1 Agile Project Management Overview Fabrizio Morando Application Development Manager martedì 20 novembre 2012
2 What is Agile? Agile is used to denote the ability of Agile Methods to respond to changing requirement in a controlled but flexible manner Agile methodologies can equip experienced Project Managers with new tools to manage projects that are set in environments of constant change.
3 Why Agile Agile software developmment is a group of lightweight software development methodologies based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross functional teams. Main elements of agile: o Iterative o Adaptable o Rapid o Cooperative o Quality Driven
4 Why do we need new Project Management Methods? Information Technology (as well as other industries) are continuously being challenged by emerging technologies and requirements. Traditional Project Management Best Practices suggest that we should lock down requirements and setup a change control system up front. Traditional Project Management practices also tend to refer back to the original requirements (and/or the contract) when enforcing change control.
5 Close to Certainty Far from Certainty Requirements Project noise level Far from Agreement Complex Anarchy Close to Agreement Simple Technology Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
6 Traditional Project Management Practices can Lead to. Chaos Junior Project Managers tend to either: allow too much uncontrolled changed to take place (to ensure customer satisfaction) or are too strict in allowing for change (resulting in irate customers).
7 Traditional Project Management Practices can Lead to. Dramatic Project Underperformance According to the Standish Group s Chaos Reports, only 16 percent of IT projects are successful, the remainder are: Late. Over Budget. Deliver only a fraction of original scope in order to meet budget restrictions. Cancelled.
8 What Is Different About Agile Methods? They are all about managing the impact of change on a project. They allow change to be introduced into a project in a orderly way that that attempts to maximize the benefits for the sponsor. They control the risks that the change introduces.
9 What is different about Agile Methods? Iterative and Incremental development that break down development into a number of repeating cycles called Iterations Short iterations are used to keep the feedback flowing (allowing for increased responsiveness to change and reducing the risk of building the wrong thing). Open, Flexible and Extensive design using open standards whenever possible
10 What is different about Agile Methods? Empowered Teams Experienced specialists are encouraged to work out the detail design on their own. Personal Communication Rather than relying on written documentation to communicate design decisions, technical approaches and other typically documented items, agile method suggest that the team work in the same physical space (colocation). Use of white boards in the work area is encouraged rather than lengthy formal detail design documentation.
11 The Benefits of Being Agile Reducing Risk The benefits from improved control and improved communication lead to reduced risks. Examples of risks include: Risk of building (or doing) the wrong thing. Did the sponsor get what they asked for but not what they actually wanted? Risk of building the right thing poorly. For example, was the product poorly crafted. Was it thoroughly tested as a part of each iteration? Is the final produce extensible? Risk of being placed into an endless cycle of design updates and reviews due to changing requirements or high levels of complexity
12 The Benefits of Being Agile Relief from continual design revisions -- Agile Methods are of the most benefit when applied to projects where the requirements are either unclear or evolving
13 The Benefits of Being Agile Improved Control Agile methods allow the Project Manager to their control over the project in high change environment. Utilizing less rigid, yet structured agile methodologies, control is through a number of mechanisms.
14 The Benefits of Being Agile (Improved Control) Frequent delivery of working code allows progress to be objectively measured. Early and frequent stakeholder feedback allows the Project Manager to redirect project priorities when needed to ensure that real value is delivered. Misunderstandings are cleared up early in the project life-cycle. The sponsor is able to end the project earlier than scheduled and still receive value.
15 The Benefits of Being Agile (Improved Control) Short daily meetings allow team members to share both successes and problems with each other. Each team member should share: What they have just completed (so that team members working on dependent tasks are notified). What are they going to work on next (allows other team members to contribute information that may be helpful to the task). Issues that are slowing down or halting their progress (so that other team members and/or the Project Manager can provide assistance).
16 Waterfall (traditional) way to plan a software project. Analyze the problem Design the solution Implement the code (Execution) Test the code Deploy the code. Done
17 Agile method of planning a software development project. Initial Analysis Initial Design (When problems are identified they are pushed back into the analysis step, to improve it). Initial coding, push back identified design problems back. Perform another iteration of design to improve it. Initial Testing. Identified problems are feed back into another iteration of coding. Integration and deployment. Feedback any problems you encounter into the process. A system of incremental/continuous improvement.
