shared responsibility between the team, the product owner, and the ScrumMaster. Other traditional tasks are distributed among the team’s Agile project management roles.

Agile processes like Scrum are definitely scalable. While the typical Agile project has five to twenty people on one to three teams, Agile implementations have been successful on projects with 200 to 500 or even 1,000 people.

In order to coordinate the work of many teams, larger projects sometimes include a role called a “project manager”. While it’s helpful to have someone from this program or background on the project, we need to be aware of the baggage associated with the Project Manager title.

Even in a very large Agile project, the team still does a lot of project management. For example, the team decides how to assign tasks, not the project manager; so the project manager role becomes more like a project coordinator.

Responsibilities include allocating and tracking budgets; communicating with external stakeholders, contractors, and others Maintaining a risk census with guidance from the team, ScrumMasters, and product owners; and so on. This is a true Agile project management role.


FornewcontactswithAgile. projectmanagersandscrumprotagonistsmaylooksimilaroreventhesame.Butitisimportanttorecognizethedifferencesbetweenthetwo. thepossibleoverlapofcertaintasks,andhowtheycomplementeachotherinlargeprojects.(ForpeoplenewtoAgile,projectmanagersandcrumprotagonistsmaylooksimilarorevenidentical. But it’s important to recognize the differences between the two, where certain tasks may overlap, and how they complement each other in large projects.)

Scrum: What is the role of the pig and the chicken?

RolesarekeyinAgile:ThebusinessfableofTheChickenandthePigexplainsbreakfast:pigsandchickensintheScrumprocess.It ‘sawaytodifferentiatebetweenrolesintheScrum/Agileworld.(RolesarekeyinAgile:ThebusinessfableofTheChickenandthePigexplainsbreakfast:pigsandchickensintheScrumpprocess. It’s a way of distinguishing roles in the Scrum/Agile world.)

Agile development: how to become a qualified ScrumMaster?

ScrumMasterisconsideredtobeaprojectmanagerinmanyprojects, whichisactuallyamisunderstanding. whichisactuallyamisunderstanding.Atthesametime,IoftenseepeoplewhoarguethatScrumMasteriscompletelydifferentfromprojectmanagers. SowhatisScrumMaster’sresponsibility?WhatcanwedotobecomeaqualifiedScrumMaster?(TheScrumMasterisconsideredtobeaprojectmanagerinmanyprojectdevelopments,whichisactuallyamisunderstanding.IoftenseepeoplewhoarguethatScrumMasteriscompletelydifferentfromprojectmanagers. At the same time, I often see people who argue for a complete distinction between a ScrumMaster and a Project Manager. So what are the responsibilities of a ScrumMaster? What can we do to become a competent ScrumMaster?)

How do you become a good Product Owner for a Scrum project?

Withoutagoodproctowner,theScrumprojectwillnotsucceed.Itmustbedecisive,notonlybyreferringtotheScrumMaster. notonlybyreferringtotherequiredresponsibilities,butalsobyembeddingthefollowingthinkingpatterns:1) Tocontinuouslyprotectthebestinterestsofcustomersintermsoffunctionsprovided.2) Protecttheorganizationasawholeintermsofstrategicdirectionandreturnoninvestment.(Scrumprojectswon’tsucceedwithoutagoodproductownerwhomustbedecisiveandnotonlyrequirementtomentiontherequiredresponsibilities. but also to embed a mindset that 1) continually protects the best interests of the customer in terms of the functionality provided, and 2) protects the organization as a whole in terms of strategic direction and ROI.)

What is the Product Owner’s role in Scrum?

RoleandResponsibilities-Theproctownerwhorepresentsthecompany’sownershipoftheproctisamemberoftheScrumteam .However,theproctownerhasnoauthorityoverothermembersoftheteam,asisthecasewithScrumMaster.Theproctownerisresponsibleforthelong- term careoftheproct. termcareoftheproctandthesuccessoftheproct.(Theproctownerwho owns the product on behalf of the company is a member of the Scrum team. However, the product owner has no authority over other members of the team, the same as the ScrumMaster. The Product Owner is responsible for taking care of the product on a long-term basis and is responsible for realizing the success of the product.)

