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    Add as FriendIterative Project Management

    by: Rogers

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    1 : 8/26/2014 1 Iterative Project Management Chapter 2 – How Do Iterative Projects Function? Iterative Project Management / 01 - Iterative and Incremental Development
    2 : 2 Basic Philosophy No matter the methodology (and there are many), the most important feature: methodology is iterative and incremental. Regardless whether use-cases, pair-programming, scrum-meetings, feature-driven development, design by test approach or others is used, an iterative approach will greatly assist in producing predictable results. Iterative development is characterized by small mini-projects (iterations) designed with a clear set of objectives producing a measurable executable (product) objectively assessed that incrementally advances a product of increasing business value. Lots of keywords in this. The objective of this approach is simply to maximize chances for project success. 8/26/2014 2 Iterative Project Management / 01 - Iterative and Incremental Development
    3 : 3 Mindset of Project Success “Chaos” approach claims successful projects are finished on time, within budget, with all the features / functions present. BUT: Using these criteria, most projects still fail; with 16-24% succeeding; And 15-40% ‘challenged’, and 33-53% failed! Successful: completed on time within budget; contains intended features/functions. Challenged: project completed and operational but is over budget/time and has fewer features than originally intended Failed: project is cancelled before completion. Author claims that a successful project oftentimes facilitates organizational change, which changes ‘success’ criteria. While the ‘above’ criteria are important, the real success is determined by the clear benefit to the business as measured and verified by business sponsors! 8/26/2014 3 Iterative Project Management / 01 - Iterative and Incremental Development
    4 : 4 Mindset of Project Success So, we are saying that sometimes providing “specific business functionality” may not be as important as delivering business benefit. These are not necessarily the same! So what is ‘business benefit?’ While we are certainly interested in projects that deliver business value in terms of functionality delivered, on time, and within budget, ‘business benefit’ itself may differ markedly from project to project and from stakeholder to stakeholder! “Ultimately a project should be judged upon the value that it delivers to the business that commissions it, the customers that purchase its products, and the users that use them.” So: It might be the application really had to be ‘first to market’ of its kind. Might be a really innovative set of functionality; something really new! Might be significant additional quality or performance… 8/26/2014 4 Iterative Project Management / 01 - Iterative and Incremental Development
    5 : 5 Mindset of Project Success Thus a project manager must understand the desired outcomes of the project are and what business results the product is expected to deliver. Too often, development teams focus on technical aspects of the project only to find themselves divorced from the “sometimes not too obvious” real business benefit desired by other stakeholders. 8/26/2014 5 Iterative Project Management / 01 - Iterative and Incremental Development

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