CHAPTER 1&3

1. Introduction to Project Management

What is a Project?
A project is a temporary endeavour undertaken to create a unique product, service, or result. It
has:
 A defined objective.
 A clear beginning and end.
 Involvement of multiple departments and professionals.
 A unique outcome—it is not routine work.
 Specific time, cost, and performance requirements.
Programs vs. Projects
 Program: A collection of related projects managed together to achieve a broader goal.
o Example: Completing all courses for a business major.
 Project: A single, specific initiative.
o Example: Completing a single project management course.
Projects vs. Routine Work
Projects:
 One-time tasks with a unique goal.
 Require careful planning and execution.
 Example: Designing an iPod with specific dimensions and storage capacity.
Routine Work:
 Repetitive and ongoing tasks.
 Follow standard operating procedures.
 Example: Practicing piano scales or taking class notes.

2. History of Software Project Management (SPM)

Early Methods (1896-1950s)
 Harmonogram (1896): Developed by Karol Adamiecki to visualize tasks and
dependencies.
 Gantt Charts (1910s): Introduced by Henry Gantt to provide a visual overview of project
schedules.
The Rise of Software Project Management (1960s-1980s)
 1960s: Software Project Management emerges as a discipline.
 Waterfall Model: Linear approach to software development, matching user
requirements to the final product.
 Challenges:
o Lack of end-user involvement.
o Poor communication.
o Unrealistic goals.
Evolution and Modern Practices (1990s-Present)
 Agile Methodologies: Shift from rigid structures to flexible, iterative development.
 Cloud-Based Tools: Online software for better collaboration and accessibility.
  Current Trends: Integration of AI and machine learning to optimize project
management.

3. Challenges in Software Project Management (SPM)

SPM is complex due to the unique nature of software development:
 Intangibility: Software isn’t a physical product, making it harder to visualize and
measure.
 Flexibility: Software can be adapted to various needs.
 Uniqueness: Many software projects are “one-off” and highly customized.
 Development Process: Iterative and adaptable, unlike rigid manufacturing processes.
 Increasing Complexity: As software evolves, projects become larger and harder to
manage.
 Safety-Critical Systems: Some software (e.g., airplane control systems) must work
flawlessly to prevent disasters.

4. SPM vs. General Project Management (PM)

 Software Project Management (SPM):
o Involves managing both the project lifecycle and the software development
lifecycle (SDLC).
o Unique challenges due to rapid technological change and evolving
requirements.
 General Project Management (PM):
o Applies to construction, manufacturing, events, and services.
o Follows traditional project planning and execution methods.

5. The Role of a Project Manager

A Project Manager (PM):
 Leads temporary, non-repetitive initiatives.
 Acts independently from the formal organization.
 Manages resources and ensures project completion.
 Coordinates diverse teams and ensures effective collaboration.
 Must make timely decisions to keep the project on track.

6. Modern Trends Driving Project Management

 Compression of Product Life Cycles: Products and software need faster time-to-market.
 Knowledge Explosion: Rapid technological growth makes continuous learning essential.
 Triple Bottom Line: Organizations now focus on profit, people, and the planet.
 Increased Customer Focus: Customization and user experience are becoming priorities.
 Small Projects, Big Challenges: Managing many small projects is often more complex
than a few large ones.
The Technical Dimension (The “Science”)
• Consists of the formal, disciplined, purely logical parts of the process
• Includes planning, scheduling, and controlling projects
The Sociocultural Dimension (The “Art”)
 • Involves the contradictory and paradoxical world of implementation
• Centers on creating a temporary social system within a larger organizational
environment that combines the talents of a divergent set of professionals
working to complete the project

7. Project Management Structures

Functional Organization
 Projects are assigned to existing functional departments.
 Advantages:
o No structural change.
o In-depth expertise.
o Easy transition after project completion.
 Disadvantages:
o Lack of project focus.
o Slow decision-making.
o Poor integration between teams.
Dedicated Project Teams
 A separate unit is created for the project.
 Led by a full-time project manager.
 Advantages:
o Fast execution.
o High team cohesion.
o Strong cross-functional collaboration.
 Disadvantages:
o Expensive.
o Possible conflicts with the rest of the organization.
Matrix Structure (Hybrid Approach)
 Employees report to both functional managers and project managers.
 Different types:
o Weak Matrix: The project manager has limited authority.
o Balanced Matrix: Equal power between project and functional managers.
o Strong Matrix: The project manager has greater control.
 Advantages:
o Efficient resource use.
o Strong project focus.
o Easier transition after project completion.
 Disadvantages:
o Conflicts between functional and project managers.
o Stressful for employees.

