Task: Gerenciar Iteração
Avaliar o status do projeto e identificar as barreiras às atividades e às oportunidades. Identificar e lidar com exceções, riscos e porblemas. Comunicar o status do porjeto e negociar as expectativas dos stakeholders.
Purpose

Auxiliar a equipe no encontro dos onjetivos da iteração e manter o foco. Negociar com os stakeholders de acordo com o progeersso do projeto.

Relationships
RolesPrimary Performer: Additional Performers:
InputsMandatory: Optional:
  • None
Main Description

O gerente de projeto é o responsável pela harmonia da equipe, por isso deve estimular a confiança entre os membros e a interação, através da incorporação das atividades dentro do desenvolvimento e estimulando os membros a tomarem decisões. O gerente deve ajudar a equipe a alcançar os objetivos da iteração removendo as barreiras e monitorando os progressos. Quando a equipe estiver com dificuldades, o gerente deve ajudar a equipe a encontrara as falhas e as maneiras nas quais elas estão prejudicando a busca pelos objetivos e combatê-las.

Steps
Capturar e comunicar o status do projeto

The project manager needs to do the following: 

  • continuously monitor the project to ensure it is progressing appropriately
  • enable the team to react as soon as possible to any change

Many alternative means may be used to track the status. Quick, daily meetings with the entire project team are useful to understand what team members have accomplished since the last meeting, and what they plan to accomplish before the next meeting. It also allows the team to identify any blocking issues. See  Guideline: Daily Meetings.

Another approach is the collection of basic metrics, ideally automatically generated from the tools at hand, or manually assembled. Burndown charts are one of the most useful project progress metrics. They show how many work items where accomplished during previous iterations (or days) and the remaining work. They can be used to track project releases and iterations (see  Report: Project Burndown and  Report: Iteration Burndown). Communicating project status is as important as gathering it. Keep the information visible to stakeholders and project team at all times. The  Artifact: Project Plan should outline which metrics the project should use.

Tratar as exceções e os problemas

One of the project manager's key responsibilities is to know about the project team's problems and issues. The manager needs to focus on problems that are blocking progress. A quick, daily meeting is usually a good way to monitor those problems and issues. A record of issues that have to be solved within the team may be kept in the  Iteration Plan.

Identify the cause and impact of problems and exceptions as they arise. Identify possible solutions for problems that have an immediate impact on the short-term goals and objectives and identify who needs to be involved in implementing the solution. Then, define the corrective actions and implement them. 

Identificar e reagir contra os riscos

Identify risks as soon as the project starts and continue identifying and managing risks throughout the project. The  Risk List should be revisited weekly, or as a minimum once per iteration. The entire team should be involved in identifying and mitigating risks.

Gerenciar os objetivos
When a team is falling significantly behind, or critical problems occur, that prevents the team from meeting the iteration objectives it may be necessary to descope work to ensure that the team delivers a useful product increment by the end of the iteration, while maximizing stakeholder value. The project manager should work with the team and stakeholders to revise the  Iteration Plan and, as necessary, reduce the emphasis on less critical tasks postponing them to a subsequent iteration. In rare cases, if the iteration objectives still seem impossible to be met, the team might consider terminating the iteration or reformulating the iteration to a new objective.