Project Management Process

What Is?

 The key rules that drive the agile implementation.

So, the Agile Manifesto consists of:

• Four values that we believe

• Twelve principles that we should do

• All implementation methodologies should meet

• The Values

• The Principles

Agile Values:

 Agile Four Values resolve the core bureaucratic issues on the waterfall model, which cause the failure of the software as follows:

• Individuals and interaction over processes and tools

• Working  software over comprehensive documentation

• Customer collaboration with contract negotiation

• Responding to change over following the plan

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

• Release planning

• Iteration planning

• Lifecycle for working items, not tasks

• Testing and rework in each iteration

• Continuous Delivery to the customer

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage

• Customer involvement in each iteration in requirement gathering and understanding

• Gather requirements(User stories) Iteratively

• Reviewing priorities each phase considering customer feedback

• Daily startup meetings to increase team collaboration about scope

• Sprint review process with customer

• UAT

• SIT

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

• Release planning

• Iteration planning

• Continuous delivery

• Iteration range 1-8 weeks

• Customer-oriented output 

4. Business people and developers must work together daily throughout the project.

• Team organization consists of all roles, not silos departments

• Encourage self organized team

• Scope clarification and estimation meetings

• Backlog management

• Scope priority

• Daily Startup meeting

• Team Environment preparation

• Retrospectives

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

• Hire & Retain Motivated People

• Focus on attitude, autonomy, and ownership, not just skills.

• Involve the team in hiring decisions.

• Empower Decision-Making

• Let teams self-organize and own solutions.

• Avoid micromanagement.

• Provide a Supportive Environment

• Ensure access to tools, knowledge, and training.

• Create a safe space for experimentation and failure.

• Foster Continuous Feedback

• Use 1:1s, retrospectives, and daily stand-ups.

• Listen actively and act on concerns.

• Recognize & Celebrate Wins

• Reward initiative and collaboration, not just delivery.

• Promote intrinsic motivation (purpose, mastery, autonomy).

• Trust Them to Deliver

• Set clear goals, not detailed instructions.

• Measure outcomes, not hours.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

• Being agile, not doing agile

• Clarify scope for team members

• Involve them in planning

• Obtain commitment from team

• Encourage self organized team

• Daily startup meeting

• Retrospective

• Team mood board

• Fun Tools 

7. Working software is the primary measure of progress.

• Define done criteria to team (Working Items not %complete)

• Build a plan for working products not activities

• •Continuous delivery includes continuous Testing and suitable rework

• Buffer iteration for rework

• Measure what you need, but focus on added values measures

• TDD

• Unit testing

• Continuous refactoring

• Code review

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

• Define iteration time-box considering team performance and human needs

• Keep the same performance in every iteration, like marathon

• Iteration planning according to team performance and human needs

• Daily startup meeting align team vision, and working methodology

• Retrospectives

• Mood Board

• Being not doing

• Control change management 

9. Continuous attention to technical excellence and good design enhances agility:

• TDD

• Refactoring

• Enforce code review

• CI

• Architecture by evolution

• Document just enough

• MDA

• Initial simplified solution architecture 

10. Simplicity - the art of maximizing the amount of work not done – is essential, eliminate unnecessary, using the following practices:

• Avoid over-engineering

• Backlog refinement

• Increase reusability

• Limit WIP: Work in progress

• Focus on finishing, not doing

• Automate everywhere: pipeline

• Say no to scope creeping

11. The best architectures, requirements, and designs emerge from self-organizing teams

• The team has the freedom to move independently in selecting the approach

• That works for Agile, not scaled agile, as we will see later

• Build Self-Organized team, that has the responsibility of the project

• Obtain team commitment

• Product Owner is the focal point with the client

• Scrum master serves development team

• Plan together

• Continuous delivery create motivated and committed tram

• Daily standup together

• Focus on architecture and design

• Retrospectives

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly, [Iteration and retrospective]

• Retrospective meeting

• Scrum of Scrums

In Agile, We have the following roles:

1. Project Manager: 

• Managing the project with the client side, from the contracting and commitments POV

2. Product Owner

• One of the team members, who transforms customers' requirements to the technical team.

• SME (Subject matter expert)

• Formulate and develop business requirements to team

• Clarify the scope for the technical team. 

• Protect the customer

• End user advocate

• Decision maker

• Prioritizes the backlog items of the overall project

• Select iteration backlog items

3. Scrum Master: 

• The agile mentor in the company, with no direct role in the project, clarifies agile practices and mindset

• Manage team process

• Impediment resolver

• Team protector from internal and external distractions

• Delivery owner

• Decision maker

• Does not manage the team

• Will be a bottleneck it working with multiple teams

• He should empower the team within appropriate limits

4. Scrum (SQUAD) Team

• Average size up to 9 members

• Cross functional team members (Dev/QC/UX/FE)

• Should be empowered to make decisions

• Select their process according to their velocity rate

• Can adjust the sprint backlog PBI(product backlog item) by adding or prioritizing in order to utilize their time and have sustainable pace.

• Apply 80/20 in order to meet quality objectives

• Strive with a sustainable pace as a normal working week

• Agree on the time box length, taking the size and complexity into consideration

• Trust the team: correlated with the team performance

• If they have an issue with the customer, they should raise it to the scrum master, as he is the impediments resolver

• Have the right to contact the customer to clarify aspects of the work