8. Project Management Office (PMO)

A PMO is a centralized unit that supports project execution.
Types of PMOs:
 Weather Station: Monitors projects.
  Control Tower: Helps improve execution.
 Resource Pool: Provides skilled project managers.
 Command & Control Center: Directs projects with full authority.

9. Choosing the Right Project Management Structure

 Organization Considerations:
o Importance of project management to the company’s success.
o Percentage of core work involving projects.
o Availability of resources.
 Project Considerations:
o Size & complexity.
o Strategic importance.
o Innovation requirements.
o Budget & time constraints.

10. Organizational Culture in Project Management

What is Organizational Culture?
A system of shared norms, beliefs, values, and assumptions that defines how an organization
operates.
 Gives employees a sense of identity.
 Reinforces behavioral standards.
 Helps create social order within teams.
Impact on Project Management
 Project managers interact with multiple organizational cultures, including:
o Their own company.
o The client’s company.
o External stakeholders (vendors, regulators, partners).
 A “riverboat trip” metaphor is used: Culture is the river, and the project is the boat
navigating it.

CHAPTER 2&4
1. Strategic Management and Project Selection
What is Strategic Management?
Strategic management is an ongoing process of defining an organization’s direction and aligning
projects with its goals.
 Key components:
o Assessing "what we are" (current state).
o Deciding "what we intend to be" (future goals).
o Implementing strategies to achieve these goals.
 It ensures that projects support business strategy rather than being isolated initiatives.
Strategic Management Process
1. Define the Organizational Mission – What the company wants to achieve.
2. Analyze and Formulate Strategies – Develop strategies to achieve the mission.
 3. Set Objectives – Translate strategies into measurable goals.
4. Implement Strategies Through Projects – Execute projects that align with strategic
goals.

2. Project Priority System & Selection Challenges

Common Issues in Project Selection:
1. Behavioral Biases:
o Optimism Bias – Overestimating project success.
o Uniqueness Bias – Believing a project is more unique than it is.
2. The Implementation Gap:
o Poor understanding of strategy among different levels of management.
3. Organizational Politics:
o Powerful individuals pushing projects that may not align with strategic goals
(a.k.a. sacred cow projects).
4. Resource Conflicts & Multitasking:
o Competing demands across multiple projects create inefficiencies.

3. Project Classification
Projects are categorized into three types:
1. Compliance Projects (Mandatory, regulatory)
o Ensure adherence to laws, regulations, or standards (e.g., GDPR compliance,
system upgrades).
2. Strategic Projects (Long-term growth and competitive advantage)
o High impact on the company’s future direction (e.g., launching a new product
line).
3. Operational Projects (Improving efficiency and day-to-day operations)
o Improve processes and workflows (e.g., streamlining supply chain, implementing
a CRM system).

4. Project Selection & Screening

Selection Criteria
Projects are evaluated based on:
 Financial Criteria:
o Payback period (time to recover investment).
o Net Present Value (NPV) (profitability over time).
 Non-Financial Criteria:
o Strategic importance.
o Alignment with organizational mission.
Selection Models
1. Checklist Model:
o A simple list of questions to evaluate projects.
2. Multi-Weighted Scoring Model:
o Assigns numerical values to various factors (e.g., cost, risk, strategic alignment) to
compare projects.
5. Defining the Project Scope
What is Project Scope?
 The project scope statement defines the project’s mission, deliverables, and expected
results.
 Must be specific, tangible, and measurable.
Purpose of the Project Scope Statement:
 Defines the deliverables for stakeholders.
 Keeps focus on the project’s purpose throughout its lifecycle.
 Acts as a reference document for planning and measuring success.
Scope Checklist:
1. Project Objective – What the project aims to achieve.
2. Product Scope Description – Features and functionalities.
3. Justification – Why the project is necessary.
4. Deliverables – Expected outputs.
5. Milestones – Key checkpoints.
6. Technical Requirements – Functional specifications.
7. Limits & Exclusions – What is NOT included.
8. Acceptance Criteria – How success is measured.

