In Assignment 1 You Created A Project Charter For Your Proje

In Assignment 1 You Created A Project Charter For Your Project Your

In this assignment, you are asked to define the delivery framework of your project using the Agile Delivery Framework, including developing a project schedule with at least four phases and no more than ten tasks, utilizing MS Project or Excel. You must determine the product vision and outline strategies for conducting envisioning practices, identify main roles within the Agile team, and decide whether the product manager should originate from the IT or non-IT field. Additionally, you should explain how iteration functions within your project, support your rationale for the importance or unimportance of stories in Agile, providing at least two feature-story examples, and utilize at least three credible resources. Your submission must follow Strayer Writing Standards (SWS), include a cover page, and is intended to demonstrate your understanding of Agile project leadership, deployment planning, and effective use of agile delivery frameworks.

Paper For Above instruction

Agile delivery frameworks have revolutionized the way that projects are managed, particularly in environments where rapid adaptation and iterative progress are crucial. For a project that involves offshored team members in India, leveraging an Agile framework enables continuous collaboration, flexibility, and responsiveness to change. This paper will detail the structure of the Agile delivery framework applied to the project, include a detailed project schedule, define the product vision, establish team roles, elucidate the function of iterations, and analyze the significance of user stories in Agile methodology.

Developing the Project Schedule within the Agile Framework

A vital component of managing an Agile project involves creating a clear, flexible schedule that aligns with iterative development. The project can be divided into four key phases: Initiation, Planning, Execution, and Closure. Each phase encompasses specific tasks that facilitate incremental progress. Utilizing MS Project or Excel, the schedule can include tasks such as requirement gathering, sprint planning, development sprints, review and testing cycles, and deployment.

For instance, the Initiation phase might involve stakeholder meetings and defining product vision. The Planning phase could include backlog creation, sprint planning, and initial task estimation. The Execution phase is characterized by multiple development sprints, each comprising planning, development, demonstration, and retrospective tasks. The Closure phase involves final testing, deployment, and project review. This phased approach supports incremental delivery, iterative feedback, and continuous adjustment, facilitating remote collaboration across time zones and cultural contexts.

Establishing the Product Vision and Envisioning Strategies

A compelling product vision provides a shared purpose and strategic direction for the project. Developing this vision involves engaging stakeholders through workshops, interviews, and collaborative sessions, focusing on customer needs, business goals, and technological possibilities. Strategies for envisioning include visual roadmaps, prototype demonstrations, and scenario planning, which foster a shared understanding among the team and stakeholders.

Main Roles within the Agile Project Team

The core roles in an Agile team typically include the Product Owner, Scrum Master, and Development Team Members. The Product Owner acts as the voice of the customer, prioritizing features and maintaining the product backlog. The Scrum Master facilitates Agile ceremonies, ensures process adherence, and removes impediments. Development team members carry out the actual work of building the product, embodying cross-functional skills in coding, testing, and design.

Should the Product Manager Be from IT or Non-IT Field?

Deciding whether the product manager should originate from the IT field or a non-IT background depends on the project's domain. For technology-centric projects, an IT background is advantageous due to technical knowledge, understanding of software development lifecycle, and familiarity with development languages and tools. Conversely, a non-IT product manager, often from business, marketing, or domain-specific fields, can bring a customer-centric perspective, market insights, and strategic alignment with business needs. For this project, a hybrid approach might be ideal, ensuring technical feasibility alongside strategic business considerations.

Understanding Iterations in Agile Projects

Iterations, or sprints, are time-boxed periods during which specific work is completed and made ready for review. Typically lasting between one to four weeks, iterations facilitate regular delivery of functional components, enable ongoing stakeholder feedback, and allow continuous refinement of the product backlog. This cycle promotes adaptability and ensures that the project evolves in alignment with stakeholder requirements and market dynamics.

The Importance of User Stories in Agile

User stories are fundamental artifacts within Agile, capturing functional requirements from the end-user perspective. They foster a shared understanding, prioritize user-centric value, and guide incremental development. Stories promote collaboration and ensure that the development team remains aligned with customer needs. For example, a feature story might state: "As a user, I want to reset my password so that I can regain access if I forget it." A second feature story might read: "As an administrator, I want to generate monthly reports to monitor system usage." These stories serve as manageable units of work, driving acceptance criteria and testing processes.

Conclusion

Implementing an Agile delivery framework in a geographically distributed team requires meticulous planning, clear communication, and strategic vision. The phased schedule, team roles, iteration cycles, and user stories work synergistically to deliver value efficiently. Emphasizing collaboration, flexibility, and continuous delivery ensures that the project can adapt to changes swiftly, meet stakeholder expectations, and maximize quality outcomes.

References

• Beck, K., et al. (2001). Manifesto for Agile Software Development. Agile Alliance. https://agilemanifesto.org/
• Kniberg, H. (2015). Scrum and XP from the Trenches: Practical Guide to Scrum and XP. C4Media.
• Sutherland, J., & Schwaber, K. (2017). The Scrum Guide. Scrum.org. https://scrumguides.org/
• Highsmith, J. (2002). Agile Software Development Ecosystems. Addison-Wesley.
• Leffingwell, D. (2018). SAFe 4.5 Reference Guide: Scaled Agile Framework for Lean Enterprises. Addison-Wesley.
• Rising, L., & Janoff, N. S. (2000). The Scrum Software Development Process for Small Teams. IEEE Software, 17(4), 26-32.
• Pichler, R. (2010). Agile Product Management with Scrum: Creating Products that Customers Love. Addison-Wesley.
• Schwaber, K., & Beedle, M. (2002). Agile Software Development with Scrum. Prentice Hall.
• Laanti, M., Salo, O., & Prick, L. (2011). Agile in Large-Scale Software Development: A Research Review. Agile Conference.
• Reinertsen, J. (2009). The Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing.