This chapter is from the book
This chapter is from the book
This chapter is from the book
Summary
The main points of this chapter can be summarized as follows:
- "Scope creep" doesn't exist in agile projects, because scope is expected to change.
- Scope management in agile is primarily a function of "rolling wave" planning and the management of the product backlog.
- Scope is defined and redefined using five different levels of planning that take the team from the broad vision down to what team members plan to complete today.
- WBSs are not created per se; instead, release/quarterly plans and iteration plans serve to break down the work into smaller work packages, referred to as "features and tasks."
- Scope is verified by the customer, who is responsible for accepting or rejecting the features completed each iteration.
- Scope is controlled through the use of the backlog, rolling wave planning, and the protection of the iteration.
Table 5-6 presents the differences in project management behavior regarding scope management in traditional and agile projects.
Table 5-6. Agile Project Manager's Change List for Scope Management
|
I used to do this: |
Now I do this: |
|
Prepare a formal Project Scope Management plan. |
Make sure the team understands the framework and process structure of the chosen agile approach. |
|
Prepare a formal Project Scope Statement document. |
Facilitate planning meetings—vision, release, iteration, daily stand-up—and arrange for the informally documented plans to be highly visible to all stakeholders. |
|
Create the WBS. |
Facilitate the release planning meeting so that the team can create the plan showing the breakdown of work across several iterations. |
|
Manage the change control system and try to prevent scope creep. |
Step away from the backlog; it is owned by the customer. If needed, remind the customer that during the iteration, the team is protected from scope changes. |
|
Manage the delivery of tasks to prevent or correct scope creep at the task level. |
Allow team members to manage their daily tasks and facilitate conversations with the customer to avoid unnecessary work or "gold plating." |