6. Key Project Scope Terms

Scope Statement (Statement of Work - SOW)
 A one- to two-page summary followed by detailed documentation.
 Outlines key project elements to guide stakeholders.
Project Charter
 Officially authorizes the project and gives the project manager the authority to lead.
 Includes:
o Scope description.
o Risk and budget constraints.
o Key stakeholders and approvals.
Scope Creep
 Definition: Uncontrolled expansion of project scope due to:
o Poor requirements analysis.
o Too many decision-makers.
o Lack of change control processes.
o Gold Plating (adding unnecessary features).

7. Project Trade-offs
The Triple Constraint (Iron Triangle)
 Fast, cheap, good – pick two.
 Every project must balance:
o Time (Schedule).
o Cost (Budget).
o Quality (Performance).
8. Process Breakdown Structure (PBS) & Software Project Lifecycle
What is PBS?
 A hierarchical process model for software projects.
 Follows a Waterfall Methodology – step-by-step execution.
Process-Oriented Projects
 The final outcome evolves over time.
 Each phase influences the next.
 Focused on performance requirements.

9. Work Breakdown Structure (WBS)

What is WBS?
 Breaks down the project into smaller, manageable tasks.
 Ensures clear planning, scheduling, and cost control.
Work Package (Lowest Level of WBS)
 Smallest unit of work in the project.
 Characteristics:
o Has a defined start and end.
o Consumes resources and has a cost.
o Should not exceed 10 workdays.
o Independent from other tasks.
Each Work Package Includes:
1. What needs to be done.
2. How long it will take.
3. Cost and budget.
4. Who is responsible.
5. Monitoring checkpoints for progress.

10. Project Charter Elements

The Project Charter serves as the formal document for project initiation. It includes:
 Project Name & Description
 Purpose & Objectives
 Scope & Deliverables
 Stakeholders & Team Roles
 Project Timeline & Milestones
 Budget & Resource Allocation
 Risks, Constraints, and Assumptions
 Approval & Signatures

CHAPTER 5
1. Introduction to Project Estimating
Why Estimating Matters
Estimating project times and costs is essential for project planning and control because it helps:
  Make informed decisions about project feasibility.
 Schedule work efficiently.
 Predict the project timeline and budget.
 Assess project viability before committing resources.
 Develop cash flow plans.
 Measure project progress and performance.

2. Four Key Aspects of Estimating

1. Range: The variation in potential outcomes.
2. Accuracy: How correct an estimate is.
3. Precision: The level of detail and specificity in an estimate.
4. Confidence: The trustworthiness of the estimate based on available data.

3. Factors Influencing Estimate Quality

Several factors affect estimate reliability:
 Planning Horizon: The farther into the future, the less accurate estimates tend to be.
 Project Complexity: More complex projects require more detailed estimation.
 Team Members’ Experience: Skilled personnel provide better estimates.
 Project Structure & Organization: Well-defined projects are easier to estimate.
 Padding Estimates: Some teams intentionally inflate estimates for safety.
 Organizational Culture: The company’s approach to risk and estimation matters.

4. Guidelines for Estimating Times, Costs, and Resources

1. Assign Responsibility: The person doing the work should estimate it.
2. Use Multiple Perspectives: Gather input from several people.
3. Base on Normal Conditions: Assume average working conditions for accuracy.
4. Use Appropriate Time Units: Be consistent in time measurements (e.g., days vs. hours).
5. Ensure Task Independence: Minimize dependencies between tasks.
6. Account for Contingencies: Consider unexpected risks and delays.
7. Perform Risk Assessments: Evaluate potential project risks and adjust estimates
accordingly.

5. Estimation Methods: Top-Down vs. Bottom-Up

Top-Down Estimates (Macro-Level)
 Based on historical data, expert judgment, or broad assumptions.
 Often used in early project stages or high-level budgeting.
 Typically made by senior management with limited task-level detail.
Bottom-Up Estimates (Micro-Level)
 Based on detailed work breakdown structures (WBS).
 Involves estimating individual tasks and rolling up totals.
 More accurate but time-consuming and resource-intensive.
Condition Top-Down Bottom-Up
Strategic decision- ✅ ❌
making
 Cost & time are crucial ❌ ✅
High uncertainty ✅ ❌
Small internal projects ✅ ❌
Fixed-price contract ❌ ✅
Customer wants details ❌ ✅
Unstable project scope ✅ ❌
Best Practice: Use both top-down and bottom-up estimates to balance speed and accuracy.

6. Methods for Estimating Project Times and Costs

Top-Down Approaches:
1. Consensus Method: Experts reach a collective estimate.
2. Ratio Method: Uses past data (e.g., $500 per square foot for construction).
3. Apportion Method: Divides total cost across project components.
4. Function Point Method: Assigns complexity values to software elements.
5. Learning Curve: Assumes efficiency improves with repetition.
Bottom-Up Approaches:
1. Template Method: Uses past similar projects as a reference.
2. Parametric Estimating: Uses equations based on project characteristics.
3. Range Estimating: Provides best-case, worst-case, and most likely estimates.

7. Work Breakdown Structure (WBS) & Cost Allocation

 Apportion Method: Assigns percentages of total cost to each WBS element.
 Function Point Method (For Software): Assigns weights to different software features
(e.g., inputs, outputs, interfaces).
Element Low Complexity Average Complexity High Complexity
Inputs 2 points 3 points 4 points
Outputs 3 points 6 points 9 points
Inquiries 2 points 4 points 6 points
Files 4 points 8 points 12 points
Interface 5 points 10 points 15 points
s
Example for Patient Billing System:
 15 Inputs × 2 = 30
 5 Outputs × 6 = 30
 10 Inquiries × 4 = 40
 30 Files × 12 = 360
 20 Interfaces × 10 = 200
 Total Complexity Score = 660

8. Cost Estimation & Types of Costs

1. Direct Costs (Tied directly to project activities)
 Labor, materials, equipment.
2. Direct Project Overhead Costs (Shared across multiple work packages)
  Project manager salary, office space rental.
3. General & Administrative (G&A) Overhead (Company-wide expenses)
 Accounting, legal, senior management.
Category Amount
Direct Costs $80,000
Direct Overhead $20,000
Total Direct Costs $100,000
G&A Overhead (20%) $20,000
Total Costs $120,000
Profit (20%) $24,000
Total Bid Price $144,000

9. Refining Estimates & Adjusting for Real-World Factors

Why Estimates Change Over Time:
 Hidden Costs (unexpected expenses).
 Changing Conditions (market, technology, regulations).
 Project Scope Adjustments.
 People Being Overly Optimistic.
 Strategic Misrepresentation (underestimating to secure funding).

10. Estimating Large-Scale Mega Projects

What Are Mega Projects?
 Large, complex projects costing $1 billion+ with long timelines (e.g., airports, Olympic
Games, high-speed rail).
 Often over budget and fail to deliver expected benefits.
 Sometimes called "White Elephants" (projects that cost more to maintain than the value
they provide).
Reference Class Forecasting (RCF) – A Reality Check for Mega Projects
Steps:
1. Select similar past projects as references.
2. Analyze past cost overruns as a percentage.
3. Compare new project estimates to historical data.
Benefits of RCF:
✔ Helps avoid bias and political influence in cost estimation.
✔ Encourages more realistic budgeting for large projects.
✔ Improves accountability in decision-making.

11. Key Terms to Remember

 Top-Down vs. Bottom-Up Estimates
 Function Points (Software Complexity Measurement)
 Direct vs. Indirect Costs
 Apportionment Method (Dividing Costs)
 White Elephant (Failed Mega Projects)
  Reference Class Forecasting (RCF) (Comparing to Past Projects)

CHAPTER 7
1. Risk Management Process (Step-by-Step)
Step 1: Risk Identification
 Identify potential risks using brainstorming, historical data, and risk breakdown
structures (RBS).
 Focus on events that may cause issues, rather than just project objectives.
 Use a risk profile (a checklist of common risk areas such as technical requirements,
budget, and staffing).
Step 2: Risk Assessment
 Evaluate risks based on probability and impact (scenario analysis).
 Use a Risk Severity Matrix to prioritize risks.
 Apply Failure Mode and Effects Analysis (FMEA) to include detection difficulty.
 Use statistical techniques like decision trees and PERT analysis to predict risk impact.
Step 3: Risk Response Development
 Mitigate risk: Reduce its likelihood or impact.
 Avoid risk: Change the plan to eliminate it.
 Transfer risk: Shift responsibility (e.g., through insurance or contracts).
 Escalate risk: Report it to higher management.
 Retain risk: Accept it when no other solution is viable.
Step 4: Risk Response Control
 Track all risks in a Risk Register (includes description, probability, impact, response plan).
 Monitor triggering events and execute contingency plans when needed.
 Establish a change management system to control evolving risks.

