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In John Stenbeck’s book “PMI-ACP and Certified Scrum Professional Exam Prep and Desk Reference”, he creates an “agile project management process grid” which describes 87 processes used in agile project management.   These processes are divided into five process groups (Initiate, Plan, Iterate, Control, and Close), which are analogous to the five process groups in traditional project management, and seven knowledge areas which can be mapped, more or less, onto the ten knowledge areas in traditional project management.

I am now covering a block of five processes that relate to risk management which are done on a repeating basis during each iteration of the project.   The first of these processes is 5.6 Problem Solving, which was covered in a previous post.    The second of these processes is 5.7, which is Continuous Integration.

The problem with the introduction of Continuous Integration into a team’s work is that some members may think they should would be adding more value if they started working on coding the next feature rather than spending time making sure that the code that they have just completed is integrated into the already existing code.

However, continuous integration reduces the risk that time will be wasted later on in rework, so it actually does add value.   One of the ways of reducing the probability of hidden defects is to make them easier to find, which may require more innovative and elegant solutions.

Continuous integration works better with smaller teams on independent subsets of the control system.

The next process is 5.8–Risk-Based Spikes, which will be covered in the next post.

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