Agile project management
Agile Project Management (PM)
The so-called Agile Project Management has its origin in software development. Different agile methods are summarized under this term.
Agile project management is characterized by an iterative, incremental approach. A project is divided into time stages (iterations). At the end of each stage there is a product increment, i.e. a fully functional intermediate product.
The intermediate products of the so-called sprints are submitted to the client for control. Further product development follows on the basis of the feedback.
In contrast to a classic project process, the project is not completely planned out here. Adjustments to new conditions are also possible during the project period. In classic project management, time and effort are variable, while scope and task are fixed. With agile project management, time and effort are fixed, while the scope is variable.
Scrum and Kanban belong to the well-known agile project management methods.
So-called agile project management has its origins in software development. With the increasing complexity of software projects over the last decades, the desire for flexible and dynamic process models has grown.
In the course of this, a number of management techniques were developed that can be applied not only to software development. Well-known examples are Scrum and Kanban. They reduce outdated project management models such as the waterfall model to a few basic principles and largely dispense with fixed rules. In the meantime, different Agile methods are summarised under the term.
In general, agile project management is based on four guidelines:
1. Individuals and interactions are more important than processes and tools.
The premise here is to focus on the actors who carry out the project steps. Which concrete processes or methods they use is secondary and depends on the requirements of the situation.
2. A functioning product is more important than detailed documentation.
Often, the further development of a product and the documentation of what has been achieved so far in projects are in conflict. Agile project management demands to always put the further development of the product and its basic functionality in the foreground before spending effort on documentation.
3. Cooperation with the customer is more important than contract negotiations.
Contract negotiations are often lengthy and expensive. They are meant to define clear expectations and deliverables. Agile methods, on the other hand, focus on a quick start of work and intensive collaboration with stakeholders. A lack of written documents should be compensated for by detailed communication.
4. Reacting to change is more important than following a fixed plan.
A well-known proverb says: 1. things always turn out differently, 2. than you think. This is especially true for projects. Classical project management has a limited scope to react to unexpected events. Often, only the schedule is adjusted or elaborate changes have to be made to the product that may not satisfy the customer. Agile project management thinks from the customer and tries to achieve the best possible result for the customer under the new, changed circumstances.
Agile project management is characterised by an iterative, incremental approach. A project is divided into temporal stages (iterations). At the end of each stage there is a product increment, i.e. a fully functional intermediate product.
The intermediate products of the so-called sprints are presented to the client for control. Further product development follows on the basis of the feedback.
In contrast to a classic project process, the project is not completely planned out here. Adjustments to new conditions are also possible during the project. In classical project management, time and effort are variable, while scope and task are fixed. In agile project management, time and effort are fixed, while the scope is variable.
The 12 basic principles of the Agile Manifesto
It is based on the Agile Manifesto, which was created in 2001. The twelve basic principles of agile work are also anchored in this manifesto:
- Customer satisfaction has the highest priority and should be achieved through fast and continuous deliveries.
- The changing conditions during a project must be taken into account at all times in order to give the customer a competitive advantage.
- The service or product is delivered with higher frequency.
- Developers and stakeholders must cooperate closely on a daily basis.
- The teams are supported with all necessary tools and remain motivated at all times to ensure optimal results.
- For quick success, meetings should be held face to face.
- A finished and intact product is the measuring instrument for success.
- Agile processes ensure sustainable development.
- Agile should be increased by a focus on technical excellence and appropriate design.
- Implicitness is an important part of the work process.
- In all probability, the best successes are achieved by teams that organize themselves and work out their own structures.
- The work is reviewed and improved by the teams at regular intervals.