Introduction to agile

Introduction to Agile
Abdelrahman Elsheikh Seedahmed
M.sc, PMOC,CBAP, PMP, RMP, ACP, PMI-SP,EVM,
CPRE, MCITP, MCTS, OCP, OCA, ITIL v3, CTFL,
ISO20000, ISO27002

Abdelrahman Elsheikh Bio
 14 experience as Strategic PMO Director, Strategy Execution Consultant,
PMO Consultant, Project Manager, Business Analyst and Software
Engineer.
• Master Degree in Software Engineering.
• Project Management Office Certification (PMOC).
• Certified Project Management Professional (PMP).
• Agile Certified Practitioner (PMI-ACP).
• Risk Management Professional (PMI-RMP).
• Schedule Professional (PMI-SP).
• Certified Business Analyst Professional (CBAP).
• Microsoft Certified IT Professional (MCITP).
• OCP and OCA.
• Certified Professional for Requirement Engineer (CPRE).
• Certified Tester Foundation Level (CTFL).
• Earned Value Project Management (EVM).
• ISO/IEC 20000 Foundation.
• ISO/IEC 27002 Foundation.
• Certified ITIL Foundation Level.

Agenda
• Introduction.
• Agile Definition.
• Why Agile methods?
• Types of project Life cycles.

Introduction
• The scene for agile project management.
• Differences between agile and traditional project
management approaches, including why using agile methods
is often the best choice for certain projects.

Agile Definition (1-7)
• Able to move your body quickly and easily.
• Able to think quickly and clearly.

Agile Definition (2-7)
• Agile project management allows you to produce smaller
deliverables more frequently and efficiently, making it an
excellent choice for teams that work in product development,
programming, business analysis, researches and other
collaborative areas.

Agile Methods? (1-6)
• Why do we need another approach to managing
projects?

Why Agile Methods? (2-6)
• The answer is simple: different types of projects require
different project management’ methods.
• In our everyday lives, we see the value of customizing
our approach to different situations, often in small ways.

• For example, we choose what information to
communicate and how to present it based on our
audience.

• We don’t resolve every issue the exact same way;
instead, we adjust our approach to be effective for the
unique situation.

• This same concept applies to how we manage our projects.
• Some projects, especially knowledge worker projects
occurring in fast-moving or time-constrained environments,
call for an agile approach.

• So to answer the question “why agile methods”
we might say for two reasons:
1. Knowledge Worker Projects are Different.
2. Value-Driven Delivery.

Knowledge Worker Projects
Are Different (1-14)
• First let’s discuss a little history that helps set the
scene.

• Initially humans wandered the earth as hunter-gatherers.

• When people started planting crops and herding animals, it
changed society and work.
• This was the Agricultural Revolution.
• As a result, people wandered less, and they lived and worked in one
place.

• The next big revolution came with the development of
machines and factories, when people left their farms and
villages to move to cities.

• This was the Industrial Revolution, which eventually led
to the development of many of today s project
management ideas, including Gantt charts and
functional decomposition.

• In turn, these developments led to the creation of tools like the
work breakdown structure (WBS).

• The latest major revolution (which we are in now) is
known as the Information Revolution.
• This revolution is focused on information and
collaboration, rather than manufacturing.

• It places value on the ownership of knowledge and the ability
to use that knowledge to create or improve goods and
services.
• The Information Revolution relies on knowledge workers.

• These are people with subject matter expertise who
communicate their knowledge and take part in analysis
and/or development efforts.
• Knowledge workers are not only found in the IT industry; they
are also engineers, teachers, scientists, lawyers, doctors, and
many others employed today.

• So what makes knowledge worker projects different from
manufacturing projects?
• The following table presents a comparison of industrial work
versus knowledge work

• The communication and collaboration required for
knowledge worker projects are often more uncertain and less
defined than in industrial work.

• As people applied industrial work techniques to knowledge
worker projects, frustration and project failures increased.

• The agile methods were developed in response.

Value-Driven Delivery (1-3)
• The reason projects are undertaken is to generate business value, be
it to produce a benefit or to improve a service.
• Even safety and regulatory compliance projects can be expressed in
terms of business value by considering the business risk and impact
of not undertaking them.

• Delivering value, specifically business value, is a core component of
agile methods.

• If value is the reason for doing projects, then value-driven delivery is
the focus of the project throughout the planning, execution, and
control efforts.

Eat Your Dessert First —
Early Value Delivery (1-6)
• Agile methods promote early value delivery.
• This means the team aims to deliver the highest value portions
of the project as soon as possible.

• There are some key reasons for this approach.
• First, life is short, weird stuff happens, and the longer a project
runs, the longer the horizon becomes for risks such as failure,
reduced benefits, erosion of opportunities, and so on.

• To maximize success, we should aim to deliver as many high-value
components as soon as we can, before things change or go
sideways.

• The second major reason is that stakeholder satisfaction plays
a huge role in project success.
• Engaged, committed sponsors and business representatives
who support a project are vital to removing project obstacles
and defining success.

• All project teams are on a trial period when they start, since
the sponsors may not be convinced that the team can deliver.
• By delivering high-value elements early, the team
demonstrates an understanding of the stakeholders’ needs,
shows a recognition of the most important aspects of the
project, and proves they can deliver.

• Tangible results raise stakeholders’ confidence, build rapport
with them, and get them on board early, creating virtuous
circles of support.

Types of project life cycles
1. Predictive life cycles.
2. Iterative life cycles.
3. Incremental life cycles.
4. Agile life cycles.

Characteristics of project life cycles

Agenda
• Introduction.
• Agile Definition.
• Why Agile Methods?
• Types of Project Life cycles.

‫على‬ ‫صفحتي‬:
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‫حسابي‬‫على‬:
https://www.linkedin.com/in/abdelrahmanelsheikh/
‫حسابي‬‫على‬:
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