The Sprint Methodology in Agile Project Management
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| + | According to PRINCE 2, a project is "a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case." To deliver such business products, a project needs to be managed with respect to many aspects such as costs, timescales, quality, scope, risks and benefits. PRINCE 2 thus defines project management as "the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks." | ||
| + | Projects go through a series of phases, also known as a project's life cycle. These phases can differ from project to project but are typically broken down by deliverables or milestones. Generically, the phases can, according to the PMBOK Guide, be summed down to the starting of the project, the organizing and preparing, the carrying out of project work and eventually the closing of the project. | ||
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| + | In the traditional predictive life cycle, the products and projects' deliverables are clearly defined at the beginning with little room for changes in the scope of the project without needing careful managing. The project scope, costs and time are thus defined as early in the process as possible (PMBOK). This requires that a project is definable within all its aspects at an early stage and is characterised by low levels of change. However, some projects are characterised by such an amount of uncertainty that the early defining of aspects like project scope, cost and time simply is not possible. This is where agile project management and the adaptive life cycles become relevant (PMBOK). | ||
Revision as of 21:51, 15 February 2018
Contents |
Abstract
Breaking down projects into smaller parts is paramount to being adaptive and agile as well as for maintaining the interest and momentum towards stakeholders [1]. Working in sprints facilitates a quick and continuous review of results allowing regular feedback and thereby keeping on the right path towards a successful project for all parties involved. This eventually also helps ensuring that the project continues being profitable, which can be critical towards the funding of the project [1]. This iterativeness thus challenges the traditional way of conducting projects, which is characterised by more robustness and formalities involving very thorough planning as well as the need for preliminary and formal management acceptance of the project and thereto funding [2].
This article investigates relevant aspects of the sprint methodology in agile project management.
First, the concept and purpose behind sprints is described, leading to the further description of the actual application of the method.
Second, even though sprints are challenging the traditional way of running projects where the latter can be insufficient in terms of flexibility and agility, there are also some limitations and risks involved with running projects in sprints. These limitations and risks are discussed taking offset in relevant and recent research results and material, which are questioning the risk management processes in agile project management [3].
Finally, relevant references for further reading are outlined allowing the reader to investigate the different matters further.
Sprints
What
What characterises sprints and agile project management?
Sprints as part of scrums that is a frequent Agile Project Management framework.
According to PRINCE 2, a project is "a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case." To deliver such business products, a project needs to be managed with respect to many aspects such as costs, timescales, quality, scope, risks and benefits. PRINCE 2 thus defines project management as "the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks."
Projects go through a series of phases, also known as a project's life cycle. These phases can differ from project to project but are typically broken down by deliverables or milestones. Generically, the phases can, according to the PMBOK Guide, be summed down to the starting of the project, the organizing and preparing, the carrying out of project work and eventually the closing of the project.
In the traditional predictive life cycle, the products and projects' deliverables are clearly defined at the beginning with little room for changes in the scope of the project without needing careful managing. The project scope, costs and time are thus defined as early in the process as possible (PMBOK). This requires that a project is definable within all its aspects at an early stage and is characterised by low levels of change. However, some projects are characterised by such an amount of uncertainty that the early defining of aspects like project scope, cost and time simply is not possible. This is where agile project management and the adaptive life cycles become relevant (PMBOK).
Why
Purpose of running projects in sprints.
How
Application of tool.
Show how sprints are set up with daily short meetings. What type of meetings? Illustrate the meetings cycle and life cycle of a sprint
Five meeting types during each sprint:
• Research Planning
• Question Breakdown
• Visualization Design
• Storytelling Session
• Team Improvement
Explain each meeting type and purpose of them
Explain the relevance and use of Burndown charts (typical for sprints)
(make figure?)
