portfolio-level estimation of, 188-189
in Project Data Sheet (PDS), 117-118, 188-189
project-level estimation of, 188
Retrospective process, see Lessons Learned process
reviews, project, 183
risk management, 123-140
contingency plans in, 127-129
mitigation plans in, 126-127
in Operational PM Infrastructure Workflow, 168
organizational attitude toward plan changes, 129-131
Risk Management Workflow, 133-140
risks identification in Project Data Sheet (PDS), 118
time to market in, 123-129
Risk Management Workflow, 133-140
assessing risks, 135-137
defining risk, 133-134
identifying risks, 134
integration of, 139
planning to address risks, 137-138
reassessing risks, 138
template for, 140
roles and responsibilities, 41-51, 56-60
boundaries and, 28-29, 42, 43-44
in classic project management, 42-43
in Communications Plan, 56-57
decision making and, 46-47, 57-58
defining concept of, 45, 56-57
exercise for developing, 49-51
in operational project management infrastructure, 163-164
time concerns and, 45
Index
S
silo mentality, 91, 149-150, see also functional management
single-company, multiple-organization stakeholders, 19-20
single-organization stakeholders, 17-18
soft skills, see adaptability/flexibility; interpersonal skills
solitude, collaboration versus, 93-94
speed/urgency
in agile project management, 9-10
in planning for agility, 98-100
time to market and, 123-129
stage-gate concept, 197-201
stakeholder types, 17-20
multiple organizations, 18-20
project manager role and, 74-75
single company, multiple organizations, 19-20
single organization, 17-18
see also business organizations
status reporting, 78
individual, 61, 78
in Operational PM Infrastructure Workflow, 168-169
overview of, 204-208
project, 61-62, 78
Sunset Review, see Lessons Learned process
Index
T
taskmaster role, 67
technical skills
adaptability versus, 94-96
of project team members, 88
technology development projects, 15-16
telecommuters, 94
templates
for action item tracking, 218
for Communication Plan, 63-64
for issue tracking, 213
for Lessons Learned process, 83-86
for Project Data Sheet (PDS), 119-122
for project prioritization, 224
for risk planning, 140
for Status Report, 208
time allocation, 45, 52-53
timeline, in Project Data Sheet (PDS), 116-117
time to market, 123-129
importance of, 123-126
product lifecycles and, 124
Index
U
uncertainty in agile project management, 3-8
external, 4, 6-8
internal, 4-6
in planning for agility, 98-100
see also risk management
unique expertise, 8-9
upper management
defined, 142
organizational change and, 147-149, 150
project change and, 142-145, 150
Index
V-Z
variance tracking, 69-70, 72-74
List of Figures
Chapter 1: Defining Agile Project Management
Figure 1-1: The relationship between classic and agile PM platforms.
Figure 1-2: Internal uncertainty is higher when doing something for the first time, and it diminishes as you gain experience.
Figure 1-3: Project uncertainty is made up of both internal and external components.
Figure 1-4: Impact of uncertainty on the project as a function of urgency.
Chapter 2: Determining When to Use Agile Project Management
Figure 2-1: The operational project environment is more conducive to classic PM.
Figure 2-2: The technology development project environment is more conducive to agile PM.
Figure 2-3: The product development project environment requires a mix of classic PM and agile PM.
Figure 2-4: Agile PM is more applicable when there are fewer organizational stakeholders.
Figure 2-5: Classic PM is more applicable when there are multiple organizational stakeholders.
Figure 2-6: Both agile and classic PM may be applicable when there are multiple organizations within a single company.
Figure 2-7: Applicability of agile PM, based on project type and organizational stakeholders.
Chapter 3: Projects are the Business
Figure 3-1: Typical business consisting of operational and project elements.
Figure 3-2: In agile PM, both the internal and external aspects of business and project decision making are integrated.
Figure 3-3: The primary focus of the project manager in an agile versus classic project environment.
Figure 3-4: The predominately static project boundaries of the classic project give way to more dynamic conditions in the agile project.
Figure 3-5: Agile PM looks to integrate the internal and external project environments.
Figure 3-6: Typical organizational structure for matrix management.
Figure 3-7: The pros and cons of matrix management.
Figure 3-8: A project-based organization integrates the business strategy with the projects.
Figure 3-9: Project-based versus matrix organizations in agile and classic project environments.
