Research On Project Management Of M Company Based On Agile Development

As in recent years, the market demands of software industry are changing rapidly, and the requirements for reliability, efficiency and practicability of software system are increasing, the "waterfall software development style" has been unable to fully meet needs of users. New development styles need to be introduced. From1990s, some new development methods began to come into sight, which can meet the rapid changes of needs, and emphasize the corporation between the programmers and the business experts, face to face communication, frequently version delivery and the compact organization of a team. Moreover, the new methods pay more attention to the role of an individual playing in the team. These methods are called "Agile Development".Agile Development have been applied by a lot of famous foreign companies. Compared to the overseas companies, the domestic companies are still in an early stage of applying Agile Development. They encounter a great deal of troubles in the transformation to Agile Development. Some of them only applied a few technological practices rather than fully realizing Agile Development. Some merely copied the Agile Development from oversea companies, instead of making necessary adjustment to fit themselves. These mistakes caused failure of transformation to Agile Development.M is a company that began to conduct the transformation early and has got success, which adequately proves the operability of their project management strategy based on Agile Development. A complete development system based on Agile Development has been established in M, and has accumulated a lot of experiences in solving problems in the transformation process. These experience could serve as references for the other domestic companies in the process of transformation.Taking M as the case to study, the thesis begins with the analysis of M’s traditional management style, especially the limitations of the style, revealing the background of the transformation. Then, the thesis explores the process of M’s introduction of Agile Development, the team building, several outstanding practices, and the specific tools that were used. Finally, the thesis analyses M’s strategy of transformation with basic program management theories and relevant Agile Development theories, summing up the key tactics of its success in agile project management.The thesis reveals the necessary tasks, procedures, potential problems in the transformation of Agile Development, and the final influences on the company after transformation. Readers can understand as well the key strategies that have made M succeed in transformation. The thesis is anticipated to provide theoretical and technical support to companies that are preparing to conduct Agile Development transformation or are having problems in the transforming process.