2. Contingency Planning
 Definition: A backup plan for when a risk occurs.
 Helps avoid panic and bad decision-making under pressure.
 Includes predefined triggers and responsible persons.
Examples of Contingency Planning:
Risk Event Response Strategy Contingency Plan
Interface Mitigation (Testing prototype) Workaround until help arrives
problems
System freezing Mitigation (Testing OS) Reinstall OS if not resolved in 1
hour
User backlash Mitigation (Prototype Increase staff support
demonstration)
Equipment failure Transfer (Warranty) Order replacement if failure
occurs

3. Opportunity Management
Opportunities are positive risks that can benefit the project. There are five response strategies:
 Exploit: Ensure the opportunity happens.
 Share: Partner with another party to gain maximum benefit.
 Enhance: Increase the probability or impact of the opportunity.
 Escalate: Report the opportunity to upper management.
 Accept: Take advantage of it if it happens, but don’t actively pursue it.

4. Contingency Funding & Time Buffers

 Contingency Funds: Budget reserved for known and unknown risks.
o Contingency reserves: For specific identified risks.
o Management reserves: For unforeseen risks.
 Time Buffers: Extra time added to schedule for high-risk tasks.
Example Budget with Contingency Funds:
Activity Baseline Budget Contingency Total Budget
Reserve
Design $500,000 $15,000 $515,000
Coding $900,000 $80,000 $980,000
Testing $20,000 $2,000 $22,000

5. Change Control Management

 Why changes occur:
o Project scope modifications
o Implementation of contingency plans
o Process improvements
 Change Control Process:
1. Identify proposed changes.
2. Assess their effects on schedule & budget.
3. Formally approve or disapprove.
4. Communicate with stakeholders.
5. Implement changes & track progress.
6. Adjust project plans accordingly.
Benefits of Change Control:
 Prevents unnecessary changes.
 Keeps cost changes logged and transparent.
 Ensures project integrity (scope, budget, timeline).

6. Key Takeaways
 Risk management is a continuous process.
 Identifying and assessing risks early reduces surprises.
 Effective risk response strategies (mitigation, avoidance, etc.) improve project
outcomes.
 Contingency planning is critical to prevent panic responses.
 Opportunities should be managed proactively for project success.
 Change control processes ensure transparency and accountability.
CHAPTER 10 & 11
1. Managing vs. Leading a Project
 Managing focuses on complexity:
o Formulating plans, monitoring results, and making trade-offs.
o Solving technical problems and handling logistics.
 Leading focuses on change:
o Recognizing the need for adjustments.
o Providing motivation and integrating resources.

2. Engaging Project Stakeholders

 Stakeholders are individuals or organizations affected by the project.
 Key maxims for project management:
o You can’t do everything alone—projects involve multiple relationships.
o Hands-on work is different from leading.
o Each stakeholder has different priorities.

3. Influence as Exchange
 Law of Reciprocity: One good deed deserves another.
 Quid Pro Quo: Mutual exchange builds relationships.
 Influence Currencies (Cohen & Bradford):
o Task-related currencies (resources, assistance).
o Position-related currencies (recognition, visibility).
o Relationship currencies (networking, personal support).

4. Social Network Building

 Mapping Stakeholder Dependencies:
o Identify key influencers and those who might oppose the project.
o Understand how stakeholders perceive the project.
 Management by Wandering Around (MBWA):
o Engage in face-to-face interactions to build cooperative relationships.
o Anticipate problems and reinforce project objectives.

5. Managing Upward Relations

 Project success depends on top management support:
o Providing budgets and additional resources.
o Setting a clear vision and removing obstacles.
o Recognizing contributions of the project team.

6. Ethics in Project Management

 Common ethical dilemmas:
o Padding cost/time estimates.
 o Misleading stakeholders about project progress.
o Falsifying reports or compromising quality/safety.

7. Building Trust in Project Teams

 Trust is based on:
o Character (honesty, motives).
o Competence (skills, ability to deliver).
 High-trust leaders:
o Are open and consistent.
o Show a strong sense of purpose.

8. Qualities of an Effective Project Manager

 Effective communication skills
 Systems thinking
 Personal integrity
 Emotional intelligence (EQ)
 Time management
 Optimism and leadership

9. High-Performing Project Teams

 Characteristics:
o Shared purpose and collaboration.
o Risk-taking and innovation.
o High personal performance standards.

