Abstract
This talk discusses how agile methods can be used for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions. It establishes the context, provides a definition, and describes the value-system for lean and agile project management. It provides a brief survey of popular lean and agile project management approaches and illustrates the mechanisms for scaling the lean and agile project management model up to large-scale, distributed projects. It also illustrates a few key agile project management case studies as well as basic, burnup/burndown, cost estimating, business value, earned value management, and advanced metrics for agile methods including real options. Finally, this talk addresses the critical differences between agile and traditional non-agile project management paradigms, as well as the debate surrounding the pros and cons of agile certification.
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Rico, D.F. (2010). Lean and Agile Project Management: For Large Programs and Projects. In: Abrahamsson, P., Oza, N. (eds) Lean Enterprise Software and Systems. LESS 2010. Lecture Notes in Business Information Processing, vol 65. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-16416-3_5
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DOI: https://doi.org/10.1007/978-3-642-16416-3_5
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