Editing UNITA Agile Management Guide (section)

=== Agile Meetings ===

The AGILE Project Management Approach involves dividing into actions the activities of the project, breaking the project into phases or cycles, and emphasizing continuous collaboration and improvement through recurring meetings.

'''What is an action?'''  
The result of a breakdown of a general activity in specific and simple operations.  
It is part of an activity provided for, in the task, and should provide an explicit added value to stakeholders (e.g. students, staff, partners, etc.).  
Each action is described in the specification action sheet (see section Agile Tools).  
To define and detail an action, an explicit specification sheet exists, asking for the following information:

{| class="wikitable"
! Topics required !! Example
|-
| '''Title''' || Creation of the job description for each UO position.
|-
| '''Description''' || Job description sheets detail the different required positions and roles in the future UNITA Office. It constitutes the support for informing about and initiating the future recruitment process, the conditions of work and the expected objectives.
|-
| '''Deadline''' || Month 1
|-
| '''Required resources (workdays, human resources, services, budget, etc.)''' || 
* Human Resources  
* Services  
* Budget  
|-
| '''Concerned services''' || University management board (Rectors, VPs...); HR Unit  
Budget: evaluation of the budget dedicated to the recruitment operation and assessment of the salaries of the future team members.
|-
| '''Priority in terms of added value (compared to other actions)''' || Necessary action to initiate the constitution of the UNITA Office and thus, to implement and coordinate the UNITA activities.
|-
| '''Assignees (RASCI matrix): Who does What?''' || Determination of the staff involved in the action and assign them specific sub actions.
|-
| '''Status (workflow place, see next...)''' || 
|}

'''What is a Cycle?'''  
The working period between two meetings (maximum one month for UNITA).  
According to the workload and number of actions needed, the frequency of the meetings should be established.  
For example, for TT meetings, in order to take stock of the last cycle’s actions and to define/redefine new ones, it was agreed to have monthly meetings.  
In each meeting, previous actions can be revised, and other actions can be (re)defined and implemented for the next cycle, using the following table to help:

{| class="wikitable"
! New actions !! To Do !! In Progress !! To Review !! Done !! (Bin)
|-
| 
| 
| 
| 
| 
| 
|}

Let’s take a look at the following example:

* Before or during a meeting, a new action may be proposed and recorded in the '''New Actions''' column.
* If the Task Team validates the implementation of this action, its status changes to '''To Do'''. This means it is planned to be implemented during the next cycle.
* If the action is rejected, it is moved to the '''(Bin)''' column.

During the next meeting (and in every subsequent meeting), the Task Team will proceed with the following:

** A review of the actions listed in the '''To Do''' column. The status of each action is assessed and updated according to five possible outcomes:
*** '''In progress''': Action is partially completed.
*** '''Blocked''': Action is currently stuck for some reason.
*** '''Overdue''': Action is behind schedule.
*** '''To review''': Action is not feasible as originally defined.
*** '''Done''': Action is 100% completed.

** A refinement or adjustment of the new actions listed in the '''New Actions''' column. As previously described, these actions may be:
*** Accepted and moved to '''To Do''',
*** Rejected and moved to '''(Bin)''',
*** Recalibrated into smaller or redefined sub-actions.  
New actions can also address previously '''Blocked''', '''Overdue''', or '''To review''' items by redesigning, subdividing, or redefining them to optimize feasibility.

** Planning the priorities for the next cycle:
*** '''To Do''' actions are reviewed and prioritized accordingly.
*** The Task Team assigns responsibilities for each action based on its priority and the team’s available capacity.