Definition
So-called agile project management has its origins in software development. As software projects grew increasingly complex over the last few decades, the desire for flexible and dynamic process models grew.
In this context, a series of management techniques were developed that can be applied not only to software development. Well-known examples of agile project management 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 They reduce outdated project management models such as the waterfall model to a few basic principles and largely dispense with fixed rules. Today, the term encompasses various different agile methods.
In general, agile project management is guided by four principles:
1. Individuals and interactions are more important than processes and tools
The premise of agile project management here is to put the actors who carry out the project steps at the forefront. The specific processes or methods they apply are of secondary importance and are determined by the requirements of the situation.
2. A working product is more important than comprehensive documentation
In projects, the further development of a product and the documentation of what has been achieved so far are often in conflict. Agile project management demands that the further development of the product and its basic functionality always be prioritised before effort is invested in documentation.
3. Collaboration with the customer is more important than contract negotiations
Contract negotiations are often lengthy and costly. They are intended to define clear expectations and results (“deliverables”). Agile project management methods, on the other hand, focus on a quick start to work and intensive collaboration with stakeholders. Missing documents are to be compensated for by extensive communication.
4. Responding to change is more important than following a fixed plan
A well-known saying goes: 1. Things always turn out differently, 2. than you expect.
This is particularly true of projects. Classical project management has a limited scope for responding to unexpected events. Often only the schedule is adjusted, or costly changes to the product have to be made that may not satisfy the customer. Agile project management thinks from the customer’s perspective 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 time-based stages (iterations). At the end of each stage there is a product increment, i.e. a fully functional intermediate product.
The interim products of the so-called sprints are presented to the client for review. Further product development follows on the basis of the feedback.
In contrast to a classical project course, the project is not fully planned in advance. Adaptations to new conditions are also possible during the project period.
In classical project management, time and effort are therefore variable, while scope and task are firmly defined.
In agile project management, time and effort are fixed, while scope is variable.
The 12 Basic Principles of the Agile Manifesto
The foundation is the Agile Manifesto, which was created in 2001. This manifesto also enshrines the twelve basic principles of agile working:
- Customer satisfaction has the highest priority and should be achieved through fast and continuous deliveries.
- 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 greater frequency.
- Developers and stakeholders must cooperate closely on a daily basis.
- Teams are supported with all necessary tools and remain motivated at all times to ensure optimal results.
- For quick success, meetings should be conducted face to face.
- A finished and intact product is the measure of success.
- Agile processes ensure sustainable development.
- Agility should be increased through a focus on technical excellence and appropriate design.
- Simplicity is an important component of the work process.
- Teams that organise themselves and develop their own structures are most likely to achieve the best results.
- Work is reviewed and improved by teams at regular intervals.