How does a Scrum team work? -A Brief Guide

ScruminaNutshell:Scrumreliesonwhichareperiodsoftimewhensoftwaredevelopmentisactuallydone. ASprintusuallylastsfromoneweektoonemonthtocompleteanitemfromthebacklog.ThegoalofeachSprintistocreateapotentialshippableproct.( Scrum relies on the time period in which software development is actually completed. Sprints usually last from a week to a month to complete a backlog of projects. The goal of each sprint is to create a potential deliverable.)

How do you become a good product owner for a Scrum project?

Aproctowneristheguardianoftheproctvisionandgoals,becauseitfocusesondeliverables. becauseitfocusesondeliveringbusinessresultsandvaluesforScrumprojects.Sothequestionishowtobethebestproctowner?Basedonourexperience, webelievethattheproctowner is the best product owner. webelievethattheproctownershouldpossesssomekeyqualities.(Theproductowneris the guardian of the product’s vision and goals as it focuses on delivering businessresultsandvaluesforScrumpprojects. So the question is how to be the best product owner? Based on our experience, there are some key qualities that we believe a Product Owner should possess).

What is a self-organizing team for Scrum?

A self-organizingteamisateamthathastheautonomytochoosehowbesttodoitswork,ratherthanbeingguidedbyothersoutsidetheteam. (A self-organizingteamisateamthathastheautonomytochoosehowbesttodoitswork,ratherthanbeingguidedbyothersoutsidetheteam.)

What is a Scrum team?

TheScrumteamsharesdifferenttasksandresponsibilitiesrelatedtoproctdelivery.Everyroleiscloselyrelated. ItisrecommendedthatScrumteammembersworktogetherinthesameplaceaspossible.Let’ slookattheserolesfromtheperspectiveofresponsibility,authorityandcharacteristics.(Scrumteamssharedifferenttasksandresponsibilitiesrelatedtotheproductdelivery. Each role is closely related. It is recommended that Scrum team members work together in the same location whenever possible. Let’s look at these roles in terms of responsibilities, permissions, and characteristics.)

The 10 most frequently mentioned ground rules in Scrum

ThemaingoalofScrumrulesistooptimizethedevelopmentprocessandminimizewasteoftime. ScrumMasterisresponsibleforensuringthateveryonefollowsScrumproject-relatedrules. TheserulescombineScrumprocessessothateveryoneknowshowtoplay. (The main goal of Scrum rules is to optimize the development process and minimize wasted time. The ScrumMaster is responsible for making sure that everyone follows the Scrum rules related to the project. These rules tie the Scrum process together so that everyone knows how to play.)

What are the ways of project management?

Question 1: What are some ways to organize construction? Each and characteristics? Three ways:

One, sequential construction: sequential construction, also known as sequential construction, that is, the previous construction process (or process or compensation for the house) completed before the start of the next construction process, a process immediately after a process of construction in order to go on until the completion of all construction processes.

Features: 1. single site operation; 2. less resources invested every day, but the duration is long; 3. the professional construction team can not be continuous construction, resulting in the phenomenon of nesting; 4. not conducive to the balanced organization of construction.

Two, parallel construction: refers to the engineering object of all construction process at the same time into operation of a construction organization. Also refers to several of the same task force, at the same time, different space on the construction of the organization.

Features: short duration, resource intensity, there is a cross operation, there is a logical relationship between the construction process can not be organized parallel construction.

Three, running construction: running construction for the project organization and implementation of a form of management, that is, by a fixed organization of workers in a number of work of the same nature of the construction environment in order to work continuously in a construction organization method.

Features: 1. scientific use of the working surface, for the time, the total duration tends to be reasonable; 2. team and its workers to achieve specialized production, is conducive to improving the operating technology, can ensure the quality of the project and improve labor productivity; 3. team and its workers can work continuously, between two neighboring professional task force, can be achieved reasonably lap; 4. the amount of resources invested every day is more balanced, conducive to the organization of resource supply. Balanced daily input of resources, conducive to the organization of resource supply; 5. civilized construction and scientific management for the site to create favorable conditions.

