Agile Project Management: Enhancing Business Activities Presentation

This presentation provides a comprehensive overview of Agile Project Management, tailored for a business context. It begins with an introduction to the subject, followed by an exploration of the Agile project lifecycle, which includes initiation, planning, execution, control, and closure phases. The presentation then delves into project management policies and procedures, covering corporate, management, and employee responsibilities. A significant portion is dedicated to the standardization of project methodology procedures, emphasizing agile working styles and criteria for working arrangements. The presentation further explores various Agile Project Methodologies such as Scrum, Kanban, and Lean, detailing their mechanisms and applications. Finally, it addresses the requirements for continued professional development for project team members and other staff, highlighting the benefits of adopting Agile approaches and pursuing relevant certifications. The overall aim is to demonstrate how Agile Project Management can enhance business activities, improve decision-making, and increase workforce efficiency.

Running head: AGILE PROJECT MANAGEMENT
Agile Project Management
Name of the Student
Name of the University
Author’s note

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Slide 1
Title Page
Slide 2
Michael Chiozza’s company current scenario and adoption of Agile Project
Management that can embellish their company’s business activities
Slide 3
• Introduction
• Lifecycle of agile project management
• Project management policies and procedures
• Standardization of project methodology procedures (Crowder and Friess 2015)
• Agile project methodologies mechanism
• The requirements for continued professional development for project team members
and rest of the staffs
• Conclusion
• Reference
Slide 4
Introduction
Michael Chiozza is the chairman of the company and that company works in the
power generation, mining sector and information technology and he shows disappointment as

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the executive staff of the company has failed to implement to any project methodology
(Larson and Gray 2013). He has ordered to implement a project methodology.
This presentation will highlight agile project methodology and its various aspects by
which Michael Chiozza’s company can be greatly benefitted.
Slide 5
The lifecycle associates the following phases-initiation, planning, execution, control
and closure.
Slide 6
1. Lifecycle of Agile Project Management
Initiation
The first step involves the initiation. In this phase, the strategy behind the execution of
the project is discussed. Here the team selection is done (Tripathi and Goyal 2014). It is the
responsibility of the respective enterprise to appoint a project manager who can assist them in
building a project methodology that can enhance the projects they undertake.
Planning
The next phase contains the planning for the project. The planning contains the
detailed breakdown of the project tasks and the risks have been analysed and based on the
risks proper management is scheduled and based on that the mitigation procedures are
initiated (Conforto et al 2014).
Slide 7
3. & 4. Execution and Control

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The planned objectives are implemented in this phase and it is noticed whether the
project methodologies are properly followed or not, whether the project is properly getting
executed tested and gets reviewed. If everything is fine the project further proceeds.
If any failure incurs then the failures are assessed and then the control measures are
taken to mitigate those risks within and after all that the final testing is performed whether the
whole task or the whole project has worked well accordingly or not (Layton and Ostermiller
2017). Thus the productivity can be measured.
Slide 8
5. Closure
The executive officer must implement this project methodology as this can assist in
bringing the maximum productivity of the company. This can also assure that the project has
been done in accordance with the agile project methodology and the project has been
successful so far and it is expected that it will complete successfully. A written document
must be prepared to support the project (Schwalbe 2015). The formal document must contain
the formal acceptance that the final project has been prepared, lessons learned, formal project
closure notification and weighted critical measurements.
Slide 9
2. Project Methodologies Policies and Procedures
Project Methodologies Policies
The project management methodologies contain the following responsibilities-
2.1. Corporate Responsibility
The project manager is responsible to cater the following policies-

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a. Efficient implementation of the policy
b. Continual delivery of service
c. Consult with the employees on the management of the ongoing project and should take
decision accordingly (Serrador and Pinto 2015).
Slide 10
2.2. Management Responsibility
Here the project manager is responsible to detect whether the project is performed in
accordance with the compliance of the agile project methodology (Hoda and Murugesan
2016). It must be ensured that the employees are working in accordance with the project
methodologies if it is not followed then the project will fail miserably.
2.3. Employee Responsibility
It must be ensured that the procedures followed within the office premises must be
reasonable and are appropriate. The employees should have sound knowledge of the
respective methodologies and should work on it accordingly. That can result in maximum
productivity. of the company (Lin et al. 2014). The employees should communicate with each
other, the discussion should be constructive and should be project focused.
Slide 11
3. Standardization of project methodology procedures
3.1. Agile Working
The agile working style involves the fast and efficient performance of a project in
collaboration with the managers and the employees. Both the managers and the employees

