By Francisco | 3rd November 2014 | 0 Commentadmin
I’ve written this article as part of and ambitious Agile Programme. This is the first of a series of articles which will underpin the Agile project workflow from inception to delivery and provides a comparision between Agile and other more traditional project management approaches whilst justifying the benefits of using Agile.
The document touches briefly on the consequences of not having a fit for purpose Project Management framework in place.
The document will continue exploring a projects lifecycle and key roles & responsibilities within an Agile setup.
In UK, the statistics show that most digital builds predominantly fail due to poor management, lack of user or business commitment, poor communication and / or lack of user input (cite PMI annual report).
In order to enable organisations to avoid the above pitfalls we should adopt a well established and well supported Project Management framework as this would:
In order to run an Agile project you’re required to have a different style of management/mindset when compared to a traditional project. Typically traditional projects are planned in a predictive way while an Agile project is built incrementally and the goals for each iteration are defined by the team in order to deliver value to the client earlier.
|Planned incrementaly||Planned predictively|
|Facilitative||Command and control|
|Team is empowered||Team follow plan|
|Changing requirements is not a risk||Changing requirements is a risk|
|Fixed deadlines not a risk||Fixed deadlines are a risk|
|Lack of business involvement is a risk||Lack of business involvement is not a risk|
The term “Other” or “Traditional” in this context refers to more classical Project Managemement approach e.g. Prince 2, waterfall.
Looking from the execution point of view, the differences between a traditional project and an Agile one become clear: