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Last Updated on May 25, 2021 by Mandy Schmitz
If you are looking for a new way to manage your projects, then this blog post is for you. In this article, we will cover what agile project management is, the benefits of it and how it compares to traditional project management. The first thing that we need to understand about agile project management is that there are no strict processes or linear steps in order to complete a project.
This means that teams can adapt more quickly when changes occur during the process. It also allows teams to work on multiple projects at once without having too much overhead with each individual one. If you want to learn more about these and other advantages of agile project management – read on!
Who uses Agile Project Management?
Agile project management is mainly used in software development projects, but it is also used in product development, construction projects, and many other settings.
Agile Adoption Statistics
The four core agile principles are:
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
‘Individuals and interactions over processes and tools’. This principle is all about valuing the people you work with rather than focusing too much on process – so meetings should only happen if they’re needed. It also means that we want our teams to have a say in how things get done; for example, decisions could be made by consensus instead of being handed down from above.
This idea extends into ‘Working software over comprehensive documentation’. Agile development value deliverables like code (i.e. what gets delivered) more than documents (i.e. plans). They want to see working software in front of them, not plans.
The third principle ‘Customer collaboration over contract negotiation’ is all about getting feedback from customers early on, so they know what they want out of a product before it gets too far down the line. This means frequent face-to-face communication with your stakeholders, so you can get their input on your work (i.e. a product increment) as soon as possible.
The fourth and last agile principle ‘Responding to change over following a plan’, is all about being able to change the plan when it becomes necessary. For example, if a stakeholder changes their mind on what they want your product to do, and you don’t have anything documented down, yet then you can just go ahead with this new request straight away without having to document everything or consult any documentation first.
The concept of ‘Iterative development’ is key in agile project management as well – it’s basically small steps that lead towards the final goal. This means starting something (i.e. developing) in an iterative fashion by breaking up large tasks into smaller ones that are less daunting, so you can get them done more easily (and quicker). It also helps identify problems sooner rather than later because each step will be reviewed within a short time span.
In agile project management or agile methodology, Sprints are a timeboxed unit of work. These are periods where you focus on a single piece of work and get it done in the allocated period of time (usually two or four weeks). Sprints can be used for both creating new features, fixing bugs, or doing other tasks related to your project/product.
The following guidelines apply when sprints are being performed:
The sprint should be planned and fully estimated upfront. The estimate is the amount of work you anticipate to complete in a period of time (usually two or four weeks).
A sprint backlog is created with all tasks that need to be completed during the given sprint, based on their requirements and estimates. Tasks are ordered by priority-high, medium, low-and added to the backlog list as they’re being defined.
Sprints can also provide insight into what your project needs: if something doesn’t get finished within a particular sprint, for example, it might mean that there are not enough people working on it or an area isn’t well-defined yet so more planning would probably help.
The Backlog is a list of all the tasks which you’ve created or are thinking about. This might include new features, bug fixes, etc. The Backlog is ordered by priority from highest to lowest, and it reflects what needs to be done next in order for your business/project to move forward.
Now let’s talk about the product increment, which is the part of your product that you release at the end of each sprint. The Product Increment refers to the final set of features/fixes that have been completed in a given Sprint and are ready for demonstration or customer feedback to be used later on in production.
The difference between the two is that traditional project management will use a plan to reach a specific goal. Agile on the other hand allows for flexibility and adaptability, as it uses short-term goals which are constantly refined based upon feedback.
Traditional projects typically start with an estimation of how long certain tasks should take (cost) and then they create detailed plans in order to achieve their final goal within this time frame.
The problem with these estimates is that there might be unforeseen situations during production or development stages which means changes have to be made – meaning your original timeline has been impacted too much or scrapped altogether.
This is where agile project management comes into play: planning without fixed dates for completion! As you work through product increments, new information may arise that you can take into account, without having to throw everything out.
It uses short-term goals with the ultimate goal being achieved incrementally.
This means that it is very easy for a team to make adjustments as they go along and still achieve their targets – which in turn makes agile projects more successful than traditional ones!
Another major difference between these two types of project management is how scope changes are handled: if there’s an issue in the production or development stage, you can easily switch gears and work on something else until your original task becomes viable again.
In real life, I have experienced a combination of agile with other methodologies like traditional project management, i.e. waterfall, or Kanban. This is hybrid project management, and it’s a great way to get some benefits from both.
In this model, agile is used as an initial planning process with more detail and specificity than typical for an agile project. But once you have that plan in place, then all aspects are managed using Kanban or other methods appropriate for your product lifecycle stage.
It’s not uncommon to combine these two approaches when starting out on new projects because they’re complimentary: one focuses on fast-moving tactical decisions about what needs doing right now (agile), while the other has a broader perspective and looks at things like what features need to be developed next or how many resources are available over time (traditional). However, if you want maximum flexibility later on, then you should use agile throughout the whole project lifecycle.
The Benefits of a Hybrid Approach To Project management
The benefit of using a hybrid approach is that it allows you to take advantage of the best practices from both worlds and tailor them for your specific situation. This means that you can start off with an initial plan, get feedback on how things are going and then make revisions as needed without having to go back through extensive documentation or redo work from scratch in order to change direction. Here’s what this looks like:
Traditional Project Management Process:
- Create detailed plans (months before)
- Execute against those plans
- Retrospectively refine if necessary once results are known (via postmortem)
Agile Project Management Process:
- Create high-level planning
- Execute iteratively based upon feedback
- Adjust as necessary to deliver the expected outcomes
Agile project management is a great way to make more agile decisions and get things done faster without sacrificing quality. It has been shown that organizations who use this approach are able to accelerate their time-to-market, reduce cost and develop products much quicker than competitors while having greater customer satisfaction rates! The best part? Agile projects also lead to better team performance because they increase engagement in addition to boosting job satisfaction levels.
This means you can start off with an initial plan, get feedback on how things are going and then make revisions as needed without having t go back through extensive documentation or redo work from scratch in order to change direction.
However, this will not work in every situation as there are some disadvantages associated with both types: for example, waterfall projects have long lead times due to their focus on documentation before they start; while agile project management requires trust between team members which may be hard to gain when working within different departments or companies.
The management of agile projects is very different from traditional project management. Traditional projects are usually managed by following a strict timeline and set of procedures, while agile projects tend to be more flexible in order to take advantage of changing circumstances or new information as they arise.
In short, there is not just one person in charge of the ongoing management of an agile project. This is one area where a traditional approach to project management and an agile approach differ significantly.
The scrum master leads the development team but also monitors and coaches them. They are responsible for ensuring that any impediments to progress are quickly removed in order to keep the project moving forward at an optimal pace.
There are per se no ‘agile project manager roles’ just roles known to the scrum methodology i.e. scrum master, product owner, development team.
Quality is ensured by measuring it throughout the process of developing a product or service. Quality assurance plays a major role in this regard because their job is to monitor how well developers perform against requirements set out during planning phases based on customer feedback and other factors which affect what should be done next. It can also measure whether there were any failed tasks – if they occur more often than anticipated then something needs to change with your process.
To sum up, agile project management is a flexible and adaptive approach to project management that is designed to meet the needs of today’s businesses. It has been proven successful for many companies across various industries, which shows it can be used in any scenario as long as you tailor your agile process accordingly.
In a nutshell, agile is here to stay, so you should consider benefiting from it too. If you need support with running your agile project, don’t hesitate to contact me.