Agile Project Management is driven by iteration and functionality. The promotion of features is manifested in the transition from task-oriented to product functions. This is an important difference from traditional project management, which is driven by tasks. We break down the entire requirement into multiple fine-grained Function Points. Only after all the development and testing of each function point is completed can the progress contribution and customer commitment be meaningful. This is consistent with the 0-100 rule in the Earned Value. It may be more difficult to manage WBS based on requirements and functional points, but it is easy to match the actual working methods of developers, so that project work and customer commitment can be synchronized. For users, only the final functions that can be delivered are valuable. Each iteration can be a delivery, which is a concrete embodiment of customer commitment and value realization. The duration of the iteration cycle is closely related to the project's schedule deviation restrictions. Generally, check points or milestones should be set around 15% of the project cycle. In this way, we can easily detect deviations in progress and resource usage, and make appropriate adjustments to the iteration plan. At the same time, milestones may also be the key points of Project synchronization and integration. At the milestones, You need to integrate and deliver the iterative functions to users. The customer value and risks must be taken into account in the iteration plan and milestone arrangement. The purpose of iteration is to satisfy the customer's value as much as possible in case of risk reduction. Therefore, in the early stage of iteration, technical risk mitigation and countermeasures must be taken into account to clarify risks. At the same time, it is necessary to do a good job of requirement analysis and user research, and deliver the most important functions of users first. The arrangement of the iteration plan mainly involves the following activities: 1. determine the impact of known risks on the iteration plan. 2. Determine milestones and iteration cycles. 3. Develop a scheme for each iteration (or milestone. 4. Assign function cards to each iteration based on priorities, resources, risks, and dependencies. 5. Summarize the plan based on the function card and parking lot diagram. 6. Estimate the initial project progress based on the availability and workload of human resources. 7. Adjust the completed plan if necessary. For large-scale software applications Program It may contain thousands of features. Although the development team needs to develop detailed schedules, customers and project managers often need a coarse-grained approach for management. The function-driven development method relies on the level of granularity. The author of function-Driven Development recommends using a parking lot diagram to plan and report the progress of component activities. The parking lot diagram clearly shows the specific function points of each module or function, the progress of completion, whether to extend and the completion period, and other important information. The parking lot diagram can be further refined by the iterative progress plan. It is easy to track and manage the progress because it is simple and intuitive.
The customer team only needs to work out an iteration Plan (iterative function card chart), and leave the detailed progress plan (parking lot diagram) in each iteration to the specific development team. This two-level planning method will give the development team more flexibility. Even for small projects, two levels of activities and functions can help the team think about a product.