Question 2: What are the forms of project organization construction enterprise organizational structure mode:

(a) linear organizational structure mode (the only source of instructions)

Linear system is one of the earliest and the simplest form of organization.

Advantages: relatively simple structure, clear responsibilities, and uniformity of orders.

Disadvantages: it requires the administrative head to be versed in a wide range of knowledge and skills, and to personally handle a variety of operations. This is obviously difficult in the case of more complex business, the size of the enterprise, all the management functions are centralized in the top executive one person.

(ii) functional organizational structure model (contradictory)

Functional organizational structure, is the administrative units at all levels in addition to the head of the competent person, and accordingly set up a number of functional bodies.

Advantages: can adapt to the modern enterprise production technology is more complex, management work is more delicate characteristics; can give full play to the role of professional management of the functional institutions, reduce the workload of the linear leadership staff.

Disadvantages: it impedes the necessary centralized leadership and unity of command, the formation of multiple leaders; not conducive to the establishment and improvement of all levels of administrative personnel and functional sections of the accountability system. Modern enterprises generally do not use the functional system.

(C) matrix organizational structure model (two sources of instruction)

In the organizational structure, both the vertical leadership system by function, but also by product (project) division of the horizontal leadership relationship of the structure, known as the matrix organizational structure. The matrix structure is suitable for some major research projects, especially for the development and experimentation-oriented units.

Advantages: strengthen the horizontal linkage of the functional departments, with greater mobility and adaptability, the implementation of the combination of centralization and decentralization, is conducive to give play to the potential of professionals, is conducive to the cultivation of a variety of talents can be organized with the development of the project and the end of the organization or dissolution.

Weaknesses: Weaknesses are due to this form of organization is the implementation of vertical and horizontal leadership, the existence of two sources of instructions, improperly handled, will be due to differences of opinion and the phenomenon of work in the work of each other.

Question 3: What are the ways of organizing the construction of sequential construction: to do a process to do another process

Parallel construction: two or more processes are carried out at the same time

Flow construction: a combination of sequential construction and parallel construction, this construction method is the most commonly used

Cross-channel diagrams can only react to the beginning and end time of each process.

The network diagram clearly reflects the logical relationship between processes

There are three types of flow construction: full beat, doubled beat and unequal beat.

Question 4: There are several ways to organize the construction of sequential construction: to do a process to do another process

Parallel construction: two or more processes at the same time

Running water construction: a combination of sequential construction and parallel construction, this method of construction is the most commonly used

Cross-channel diagrams can only react to the start and end times of the processes

Cross-channel diagrams can only reflect the start and end times of each process

Cross-channel diagrams can only reflect the start and end times of each process

Network diagram clearly reflects the logical relationship between processes

Flow construction has full equal beats, doubled beats, unequal beats. So three

Question 5: What are the basic ways of organizing construction? Characteristics of each construction method sequential construction: do a process to do another process

Parallel construction: two or more processes at the same time

Flow construction: a combination of sequential construction and parallel construction, this construction method is the most commonly used

Horizontal road map can only react to the start and finish time of each process

Network diagrams can clearly respond to the logical relationship between the process and the process

Web diagrams.

Question 6: What are the ways of organizing the construction of sequential construction, parallel construction, flow construction.

Question 7: What are the main forms of construction project management organization I. Linear project organization

II. Linear functional project organization

III. (Mixed) task force project organization

IV. Departmental control project organization

V. Matrix project organization

V. Matrix project organization

V. Organization

Question 9: The four types of organization and characteristics of the flow construction should be four, in the flow construction, according to the characteristics of the flow beat will be classified as rhythm-free flow construction, isotropic flow construction and isotropic flow construction of three categories.

1, no rhythmic flow construction

No rhythmic flow construction refers to the organization of the flow construction, all or part of the construction process in the construction of each construction section of the flow beat is not equal to the flow construction. This kind of construction is the most common kind of running construction.

