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SE503 Advanced Project Management Dr. Ahmed Sameh, Ph.D. Professor, CS & IS Agile Principles: Leadership-Collaboration The Agile Manifesto Responding to change – Working products – over comprehensive documentation Customer collaboration – over following a plan over contract negotiation Individuals and interactions – over processes and tools McGregor Management Theory Theory X (Herman) Manager – – – Responsible for all Controller Enforcer Workers – – – – Theory Y (Maya) Manager Unmotivated Lazy Dumb Uncommitted – – – Shares responsibility Collaborator, coach Leader Workers – – – – Motivated Hard working Intelligent Committed Project Management Process Reliable Results – Predictable Performance – Costs, schedules Dependable Information – Quality of work, innovation Progress reporting, spending NOT Repeatable The McJob (Repeatability) Expertise is built into the system People are interchangeable People are expendable Training is minimal Wages are low Project Types Production (X?) – Defined outcome – Optimization – Planning and control – Administrative compliance – Product focus 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 Identical products are the goal Reduced variability Process control – – Measure Correct deviations from desired value Best outcome is the expected product Reliable, Predictable Process 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 Short iterations with tangible deliverables – – – 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 January 1803 – – September 1806 – – Budget $2,500 Schedule 2 years Final Expenses $38,000 Final Schedule 3 years Clark estimate of distance 4162 miles – Actual distance within 40 miles Leadership 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 Leader’s goals – – – – Energizing Compelling Clear Barely feasible People motivate themselves People feel encouraged to innovate Culture of Innovation Time to think (dream) Recognition and reward for innovation History of embracing innovation Flexibility – – – Few rules, little structure Few barriers to action Focus on goals and constraints Culture of Collaboration Rapid sharing of ideas – Open, shared space Diversity – 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 The right stuff – – – Technical skills Experience Behavioral traits (accountability, self-discipline, interaction, respect for others) Diverse combination Group chemistry – Willingness to remove someone Adaptive Team Environment Self-organizing, not self-directed Clear vision, constraints, role of team Interaction within, communication without Participatory decision making Simplification Simplicity enables speed and innovation Simple, vision-driven rules (p. 73) Barely sufficient methodology – – Documentation Compliance activities The Goal: Agile Behavior Thinking Acting Interacting