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should be aware of the standards and they must follow the standards only then a project can
execute successfully (Chou, Tzeng and Yu 2015). The working deadline, the working
patterns and varied arrangement for the project must be taken into consideration in this
procedure.
Slide 12
3.2. Criteria to be used for the working arrangements
All the employees of the organisations must abide by the regulations of agile
methodology and should agree to all the factors and the aspects of the agile methodology.
The manager and employees should consider the factors and should agree with those project
methodologies factors (Kerzner 2013). Only the cooperation between the employees and the
managers can assist to conduct the business in agile and effective manner. The factors that
everyone should look upon-
i. The capability to meet the customer demand.
ii. The work performance and the quality of work.
iii. The financial considerations
iv. It should be considered that the project can be carried out inside the office premises or
outside the office premises (Špundak 2014).
v. The employees who are willing to take the agile project related tasks must discuss with the
superiors and then must start to work on the project.
Slide 13
3.3. Communication and contact

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The managers and the employees must stay in contact with each other as that can
enhance the relationship between the two (Martinelli and Milosevic 2016). The appropriate
channels must be developed to facilitate the communication and this can enhance the project
quality.
Slide 14
4. Agile Project Methodologies Mechanism
The Agile Project methodology contains the following methodologies-
i. Agile Scrum Methodology: sprints, roles and artifacts
The agile project methodology is based upon the systematic interactions and the three
major roles must be considered- The Team, The Scrum Master and the Product Owner. The
Scrum Master is the primary figure of the project and he takes the maximum responsibility to
remove all the barriers and the issues relevant to the project and that can assist to confirm the
project in an effective manner. The Product Owner is generally the stakeholder who caters
the feedback in time for the product or the project thus helps to execute the project in a more
efficient manner (Conforto and Amaral 2016). The Scrum Master is the team who
implements the product and the project execution. The Project Team must contain seven
members and they are focused onto cater the flexible and the productive service.
Sprint is the short development cycle that is necessary to develop a shippable product
increment. The sprint usually takes one to four weeks’ time to execute the project (Machado,
Pinheiro and Tamanini 2015). The Scrum is basically dependent on the three main artifacts
and they are used to arrange the requirements and track the progress of Sprint burndown
chart, product backlog and the sprint backlog.
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ii. Kanban
Kanban the powerful initiative that enhances the development of the software
products. Once the team gets completed the team can take the next project arranged in the
timeline (Floricel et al. 2014). The development procedures of the project can be greatly
embellished by work in progress (WIP) that is prioritized by Kanban. The development
procedures offer more flexibility better and agile turnaround, clear objectives and the
transparency (Leach 2014). Scrum requires the fixed iterations but Kanban does not require
any kind of fixed iterations. The development of the project is based on the workflow
visualisation of Kanban board.
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iii. Lean: eliminating waste in software engineering
Lean is another used agile approach and is used in the physical manufacturing
procedures. It basically depends on the seven principles-
 Elimination of waste
 Delivery as fast as possible
 Empowering the team
 Building integrity and quality (Galvan et al. 2015)
 Enhance knowledge
 Decide as late as possible
Slide 17