2, equal rhythm flow construction

Equal rhythm flow construction is in the rhythmic flow construction, the construction process of the flow of water beat are equal flow construction, also known as fixed beat flow construction or all equal beat flow construction.

3, heterogeneous rhythmic flow construction

Heterogeneous rhythmic flow construction refers to the rhythmic flow construction, the construction process of the flow of water beat each equal to the different construction processes between the flow of water beat is not equal to the flow of water construction, in the organization of heterogeneous rhythmic flow construction, but also can be used in the same distance and heterogeneous distance of the two ways.

(1) scientific use of the working surface, to fight for time, the duration is more reasonable;

(2) the task force and its workers to achieve the specialization of the construction, which can make the workers skilled in operation, better guarantee the quality of the project, and improve the productivity of labor;

(3) the professional task force and its workers can be continuous operation, so that the neighboring professional task force to achieve the Maximum and reasonable overlap;

(4) The amount of resources invested in construction per unit of time is more balanced, which is conducive to the organization of resource supply;

(5) It creates favorable conditions for civilized construction and scientific management of the site.

Knowledge about Agile Project Management

Customers’ need for continuous innovation and reduced cost of experimentation marks a major shift from a predictive to an adaptive approach to development. Uncertainty, ever-shortening schedules, and the need for iterative research are not limited to new product development. But innovation and faster development are not enough; companies must deliver better, more responsive products to their customers. While companies need to get results from intense product development efforts, it should not come at the cost of quality. Agile development emphasizes speed, mobility, and quality by creating high-quality products that are fast. In order to accomplish this, individuals and teams must be highly disciplined, and we’re talking about self-discipline here rather than forced discipline.

Building innovative products, processes, and business models requires a new common management approach and a focused project management approach. A good Agile project management needs to fulfill 5 key business objectives:

Agile is the ability to make and respond to change and thus create profits in a volatile business environment.

Agile is the ability to balance flexibility and stability.

Manufacturing change requires innovation: developing new products, establishing new distribution channels, shortening product development cycles, and customizing products for ever-smaller market segments. In addition, companies must be able to respond quickly to foreseeable and unforeseeable changes manufactured by competitors and customers.

Agile emphasizes attitudes rather than processes, and it is atmosphere rather than method.

Why the team exists, what product it is trying to create, who it is creating it for, and how it works together make up the core principles of agile project management. “In high-performing teams, leaders manage the principles and the principles manage the team.” To create great products, you need great people, and to retain great people, you need great principles.

Task management & team management:

Team managers encourage team members to self-manage by completing split tasks so that product features can be developed. The task manager focuses only on the completion of tasks and uses them to assess whether the team is following the plan. The team manager helps the members of the team (or more broadly, the project team) to work collaboratively and efficiently to ensure that they are able to complete their tasks successfully. The task manager simply monitors his or her members to make sure they are working and keeping up with the plan.

Core Values for Agile Project Managers:

Delivering customer value involves three important topics: first, focusing on innovation and adaptability rather than efficiency and optimization, second, focusing on execution, and third, lean thinking.

Traditional waterfall development approaches deliver value at the end of a project, whereas agile projects can deliver value quickly and incrementally throughout the life of the project. Using an iterative, feature-based delivery approach captures value early on and often dramatically improves a project’s ROI.

The main iterative components of Agile are: iterative, feature-based, timeframe, and incremental. Iterative development means that a partial version of the product is to be built, and then that version is expanded through successive short periods of development as well as reviews and revisions. Time frames force the end of the iteration, forcing the manufacture of a partial entity before it is fully prepared. Incremental development is the construction of a product that can be called upon in time after one or more iterations.

There are three iteration lengths – weekly, monthly, and quarterly. Weekly iterations target maintenance and minor improvement work, monthly iterations target specialized improvements, and quarterly iterations target the development of important new features.

Agile leaders lead teams, non-agile leaders manage tasks. “Agile is a socio-technical movement with two driving forces: a desire to create a specific work environment and a belief that an adaptable environment is key to the goal of delivering innovative products to customers. the goal of delivering innovative products.

