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SCRUM / Agile Projectmanagement

Abstract

itemis AG adapts its approach to each individual customer and project.

An agile project approach relies on methods which make the development process flexible and lean.

The goal is to reduce the drafting phase and quickly attain executable software prototypes. The prototypes are regularly presented to our customers for their input.

itemis AG primarily relies on the Scrum and PMI methods.

Scrum Events in 2010

  • The truth about Scrum (Dortmund, 15.02.2010)
  • Scrum in a nutshell (Jena, 25.02.2010)
  • Certified Scrum Master Training (Leipzig, 17.03.2010 - 18.03.2010)
  • Workshop: "Self organizing Teams" (Leipzig, 19.03.2010)
  • Scrum in a nutshell with Joseph Pelrine (Köln, 23.03.2010)
  • Certified Scrum Master Training (Dortmund, 20.04.2010 - 21.04.2010)
  • Workshop: "Self organizing Teams" (NRW, 22.04.2010)

It is very important to us that our tools and project models are tailored to each customer and project. We choose the procedure that best suits each customer. We can integrate ourselves into existing organizations and also handle ponderous, formal processes such as the V model or RUP (rational unified processes). Or we “take our customers along” in order to introduce new, innovative methods together that speed up the software development process. An agile project approach is one of these methods.

An agile project approach is a method characterized by minimal bureaucracy and few, flexible rules. The goal of the approach is to make the development process more flexible and leaner than the classical process models.

The foundation of the agile project approach is based on the agile values which were formulated in 2001 as the “Agile Manifesto:”

  1. Individuals and interactions over processes and tools. Development processes and tools are important, but the qualification of those involved and efficient communication among them are much more important.
  2. Working software over comprehensive documentation. Well-written documentation can be helpful but the actual goal of development is the finished software.
  3. Customer collaboration over contract negotiation. A contract is normally the basis for cooperation but what the customer really wants can only be determined through constant communication.
  4. Responding to change over following a plan. Many requirements and boundary conditions as well as the understanding of the problem change within the course of a development project. The team must be able to react quickly.

There are many variations of agile software development including external programming (XP), feature-driven development (FDD) or Scrum. All variations are based on the idea of keeping the pure drafting phase to a minimum and attaining executable prototypes as early as possible in the development process. Such prototypes are then expanded at regular, short intervals and presented to the customer for approval. This way we can flexibly react to customer requests.

Important components of the entire project process are project management, business process management, analysis of requirements and systems and quality management.



 

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