18 Sequential vs. overlapping development Requirements Design Code Test Rather than doing all of one thing at a time......agile teams do a little of everything all the time Source: The New New Product Development Game by Takeuchi and Nonaka. Harvard Business Review, January 1986.
19 Agile methods are all about incremental progress Working incrementally allows the most critical portions of the product to be delivered earlier. Working incrementally can help reduce risk by receiving stakeholder feedback in increments rather than at the end. Working incrementally allows project teams to continuously make small corrections along the way. Each incremental corrections contributes to the overall quality of the entire project.
20 Agile Sweat Spots Dedicated developers Experienced developers Small collocated teams Automated Regression testing Easy to access users.
21 Waterfall vs. Agile Money for information (waterfall) Money for flexibility (agile)
22 Agile Documentation A document is any artifact external to source code whose purpose is to convey information in a persistent manner.
23 Reasons to Create Documentation Project stakeholders require it (a Business decision with costs and benefits associated with it) To define a contract model (to define how your system and an external one interact with each other). Typically required when an external resource controls an IT resource your system requires (e.g. DB, Application or IT service)
24 Reasons to Create Documentation To support communication with an external group (e.g. a non-colocated group). If it will assist you in thinking something through.
25 When is Documentation Agile Generally when it is Good Enough, but no more. This of course is subjective. When it maximizes stakeholder investment. When the documentation contains just enough information to fulfill its purpose (and no more). Is purpose driven. If you are not clear about the purpose you are creating the document, you should not be doing so. When it contains information that is Less Likely to change.
26 When is Documentation Agile When the documentation contains critical information not readily available. When the documents have a specific customer and facilitate the work efforts of that customer. When the documents are sufficiently indexed, accurate, consistent and detailed.
27 UN APPROCCIO VALUE-UP AL SOFTWARE DEVELOPMENT Work-down Value-up Plan Task 1 Task 2 Task 3 Task 4 L approccio Work-Down è la scomposizione del progetto in task e successivo smarcamento degli stessi Nelle metodologie Value-up si da priorità al valore aggiunto prodotto ad ogni iteration piuttosto che ai task completati
28 Why working software Working software encourages feedback when users can see and touch the product they can immediately tell if it is what they want Working software helps a team gauge its progress work shown to be complete allows for real progress to be identified Working software allows product to be shipped early if desired the opion to ship early can be very valuable to your customer to allow for markets that change rapidly
29 The Agile Manifesto a statement of values Individuals and interactions Working software Customer collaboration Responding to change over over over over Process and tools Comprehensive documentation Contract negotiation Following a plan Source:
30 Going through SCRUM Iterative and adaptive Customer can see quickly at what stage the development is Every 2-4 week there s a potentially shippabile product increment Feedback is given routinely and often Plans are in short durations (iterations) so change can be implemented quicker Wasted development is reduced Prioritized features developed as mandatory
31 What does Agile look like?
32 Survey of Agile Methods Dynamic System Development Method (Dane Faulkner) Adaptive Software Development (Jim Highsmith) Crystal (Alistair Cockburn) SCRUM (Ken Schwaber) XP (Kent Beck) Lean Software Development (Mary Poppendieck) Feature Driven Development (Jeff DeLuca) Agile RUP