10. Team Development Model

 Stages of Team Development:
1. Forming – Initial team bonding.
2. Storming – Conflicts arise as members establish roles.
3. Norming – Team members adjust and resolve conflicts.
4. Performing – The team operates at high efficiency.
5. Adjourning – Project completion and team dissolution.

11. Situational Factors for Team Success

 Ideal team conditions:
o 10 or fewer members.
o Members are dedicated full-time.
o A culture of trust and cooperation.

12. Managing Virtual Project Teams

 Challenges:
o Building trust across remote locations.
o Developing effective communication patterns.
 Best Practices:
 o Start with an in-person meeting.
o Define roles and clear communication norms.
o Use video calls to maintain engagement.

13. Project Team Pitfalls

 Groupthink: Teams become overconfident and ignore risks.
 Bureaucratic bypass syndrome: Teams avoid formal processes, leading to
mismanagement.
 Going local: Team members prioritize their own departments over project success.

Key Takeaways
 Project success relies on leadership, stakeholder engagement, and effective team
management.
 Trust and ethical behavior build strong relationships.
 High-performing teams need clear communication and collaboration strategies.
 Managing virtual teams requires extra effort in communication and trust-building.

CHAPTER 15
1. Introduction to Agile Project Management
 Agile PM focuses on iterative development and continuous stakeholder involvement.
 Emphasizes flexibility, adaptability, and quick response to change.

2. Waterfall vs. Agile Methodology

Waterfall Approach
 Linear, sequential software development process.
 Requirements are defined upfront, and changes are difficult to accommodate.
 Works best for projects with stable requirements.
Agile Methodology
 Incremental and iterative development approach.
 Focuses on customer collaboration and flexibility.
 Encourages continuous feedback to adapt to changes quickly.

3. Agile Manifesto
The Agile Manifesto emphasizes four key values:
1. Individuals and interactions over processes and tools.
2. Working software over comprehensive documentation.
3. Customer collaboration over contract negotiation.
4. Responding to change over following a plan.
Agile Principles
1. Prioritize customer satisfaction with early and frequent delivery.
2. Welcome changes even late in development.
3. Deliver working software frequently (every 2–4 weeks).
4. Developers and businesspeople collaborate daily.
 5. Build projects around motivated individuals.
6. The best way to communicate is face-to-face.
7. Working software is the primary measure of progress.
8. Maintain a sustainable development pace.
9. Technical excellence and good design improve agility.
10. Simplicity (maximizing work not done) is essential.
11. The best solutions emerge from self-organizing teams.
12. Teams regularly reflect and improve their processes.

4. Agile Project Management (APM) Approach

 Uses rolling wave planning with iterative cycles.
 Each iteration produces a workable product for review.
 Stakeholders evaluate progress and adjust priorities.
 Each iteration builds upon the previous one, adding features.

5. Scrum Framework
Scrum is a popular Agile PM method that:
 Focuses on small, iterative cycles called sprints.
 Uses self-organizing teams to maximize productivity.
 Prioritizes high-value features first.
Key Roles in Scrum
1. Product Owner – Represents customers, defines priorities.
2. Scrum Master – Facilitates the Scrum process, removes roadblocks.
3. Development Team – Cross-functional members who deliver the product.
Scrum Ceremonies
1. Sprint Planning – Define the work for the sprint.
2. Daily Scrum – Short meetings to track progress.
3. Sprint Review – Demonstrate the completed work.
4. Sprint Retrospective – Reflect on what went well and what needs improvement.
Scrum Artifacts
1. Product Backlog – Prioritized list of features.
2. Sprint Backlog – Tasks committed for the sprint.
3. Burndown Chart – Tracks progress over time.

6. Scrum Process Breakdown

Sprint Planning Meeting
 Who attends? Product Owner, Scrum Master, and Team.
 Goal: Select top-priority items from the Product Backlog.
 Outcome: A Sprint Backlog with tasks planned for the sprint.
Daily Scrum
 A 15-minute stand-up meeting to answer:
1. What did I do yesterday?
2. What will I do today?
3. Any obstacles?
Sprint Review
 Held at the end of each sprint.
 Team presents completed features to the Product Owner and stakeholders.
 Adjustments are made based on feedback.
Sprint Retrospective
 Team discussion on what worked well and areas for improvement.
 Focuses on continuous process enhancement.

Key Takeaways
 Agile PM is adaptive, iterative, and customer-focused.
 The Scrum framework ensures rapid development and flexibility.
 Collaboration, transparency, and continuous improvement are central to Agile success.