Configuração de rede

CONTENTS
Executive Summary ..................................................................................... 1 Introduction..................................................................................................... 1 Traditional Project Management ............................................................ 2 Agile Project Management Explained .................................................. 2 Agile Project Scheduling ........................................................................... 2 Managing the Agile Project Team ..........................................................3 Working with the Agile Team ..................................................................3 New Skills for the Agile Project Manager ...........................................3 Agile on a Traditional Project ..................................................................4 Conclusion ......................................................................................................4

Agile introduces an entirely new framework for managing time, cost and scope.

TRADITIONAL PROJECT MANAGEMENT
Most traditional projects begin with scope as the primary constraint. Scope often comes in the form of a long list of product requirements. The Project Manager is responsible for working with resource managers to gather estimates from each of the functional areas impacted by the requirements. These estimates are done in real hours and based on little information about how the requirements will actually be implemented in working software. The estimates are used to calculate the number of people needed for the project, and by extension, how much the project will cost. Early in the project, the team has very little real data to estimate the size of the work. Similarly, the Project Manager does not know specifically which team members will be assigned to complete the work or how to allocate them to the project. With little information about the actual solution, or who