Stakeholder Management in IT-Projekten: Analyse des Projektumfeldes (German Edition)

Agile project management in IT development projects with a focus on team performance

Contents:

  • Vollständigkeit der Ressourcenplanung
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  • Skill-Management: welche Fähigkeiten brauchen Ihre Ressourcen wann?
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    • So etabliert sich schleichend ein Spezialistentum, das doppelt riskant ist. Zudem ist damit die Gefahr von exklusivem Wissen reduziert. Bei konsequent verfolgtem Skill-Management richtet sich die Anfrage aus den Projekten nicht mehr direkt an die Teamleiter. Idealerweise gibt es einerseits Mitarbeiter, die nur in Projekten eingesetzt werden. Damit schaffen Sie eine weitere Steigerung der Planbarkeit im Team. Dies kann durch gezielte Weiterbildung, Einstellungen oder Kooperationen erfolgen.

    Aber auch umgekehrt ist dies von Vorteil: Strategisch ist es von grundlegender Bedeutung, dass Sie die Verfahren kombinieren. In diesem Kapitel haben Sie erfahren, dass Kompetenz- bzw. Skill-Management eine sehr fortgeschrittene Art des Ressourcenmanagements ist.

    Sie kennen nun die wichtigen Vorteile aus strategischer und taktisch-operativer Sicht. Diese lassen sich ggf. Und Sie wissen jetzt, dass Sie im Unternehmen auf die Anfrage von Skills setzen sollten, statt direkt Personen anzufragen. Womit haben Sie Bauchschmerzen?

    Vollständigkeit der Ressourcenplanung

    Gerne antworten wir auf Ihren Kommentar unten! In diesem Artikel erfahren Sie: Strategisch gesehen handelt es sich bei Skill-Management um eine Kombination aus Wissens- und Personalmanagement. Dies muss auf der strategischen Ausrichtung basieren. Hier lassen sich rechtzeitig Schwerpunkte setzen, um den Personalbestand langfristig richtig zu entwickeln.

    To help the team members in their daily work, to track progress and to generate value for the customer. At the same time we have to foster the creativity and individuality of every team member. The goal in today's IT development projects management is to coach the team to generate value for your customer.

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    To satisfy all stakeholders we need a continuous dialog between the customer and the project team. It defines a bunch of rules to structure the development process without generating too much formalism. First of all it defines the idea behind agile project management. It focuses especially the different roles in a SCRUM project; artifacts and ceremonies are just shortly described. The intention of this paper is to give a brief overview about agile process frameworks using the example of SCRUM. It also describes the importance of team performance for the success of development projects.

    In order to discuss about agile project management we need to define some basic concepts of modern IT development and project management.

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    These definitions based on Rupp The development of the whole system is split in parts. These parts are based on each other. The opposite is the complete development of the system at one point in time for example through the integration of all modules at one go.

    Skill-Management: welche Fähigkeiten brauchen Ihre Ressourcen wann?

    In iterative development steps are repeated in predefined intervals. For example requirements engineering is part of every project cycle.

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    Experiences of one iteration can be analyzed and foster the next iteration. Iterative und incremental development is often combined. Both strategies help us to reduce complexity, minimize risks early and generate faster feedback. Agile respectively adaptive development means to continuous match your action to the current environment.

    On the one hand this relates to the handling of risks and chances, on the other hand it applies to the handling of changing requirements. New requirements are not held back, but they influence the current plan. Lightweight process models reduce the effort for formalism in project management. They define less rules and concentrate on the software development itself.

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    Heavyweight process models define a huge amount of roles and artifacts. The effort for documentation is higher in heavyweight process models. According to Wikipedia agile software development first encountered in the early s as a counterpart to heavyweight process models.

    The idea was to be more flexible than former process models like the waterfall model of development. The idea of agile software development gained popularity with the publication of Kent Beck's first book about Extreme Programming short XP. XP introduces some very radical techniques for software development like pair programming or test driven development. It mainly describes techniques for software development; so it does not cover project management too much. Later popular process management frameworks like the Rational Unified Process adapted the ideas of agility.

    These management frameworks also cover aspects of the project management. The fundamental ideas are written down in the agile manifesto see 2.

    The authors compared this new approach, in which the project phases strongly overlap and the whole process is performed by one cross-functional team, to rugby, where the whole team "tries to go to the distance as a unit, passing the ball back and forth". The case studies come from the automotive, photo machine, computer and printer industries cf.

    Since then Ken Schwaber collaborated the following years with other professionals Jett Sutherland, Mike Beedle; et al. SAP or Allianz, cf. In some popular sponsors of agile project management und software development summarized their ideas in a central document, the agile manifesto cf. The four basic ideas are written bold. They express the core intention behind agility. Agility is not just a bunch of new methodologies, but a different way of thinking. Therefore it is not possible to simply use agile techniques in a project; rather the project members have to life this philosophy. SCRUM realizes these ideas with a few simple rules and a few project roles.

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    The main focus in all agile process models lies on communication and collaboration. The main goal is to create an optimal environment for the project team. Tom DeMarco and Timothy Lister reduced this issue to a simple sentence: The description of SCRUM mainly based on Pichler and the website of the Scrum Alliance ScrumAlliance , a nonprofit organization committed to deliver articles, resources, courses and events that will help Scrum users be successful.

    Today Ken Schwaber is the president of this organization. SCRUM just defines a few simple rules.