A project manager is transitioning from a predictive life cycle project to a new agile project. How should the project manager manage and control the scope for the new project?
A project manager is transitioning from a predictive life cycle project to a new agile project. How should the project manager manage and control the scope for the new project?
In agile project management, managing and controlling scope involves estimating the work the team can complete within a given time frame (such as a sprint) and defining story sizes. This allows the team to break down tasks into manageable portions, prioritize work based on business value, and adjust the backlog based on changing requirements and stakeholder feedback. This iterative and adaptive approach aligns with agile principles, which emphasize flexibility, continuous improvement, and response to change.
Option A focuses on estimating and defining story sizes to control scope, which is a valid agile practice but doesn't directly address the transition from a predictive project to an agile project. Option D emphasizes creating a scope baseline (a common practice in predictive projects) while recognizing the importance of backlog activities (an agile concept). This approach is more suitable when transitioning from a predictive to an agile project, as it maintains some level of initial scope definition while embracing agile flexibility.
Between A and D, A is most suitable answer for agile project. All scope items will be in product log and estimate for user stories can manage and control the scope. I do not understand how you can have scope baseline and backlog activities separately in agile project.
In agile projects, it's common to create a scope baseline that includes the high-priority and well-defined features or user stories that are essential for the initial release. The remaining features or requirements are then added to the product backlog as backlog items. This allows for flexibility and adaptability during the project, as the backlog can be reprioritized and adjusted based on changing requirements, stakeholder feedback, and evolving project needs. Agile projects often embrace the concept of a dynamic backlog, enabling teams to continuously deliver value while responding to changes and uncertainties in a more iterative and incremental manner.
In an agile project, it's common to estimate the work the team can complete within a given time frame (e.g., a sprint) and use story sizes to understand the effort involved in each user story. This approach helps in managing and controlling the scope by prioritizing work based on business value and team capacity. The remaining work can be placed in the backlog, and adjustments can be made in subsequent iterations based on feedback and changing priorities. This iterative and adaptive approach aligns with agile principles and allows for flexibility in responding to changes.
Estimating the work the team can complete and defining story sizes to keep the project under control , option A is the most appropriate approach to manage and control scope in the transition to the new agile project.
I have a feeling answer A is not the right one, as the Project Manager should not estimate the work or the story sizes by his/her own. She/he needs to discuss them together with the team.
"transitioning from a predictive life cycle project to a new agile project" might need the hybrid approach
In an agile project, it's common to estimate the work the team can complete within a given time frame (e.g., a sprint) and use story sizes to understand the effort involved in each user story. This approach helps in managing and controlling the scope by prioritizing work based on business value and team capacity. The remaining work can be placed in the backlog, and adjustments can be made in subsequent iterations based on feedback and changing priorities. This iterative and adaptive approach aligns with agile principles and allows for flexibility in responding to changes.