Finding the Right Blend: Sometimes Pure Agile Isn’t the Way to Go
Agile project managers need to remind their stakeholders & teams that agility is the very opposite of rigidity & inflexibility
By: Nancy Y. Nee
Oct. 20, 2012 12:00 PM
Only a fraction of organizations will migrate to Agile methods completely and for all projects. The reality is, many types of projects are not well suited for Agile approaches for a variety of reasons. Some organizations run multiple projects across many departments and corporate entities, many of which may not have the inclination or resources to manage in an Agile manner. Others have made significant investments in traditional or proprietary methodologies and are not prepared to simply abandon them. Further, many companies are global, with development resources located around the world, in different time zones, with varying local corporate cultures and working styles.
For all of these reasons, Agile project managers need to be prepared to work in cooperation with non-Agile project managers, teams that employ traditional methods, and organizations that have resources scattered around the globe.
How the Blended Approach Works
Where Agile Fits
The preceding methods are based on the Agile Manifesto's value statement. The focus of the Manifesto is on the following:
Take a look at your Waterfall project and identify where you can leverage the power of customer involvement. Typically, you will be able to modify your Communication Plan, Stakeholder Management Plan and Risk Management Plans with an Agile approach. This proactive approach will allow you to ensure that impediments, which delay delivery of product, are managed and eliminated.
Good opportunities to show proof points are within the planning, requirements and team communications areas of a project.
These areas begin to shift an organization's mindset on how projects can be delivered differently. They offer the opportunity for organizations to embrace Agile while in the comfort of traditional project management.
Not One Size Fits All
There's no reason why an Agile approach cannot have a Gantt chart if managers or stakeholders request one - as long as it's made clear that the chart will only schedule out as far as the iteration or release currently being built. The knowledge areas, process areas and artifacts of traditional project management are still applicable in an Agile environment, as long as they are adapted to the core concepts of incremental, iterative design and change readiness. Agile methods are called "adaptive" for a reason. Agile project managers need to remind their stakeholders and teams that agility is the very opposite of rigidity and inflexibility. Both the substantive and human elements of change must be considered, and the transition should be made to an Agile environment that is appropriate to the culture and practices of an organization.
Reader Feedback: Page 1 of 1
Latest AJAXWorld RIA Stories
Subscribe to the World's Most Powerful Newsletters
Subscribe to Our Rss Feeds & Get Your SYS-CON News Live!
SYS-CON Featured Whitepapers
Most Read This Week