Chapter 4: The Cross-Functional Team—Organizing for Agility
Figure 4-1: How team member roles are defined in an agile versus classic environment.
Figure 4-2: Roles and responsibilities in the agile versus classic environment.
Figure 4-3: Decision making in an agile versus classic environment.
Figure 4-4: Meetings in an agile versus classic environment.
Chapter 5: The Project Manager’s Role
Figure 5-1: The project manager’s orientation in an agile versus classic environment.
Figure 5-2: Trends and variances monitored by the project manager in an agile versus classic environment.
Figure 5-3: The project manager’s focus in an agile versus classic environment.
Figure 5-4: The project manager acts as an intelligent information manifold to distribute key project information to team members and sponsors.
Chapter 6: The Agile Project Team
Figure 6-1: The hiring criteria in an agile versus classic project management.
Chapter 7: Planning for Agility
Figure 7-1: Projects that operate on the edge of technology tend to take a zigzag course toward their objectives.
Figure 7-2: The basis of timelines in an agile versus classic environment.
Figure 7-3: The basis of activity durations in an agile versus classic environment.
Figure 7-4: Network diagrams provide a high-level view of a project, especially when there are multiple pathways and decision points, without going into great detail.
Figure 7-5: Gantt chart overlaid on a network diagram.
Figure 7-6: The approach to planning in an agile versus classic environment.
Figure 7-7: Planning effort over time using agile and classic planning methods.
Figure 7-8: The basic planning tools in an agile versus classic environment.
Chapter 8: Approaching Risk in an Agile Environment
Figure 8-1: Reducing scope to get to market earlier usually extends the overall time and cost needed to get to the original scope.
Figure 8-2: Network diagram with probability weighting assigned to various pathways.
Figure 8-3: Contingency planning in an agile versus classic environment.
Figure 8-4: Project course changes in an agile versus classic environment.
Chapter 9: Management—Creating an Environment of Agility
Figure 9-1: Upper management’s role in the agile versus classic project.
Figure 9-2: Strategy, business objectives, and tactical projects all exert appropriate influences on each other.
Figure 9-3: Organizational adaptability in an agile versus classic PM environment.
Figure 9-4: A summary of management roles unique to the agile project environment.
Chapter 10: The Operational Project Management Infrastructure
Figure 10-1: Project management infrastructures are focused in two broad areas, planning and execution.
Figure 10-2: The operational project management infrastructure.
Figure 10-3: The focus of PM tools in an agile versus classic environment.
Figure 10-4: Architecture of an operational PM infrastructure.
Chapter 11: Agile Portfolio Management—Aligning Tactical Projects with Business Strategy
Figure 11-1: A general portfolio management structure showing the alignment of high level strategy, business objectives, programs, and individual projects.
Figure 11-2: In classic portfolio management, external influences start at the top and flow downstream.
Figure 11-3: In agile portfolio management, external influences are felt directly at the top and bottom and subsequently flow both downstream and upstream.
Figure 11-4: The direction of influence in an agile versus classic portfolio.
Figure 11-5: The portfolio review cycle in an agile versus classic portfolio.
Figure 11-6: Portfolio management responsibility in an agile versus classic portfolio.
Figure 11-7: Portfolio mapping hierarchy.
Figure 11-8: Portfolio construction in an agile versus classic environment.
Figure 11-9: Portfolio resource allocation in an agile versus classic environment.
Figure 11-10: Portfolio-level Gantt chart showing roughly estimated project/resource density over time.
Figure 11-11: Portfolio-level Gantt chart showing rough resource usage over time.
Figure 11-12: Top-down, project-level, resource estimation table from Project Data Sheet template.
Figure 11-13: Top-down, portfolio-level, resource estimation table for a specific period.
Figure 11-14: Portfolio-level Gantt chart showing rough resource usage over time.
Figure 11-15: Approach to achieving high-level objectives through tactical projects in an agile versus classic environment.
Chapter 12: Integrating Portfolio and Project Management with the Product Development Process for Business Success
Figure 12-1: Balancing process and innovation.
Figure 12-2: Integrating project management and portfolio management into the product development process.
Figure 12-3: Portfolio reviews tied to stage-gates.
Figure 12-4: Phase-to-phase detailed project planning.
List of Sidebars
Chapter 10: The Operational Project Management Infrastructure
Considerations for Selecting PM Software Tools for the Agile Project Environment