PMI-ACP Agile Certified Practitioner All-in-One Exam Guide by Joseph Phillips

Author:Joseph Phillips
Language: eng
Format: epub
Publisher: McGraw Hill LLC
Published: 2019-12-15T00:00:00+00:00

EXAM COACH Use frequent communication when dealing with virtual teams. You need intensified facilitation, meaning you need to take more of an active role when it comes to getting people to communicate in a distributed team.

Monitoring Agile Team Performance

One of your responsibilities as an agile project manager is to monitor the team performance. You want to know how quickly the team is moving through the requirements and how efficiently and effectively the team is performing. Because we’re dealing with knowledge work, sometimes it’s tough to measure performance or to see who’s working hard and who’s not, who’s working efficiently or inefficiently, or who’s working effectively or ineffectively. We know that our goal is success for the whole project, not just individuals on the project, but we do want some insight into how each team member is performing. That’s one of the reasons why you should do a daily standup—it’s a great mechanism for checking what each project team member accomplished yesterday and what they plan to accomplish today.

Measuring performance in an agile project is different than measuring performance in a predictive project, because in agile we’re dealing with knowledge work. Because agile projects deliver chunks of work on a regular basis, we can routinely gather data on how quickly and efficiently the project team is delivering value. You’ll have good insight at the end of each iteration as to how much work has been completed and how much work is remaining. That stat alone provides insight into how well the project team is performing, and that allows you to do some forecasting for the project.

Agile teams do measure results, but our results are based on what the team delivers, not based on what we predict it will deliver, so it’s proven information versus our best guess. With an agile team, you want to limit estimation to the current iteration. You don’t want to make long-term predictions for the project. The smaller the chunks of work, the more likely the people are to deliver. And with smaller chunks of work, it is easier is to forecast what the team can complete. One of the goals of agile project management is to limit the number of items in the work in progress (WIP) category. The fewer the items in WIP, the easier is to get those items done. Of course, you need to maintain a good balance, as you don’t want the workload to be too light, and you don’t want the team to be overwhelmed with the amount of work they promise to complete per iteration. Over a series of iterations, you and the project team will become more proficient at estimating how much work can be feasibly done per iteration.

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