35 What project management paradigms are we breaking?
36 What Paradigms Are We Breaking? Agile Development Process Waterfall Development Iterative Development Measure of Success Conformance to Plan Culture Command-and-Control Design Big Design Up Front QA Tool Support Iterative and Incremental Development Parallel Development Acceptance Test Driven Development Response to Change Leadership /Collaborative Continuous Big Test on Backend Continuous Highly specific Fully Integrated
37 New Measures of Success Agile Development Process Measure of Success Waterfall Development Iterative Development Iterative and Incremental Development Conformance to Plan Critical Path Work Breakdown Structure % Complete of tasks Serial functions Procedural process Fixed scope Acceptance Test Driven Development Parallel Development Response to Change Critical Chain Feature Breakdown Structure # of Features accepted Parallel functions Empirical time boxes Fixed time and resources
38 Culture of Discipline and Collaboration Agile Development Process Culture Waterfall Development Iterative Development Iterative and Incremental Development Command-and-Control Culture of sign-offs High-level plans = Roll-up of detailed plans Detailed Planning early Protect the Project Scope Demonstrate at End Weekly PM meetings Parallel Development Acceptance Test Driven Development Leadership /Collaborative Culture of learning Gross estimates of backlog create the high-level plans Detailed Planning in chunks Protect the Iteration Scope Demonstrate every Iteration Daily Stand-up meetings
39 Continuous Design & Test Agile Development Process Waterfall Development Design Big Design Up Front QA Iterative Development Iterative and Incremental Development Big Test on Backend Parallel Development Acceptance Test Driven Development Continuous Continuous Contract with Customer Partner with Customer Big Design sign off LPM Design Decisions Dreaded Integration phase Continuous Integration Never miss Dev. Cmpt date Never break the build Work in big phases Work in small chunks Testing squeezed Low Features squeezed
40 Agile Project Tooling Agile Development Process Tool Support Waterfall Development Iterative Development Iterative and Incremental Development Highly specific Focus on Individuals Optimize the parts Integrate with batch update ----Manage large inventories Un-integrated with the WBS ---Visibility through manual PM report Parallel Development Acceptance Test Driven Development Fully Integrated Focus on the team Optimize the whole Tight integration Manage rapid throughput Manage the FBS Real-time visibility up, down and across the team
41 Benefits from Implementing Agile 1. Deliver benefits early (First Iteration is demonstrable) 2. Avoid significant rework by only doing just-in-time detailed design 3. Avoid dead-end design decisions by managing with LPM decisions and trade-off matrix 4. Raise quality by moving testing forward in the process 5. Become responsive by supporting scope adjustments every iteration 6. Become reliable by instituting regular heartbeats to the team 7. Increase estimating accuracy by working in small chunks 8. Decrease risk by always having working software 9. Increase throughput via real-time visibility 10. Increase team moral by dropping the death marches.
Introduction to Agile Scrum by Julia M. Lobur Penn State Harrisburg CMPSC 487W Fall 2015 Introduction to Scrum Learning Goals Relationship of Scrum to other Agile methods Scrum Framework Scrum Roles Scrum
Scrum for Managers Microsoft Corporation / TechTalk Zurich Switzerland March 2010 About Mitch Lacey Mitch Lacey 13+ years of program and project management experience Microsoft Program Manager 2001 2006
Learn. Inspect. Adapt: An Overview of Agile Project Delivery Doug Rosenberg and Kara Silva June 19, 2008 Paper Airplanes! The Agile Manifesto We are uncovering better ways of developing software by doing
Introduction to Agile Methods Chennai Agile User Group Kickoff Sanjiv Augustine July 08, 2006 www.ccpace.com Introduction to Agile Methods Page 1 Agenda Agile at a Glance Landscape Basics Typical Benefits
Integrating Agile into Your Company s SDLC Frank Valerius February 1, 2012 Perception vs Desired State Business perceives IS to be Rigid / inflexible Disconnected from business Slow to respond to change
Business Analysts in an Agile World Christian Antoine What is this about Value of software Building the right product Building the product right Where do BA s fit in this What this is not Back to basics
Agile Project Management with Bill Doescher, PMP, MBA, CSM Pi Principal i lconsultant tand Product tdevelopment tdirector Bill Doescher, PMP, CSM Bill Doescher is a Principal Consultant and Product Development
AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT Shivangi Shandilya, Surekha Sangwan, Ritu Yadav Dept. of Computer Science Engineering Dronacharya College Of Engineering, Gurgaon Abstract- Looking at the software
D25-2 Agile and Scrum Introduction How to Use this Download This download is an overview of a discussion Intertech has with clients on Agile/Scrum This download has an overview of Agile, an overview of
Agile Software Development with Scrum Jeff Sutherland Gabrielle Benefield Agenda Introduction Overview of Methodologies Exercise; empirical learning Agile Manifesto Agile Values History of Scrum Exercise:
Ingegneria del Software Corso di Laurea in Informatica per il Management Agile software development Davide Rossi Dipartimento di Informatica Università di Bologna The problem Efficiency: too much effort
Agile Software Development Application in the Medical Device Industry Kelly Weyrauch Medtronic, Inc. (29 April 2008) Introduction Purpose Provide an introduction to Agile Software Development as it applies
Capstone Agile Model (CAM) Capstone Agile Model (CAM) Approach Everything we do within the Capstone Agile Model promotes a disciplined project leadership process that encourages frequent inspection and
Introduction to Agile Software Development EECS 690 Agile Software Development Agenda Research Consent Forms Problem with Software Engineering Motivation for Agile Methods Agile Manifesto Principles into
Agile with XP and Scrum Amit Goel National Agile Software Workshop @ Indore Agile India Conference Agile Software Community of India Disclaimer and Credits Most of material in this presentation has been
Digital Transformation of the Enterprise for SMAC: Can Scrum help? Scope of this Report October 2015 In this paper, we consider the impact of the digital transformation on software development and whether
Agile QA s Revolutionary Impact on Project Management Introduction & Agenda Rachele Maurer Agile Coach, Platinum Edge Inc. PMP, CSM, PMI-ACP Agenda A quick overview of agile Current QA practices QA using
No one has to change. Survival is optional. - W. Edwards Deming - Continue your Beyond Budgeting Journey with help from Agile, Lean and Helge Eikeland, Statoil, October 2010 Today s challenge is complexity
Agile Project Management Jim Highsmith Chapter 5 An Agile Project Management Model We improve effectiveness and reliability through situationally specific strategies, processes, and practices. One of the
1. CMMI and Scrum TWO BRANCHES OF SOFTWARE DEVELOPMENT Enterprise Software Engineering Agenda 1. CMMI and Scrum 2. Kanban Software Engineering 3. Software Development Life Cycle 4. Secure Software Engineering
BIO PRESENTATION W3 6/28/ 11:30 AM RISK MANAGMENT ON AN AGILE PROJECT Michele Sliger Rally Software Development Better Software Conference June 26 29, Las Vegas, NV USA Michele Sliger Michele Sliger has
Introduction to Agile Software Development Word Association Write down the first word or phrase that pops in your head when you hear: Extreme Programming (XP) Team (or Personal) Software Process (TSP/PSP)
SAFETY & RESILIENCE ISSUES IN AUTOMOTIVE SOFTWARE DEVELOPMENT PANEL 1 Safety Panel when 26262 will be issued, enforced? What about 61508? by whom, which authorities? who and how will verify conformance?
Mitigating Risk with Agile Development Rich Mironov CMO, Enthiosys 2 About Rich Mironov CMO at Enthiosys, agile product mgmt consultancy Business models/pricing, roadmaps Agile transformation and Interim
Theory Lecture Plan 2 Software Configuration Lecture 11 Software Engineering TDDC88/TDDC93 autumn 2008 Department of Computer and Information Science Linköping University, Sweden L1 - Course Introduction
PMP vs. Scrum Master Compatible or Incompatible? Presented by: Karen Little, PMP, CSM, CBAP, ITIL, MCP, MBA Copyright 2007 by Karen Little 1 Agenda Introductions Background on Agile and SCRUM Methodologies
Scrum for Video Game Development 1 Mike Cohn - background 2 What is Scrum? One of the agile processes Iterative and incremental Produces demonstrable working software every two to four weeks Results- and
Lean Agile Scrum Business Value Development and Delivery using Agility Brenden McGlinchey Software Done Right, Inc. email@example.com High yield software engineering team Active Customer Involvement
Distributed Agile Development Bapiraju Nandury Product Development Manager Bangalore Development Centre Agenda Distributed / offshore Development Agile Methods Distributed Agile Development Goals of this
Chapter 1 Introduction to Agile Objectives: Define Agile software development Explain differences and similarities between various lightweight methodologies Learn the core principles of Agile Dispel common
Agile and Secure: Can We Be Both? OWASP AppSec Seattle Oct 2006 Keith Landrus Director of Technology Denim Group Ltd. firstname.lastname@example.org (210) 572-4400 Copyright 2006 - The OWASP Foundation Permission
A Softhouse White Paper Jens Norin Daniel Karlström September 2006 Softhouse Consulting, Stormgatan 14, SE-211 20 Malmö email@example.com www.softhouse.se Contents Abstract...3 Introduction...4 Software
Agile in Financial Services A Framework in Focus John B. Hudson, B.Sc, PMP, CSM PMI NJ Chapter February 19, 2013 19 Feb 2013 1 Objectives 1. Agile Development an Overview 2. The Agile Enterprise Infrastructure
International Journal of Recent Research and Review, Vol. VI, June 2013 Comparative Study of Agile Methods and Their Comparison with Heavyweight Methods in Indian Organizations Uma Kumari 1, Abhay Upadhyaya
The Scrum Guide The Definitive Guide to Scrum: The Rules of the Game July 2013 Developed and sustained by Ken Schwaber and Jeff Sutherland Table of Contents Purpose of the Scrum Guide... 3 Definition of
Chapter 1 INTRODUCTION TO AGILE METHODS Agile methods are revolutionizing the approach to software development. ACHIEVING COMPETITIVE ADVANTAGE IN A SOFTWARE ECONOMY The software industry has evolved to
Selecting a Development Process Mike Cohn Founder Mountain Goat Software Boulder, CO firstname.lastname@example.org Agenda The processes Team Software Process Scrum Extreme Programming The Unified Process
A Viable Systems Engineering Approach Presented by: Dick Carlson (email@example.com) Philip Matuzic (firstname.lastname@example.org) i i Introduction This presentation ti addresses systems engineering
Konferencja "Bezpieczny Projekt" Wrocław 22 czerwca 2010 www.omec.pl Software Development with Agile SCRUM Chandrashekhar Kachole 22 nd of June 2010 1 Let s keep the cell phones in Silent mode 2 Agenda
What does it mean to be Agile Marek Majchrzak, Andrzej Bednarz Wrocław, 11.10.2011 2 Traditional methods Assumptions: The customer knows what he wants The developers know how to build it Nothing will change
An ISC Introduction to Agile and Scrum Larissa Shapiro All Hands, 2010 Scrum? Rugby? Is this an HR policy violation? What is she on about?? The relay race approach to product development may conflict with
Testing in the Enterprise using SCRUM Stretching Scrum to Accommodate Legacy & Large- Scale Testing Activity Bob Galen President & Principal Consultant, RGCG, LLC Leading you down the path of agility www.rgalen.com
AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä Fact corner: SME of 250 developers Mobile & desktop sw Products sold globally EXAMPLE OF AN INNOVATIVE
How Product Management Must Change To Enable the Agile Enterprise Catherine Connor Agile Product Manager email@example.com Copyright 2003-2009, Rally Software Development Corp Why Are We Here? 2 About
Agile Processes Software processes that are: Incremental (small software releases with rapid cycles) Cooperative (customer and developer working together with close communication) Straightforward (method
Project delivery: Progress report Software Engineering Process Economy & Quality ETSF 01 http://cs.lth.se/etsf01 The SPA reports you RECEIVED Your actions on received feedback Excel format preferred Lecture
Issues in Internet Design and Development Course of Instructions on Issues in Internet Design and Development Week-2 Agile Methods Saad Bin Saleem PhD Candidate (Software Engineering) Users.mct.open.ac.uk/sbs85
Rally Software Development Corporation Whitepaper Mastering the Iteration: An Agile White Paper Dean Leffingwell Abstract: The heartbeat of Agile development is the iteration the ability of the team to
THE AGILE PROJECT LEADER S DICTIONARY This dictionary attempts to de-mystify the jargon around the world of Agile projects. Part 1 translates common Agile terms into more traditional words. Part 2 translates
PERFORMANCE ENGINEERING IN SCRUM Balasubramanian, Infosys Technologies Limited This paper describes how performance engineering as a software discipline should be planned and executed in an agile development
Agile Fundamentals, ROI and Engineering Best Practices Rich Mironov Principal, Mironov Consulting 1 About Rich Mironov Agile product management thought leader Business models, pricing, roadmaps Agile transformations
A Cynical View on Agile Software Development from the Perspective of a new Small-Scale Software Industry Apoorva Mishra Computer Science & Engineering C.S.I.T, Durg, India Deepty Dubey Computer Science
