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SE503
Advanced Project
Management
Dr. Ahmed Sameh, Ph.D.
Professor, CS & IS
Agile Principles: Leadership-Collaboration
The Agile Manifesto
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Responding to change
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Working products
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over comprehensive documentation
Customer collaboration
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over following a plan
over contract negotiation
Individuals and interactions
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over processes and tools
McGregor
Management Theory
Theory X (Herman)
 Manager
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Responsible for all
Controller
Enforcer
Workers
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Theory Y (Maya)
 Manager
Unmotivated
Lazy
Dumb
Uncommitted
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Shares responsibility
Collaborator, coach
Leader
Workers
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Motivated
Hard working
Intelligent
Committed
Project Management Process
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Reliable Results
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Predictable Performance
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Costs, schedules
Dependable Information
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Quality of work, innovation
Progress reporting, spending
NOT Repeatable
The McJob (Repeatability)
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Expertise is built into the system
People are interchangeable
People are expendable
Training is minimal
Wages are low
Project Types
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Production (X?)
– Defined outcome
– Optimization
– Planning and control
– Administrative
compliance
– Product focus
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Exploration (Y?)
– Defined vision
– Innovation
– Agile execution
– Iterative delivery of
customer value
– Customer focus
Project Management
Traditional project
 Plan driven
 Fixed scope
 Budget prediction
 Schedule prediction
 Resource allocation
 Control
Agile project
 Vision driven
 Maximize value
 Cost constraint
 Time constraint
 Empowered team
 Accountability
Repeatable Process
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Identical products are the goal
Reduced variability
Process control
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Measure
Correct deviations from desired value
Best outcome is the expected product
Reliable, Predictable Process
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Goal driven
Decisions based on (customer) value
Cost and time constraints (targets)
Generate the most value given the
constraints
Effects of uncertainty minimized (not gone)
Dependable Progress Reporting
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Short iterations with tangible deliverables
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Focus on progress
Pass/fail reporting
Decisions to adapt
Individual accountability
Transparency
Customers – report on value
Stakeholders – report on constraints
The map is not the territory:
Lewis and Clark Expedition
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January 1803
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September 1806
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Budget $2,500
Schedule 2 years
Final Expenses $38,000
Final Schedule 3 years
Clark estimate of distance 4162 miles
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Actual distance within 40 miles
Leadership
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Agile projects have less structure and require
more leadership
A good leader may be a poor manager
A good manager may be a poor leader
Agile project leaders balance freedom and
structure
Inspirational Leaders
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Leader’s goals
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Energizing
Compelling
Clear
Barely feasible
People motivate themselves
People feel encouraged to innovate
Culture of Innovation
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Time to think (dream)
Recognition and reward for innovation
History of embracing innovation
Flexibility
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Few rules, little structure
Few barriers to action
Focus on goals and constraints
Culture of Collaboration
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Rapid sharing of ideas
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Open, shared space
Diversity
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Models, prototypes, simulations, demos
Skills, backgrounds, viewpoints
Little recognition of hierarchy or past practice
Feel they can go get or do what they need
Adaptive Team Members
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The right stuff
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Technical skills
Experience
Behavioral traits (accountability, self-discipline,
interaction, respect for others)
Diverse combination
Group chemistry
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Willingness to remove someone
Adaptive Team Environment
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Self-organizing, not self-directed
Clear vision, constraints, role of team
Interaction within, communication without
Participatory decision making
Simplification
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Simplicity enables speed and innovation
Simple, vision-driven rules (p. 73)
Barely sufficient methodology
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Documentation
Compliance activities
The Goal: Agile Behavior
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Thinking
Acting
Interacting