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5. The requirements for continued professional development for project team members
and rest of the staffs
i. The enterprise must adopt the agile approach that has been successful in recent times and
the companies have been benefitted by the Agile approach (Conforto et al. 2016). Michael
Chiozza' company must adopt the agile approach that has been proved successful. That
approach can enhance the productivity of the company.
ii. The Agile Project management and DSDM Atern have initiated the certification
procedures and this certification can assist many aspirants who are willing to take up job in
the field of project management and also those who are working on the project and wants to
embellish the project quality (Dybå, Dingsøyr and Moe 2014). The certification procedures
can assist in the recruitment procedures, it can help to filter and identify the human resource
pool for hiring.
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iii. The Agile Project Management can improve the working process of the company, thus the
employees should have sound knowledge of the agile project methodology. Thus they should
learn from the educators the various aspects of Agile Project methodology so that they can
apply the thoughts on the live project of the company (Kautz, Johansen and Uldahl 2014).
The employees can learn from the certifications as well. This can enhance the confidence of
the employees as well.
iv. Recognised best practice: The Project managers can take the effective decision for their
company’s projects, this can save a lot of time and this can also increase the productivity
(Conforto et al. 2014). The following of project methodology can help them to build a

9AGILE PROJECT MANAGEMENT
healthy relationship with the employees as well and this can enhance better understanding
between them as well.
Slide 19
Conclusion
It can be concluded from the above discourse that the agile project methodology can
help them to achieve the desired productivity. The project methodology can enhance
decision-making, can increase the workforce's efficiency. The presentation has highlighted
the lifecycle of the Agile project methodology, has also focused on the policies and the
procedures of the agile methodologies, the standardization of policies and procedures. The
mechanism has also been grandstand in the project as well. Lastly, how agile methodology
can embellish the professional development cycle has been detailed in the presentation.
Slide 20
References
Chou, S.Y., Tzeng, G.H. and Yu, C.C., 2015, July. A Novel Hybrid Multiple Attribute
Decision Making Procedure for Aspired Agile Application. In ISPE CE (pp. 152-161).
Conforto, E.C. and Amaral, D.C., 2016. Agile project management and stage-gate model—A
hybrid framework for technology-based companies. Journal of Engineering and Technology
Management, 40, pp.1-14.
Conforto, E.C., Amaral, D.C., da Silva, S.L., Di Felippo, A. and Kamikawachi, D.S.L., 2016.
The agility construct on project management theory. International Journal of Project
Management, 34(4), pp.660-674.

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Conforto, E.C., Salum, F., Amaral, D.C., da Silva, S.L. and de Almeida, L.F.M., 2014. Can
agile project management be adopted by industries other than software development?. Project
Management Journal, 45(3), pp.21-34.
Crowder, J.A. and Friess, S., 2015. Agile project management: managing for success.
Springer International Publishing.
Dybå, T., Dingsøyr, T. and Moe, N.B., 2014. Agile project management. In Software project
management in a changing world (pp. 277-300). Springer Berlin Heidelberg.
Slide 21
Floricel, S., Bonneau, C., Aubry, M. and Sergi, V., 2014. Extending project management
research: Insights from social theories. International Journal of Project Management, 32(7),
pp.1091-1107.
Galvan, S., Mora, M., O’Connor, R.V., Acosta, F. and Alvarez, F., 2015. A compliance
analysis of agile methodologies with the ISO/IEC 29110 project management
process. Procedia Computer Science, 64, pp.188-195.
Hoda, R. and Murugesan, L.K., 2016. Multi-level agile project management challenges: A
self-organizing team perspective. Journal of Systems and Software, 117, pp.245-257.
Kautz, K., Johansen, T.H. and Uldahl, A., 2014, June. Creating business value through agile
project management and information systems development: The perceived impact of Scrum.
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Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.

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Larson, E.W. and Gray, C., 2013. Project Management: The Managerial Process with MS
Project. McGraw-Hill.
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Layton, M.C. and Ostermiller, S.J., 2017. Agile project management for dummies. John
Wiley & Sons.
Leach, L.P., 2014. Critical chain project management. Artech House.
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Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and
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Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Slide 23
Serrador, P. and Pinto, J.K., 2015. Does Agile work?—A quantitative analysis of agile
project success. International Journal of Project Management, 33(5), pp.1040-1051.
Špundak, M., 2014. Mixed agile/traditional project management methodology–reality or
illusion?. Procedia-Social and Behavioral Sciences, 119, pp.939-948.

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Tripathi, V. and Goyal, A.K., 2014. Changing Roles and Responsibilities from Traditional
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