Self-organizing teams are at the heart of agile project management; they combine freedom and responsibility, flexibility and structure. In self-organizing teams, individuals are responsible for managing their own workloads, working in shifts as needed and best suited, and are accountable for team effectiveness.

The agile leader manages the team, and the agile team manages its own tasks. The Agile Leader articulates the team’s goals and objectives, product vision, key performance and constraints, and then motivates the team members to deliver – the team people figure out the details of how to accomplish the task themselves. This approach empowers teams to be flexible and adaptable, rather than blindly following set tasks, and it encourages teams to self-organize and find the best way to achieve their goals.

Traditional project managers focus on sticking to the plan and trying not to deviate from it, whereas agile project leaders focus on successfully adapting to the changes that inevitably occur. The principle of adaptability can be summarized as follows:

Effective teams tend to address four areas when conducting retrospectives: product – from the customer’s point of view and from a technical quality perspective; process – the good processes and practices that the team is using; and team – how well it is working as a high-performing team; and project – how well the project is going as planned.

Developing a quality product requires exploration, not following a plan. Exploration and adaptation are two traits of innovation – having the courage to explore the unknown, and having the humility to admit mistakes and adapt to the situation.

For an organization to sustain rapid growth, it must be clear about its approach to performance evaluation.

The traditional iron triangle of project management performance assessment: scope, schedule, and cost. In many cases scope is considered the primary element, while cost and schedule are variable.

Earlier measures of Agile project iron triangle: schedule is fixed, scope can be variable. In essence, it’s the same as the previous evaluation.

The Agile Triangle: the metrics to consider are value (delivering value to the customer), quality (need to deliver sustainable value to the customer), and constraints (scope, schedule, and cost). Here, constraints are still important project evaluation parameters, but not the ultimate goal to be achieved. Value is the goal, and these constraints can be adjusted in due course as the project progresses in order to increase customer value.

The 3 goals of Agile project evaluation are therefore:

The Agile project management delivery methodology consists of five phases: conceptualize, speculate, explore, adapt, and close.

Traditional Project Management vs Agile Project Management

There are some key differences between AgileManagement and TraditionalProjectManagement:

Methodology: Traditional project management typically uses a waterfall model or other predefined phased process. execution according to a plan, emphasizing detailed planning, documentation, and process control. Agile management, on the other hand, emphasizes flexibility and adaptability, using iterative development, continuous delivery, and rapid feedback.

Requirements Processing: Traditional project management typically defines and plans requirements in as much detail as possible before the project is initiated and executes them in subsequent phases. Agile management, on the other hand, treats requirements handling as an ongoing activity, focusing on close collaboration with customers and stakeholders, and handling requirements through prioritization within iterative cycles.

Delivery: While traditional project management typically delivers results at the end of the project, agile management emphasizes continuous delivery of value. Agile projects produce deliverable parts at the end of each iteration cycle in order to get timely customer feedback and make adjustments.

Team roles: Traditional project management usually has strict role definitions, such as project manager, functional experts, testers, etc. Agile management emphasizes teamwork and collaboration. Agile management, on the other hand, places more emphasis on teamwork and self-organization, encouraging team members to have multiple skills for better collaboration and problem solving.

Control: Traditional project management emphasizes plan execution and process control, and responds to changes in requirements through strict change management and change control. Agile management, on the other hand, adopts an iterative and incremental approach to development, controlling the progress and quality of the project through rapid feedback and continuous improvement.

Risk management: Traditional project management usually conducts risk assessment and planning at the project initiation phase or key decision points. Agile management, on the other hand, views risk management as an ongoing activity, with risk identification and response occurring in each iteration cycle.

Overall, traditional project management is more suitable for projects with relatively stable and predictable requirements, while agile management is more suitable for projects with uncertain requirements and frequent changes. Agile management emphasizes teamwork, rapid delivery, and continuous feedback, and is better able to adapt to rapidly changing market and customer needs.

Modern Agile project management software, such as 8Manage Agile Project Management Software, supports short iteration management for incremental product development and meets the management needs of the competitive landscape and dynamic changes in product demand, and can be flexibly extended to meet the management needs of traditional project monitoring, such as time management and cost management.