Agile Project Management: Adapting project behaviors to the software development environment with Bill Doescher, PMP, CSM PrincipalConsultant and Product Development Director Business Management Consultants
Course Title: Planning and Managing Agile Projects Course ID: BA15 Credits: 21 PDUs Course Duration: 3 days (Live in person class only) Course Level: Basic/Intermediate Course Description: This 3-day course
Agile Software Development in the Large GI-Vortrag Braunschweig Jutta Eckstein Nicolai Josuttis What Does Large Mean? Large in... scope time people money risks We focus on Large Teams which implies everything
Agile Beyond The Team 1 Dilbert Agile 2 What Does Your Organization Value? Projects over Teams? Do new teams spools up for new projects? On-Time/On-Budget Delivery over Zero Maintenance Products Deliver
IT Club 25 th October 2007, London Agile v Waterfall: Brief Overview of Strengths and Weaknesses Presented by: Dragan Jojic Managing Consultant Conchango plc Introducing Conchango Overview Privately held
Water-Scrum-Fall Agile Reality for Large Organisations By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Interests and Experience Leading Change and Transformation in Large, Complex organisations
Rally Software Development Corporation Whitepaper 5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up Hubert Smits Agile Coach and Certified ScrumMaster Trainer firstname.lastname@example.org
Agile Software Development Stefan Balbo / Patrick Dolemieux Agile Software Development Stefan Balbo / Patrick Dolemieux Content Why go Agile? Introduction to Scrum - Process - Roles Agile Estimating and
Agile or the PMBOK? You Can Have Both! June 10, 2009 Presented by: David M. Sides, Vice President, ESI Consulting Services www.esi-intl.com Agenda June 10, 2009 Pic? Agile Framework Agile Truths & Myths
How to manage agile development? Rose Pruyne Jack Reed What will we cover? Introductions Overview and principles User story exercise Retrospective exercise Getting started Q&A About me: Jack Reed Geospatial
Chapter 1 - Introduction This chapter presents an overview of traditional software development method, such as Waterfall Model and compares it with Agile Software Development approach. This is followed
Agile Development Methods: Philosophy and Practice CPSC 315 Programming Studio Fall 2010 History of Agile Methods Particularly in 1990s, some developers reacted against traditional heavyweight software
Getting Agile with Scrum Mike Cohn Mountain Goat Software email@example.com 1 Mike Cohn - background 2 We re losing the relay race The relay race approach to product development may conflict
Third 21st CAF Conference at Harvard, in Boston, USA. September 2015, Vol. 6, Nr. 1 ISSN: 2330-1236 A Software Project Management Innovation (SPM) Methodology: A vel Method for Agile Software Development
www. TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes What is Agile Development? There are various opinions on what defines agile development, but most would
Presented by Jennifer Bleen, PMP Project Services Practice of Cardinal Solutions Group, Inc. Contact: Agile Manifesto We are uncovering better ways of developing software by doing it and helping others
Skalierung von agilen Prozessen Ein Erfahrungsbericht OOP 2003 Jutta Eckstein Nicolai Josuttis This Talk is About Agility Large Experience Success Copyright 2003 by N. Josuttis and J. Eckstein 2 1 What
Agile Software Engineering Practice to Improve Project Success Dietmar Winkler Vienna University of Technology Institute of Software Technology and Interactive Systems firstname.lastname@example.org
Agile Testing and the Role of the Agile Tester Declan Whelan email@example.com This presentation is licensed under a Creative Commons Attribution 2.5 License, which means you can share and adapt it,
1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between
Agile Notetaker & Scrum Reference Designed by Axosoft, the creators of OnTime the #1 selling scrum software. Scrum Diagram: Team Roles: roduct Owner: Is responsible for what goes into the product backlog
Agile Project Management What it is and what it isn t Moderator Janelle Abaoag Project Insight Marketing, Public Relations Janelle.Abaoag@projectinsight.com www.projectinsight.net All participants will
When is Agile the Best Project Management Method? Lana Tylka Staged Incremental Deliveries Prototypes Plan Develop Design Deploy Test Maintain Sequential Steps Multiple Iterations Waterfall Sprints, Spirals
WHITEPAPER GET MORE WORK DONE: A MANAGER S GUIDE TO MIXING AGILE AND WATERFALL Project management is shifting. Teams that were siloed before are now asked to work together to ease reporting pains and increase