Agile Project Management

While the Agile methodology was initially designed for software development, it has evolved to encompass many types of projects.

The tenets of Agile are more suited to projects that result in concrete deliverables rather than services. However, since Agile uses an iterative and incremental approach to product development, you can structure any project to be more flexible and adaptive to changes.

Any of the following types of projects can benefit from using Agile:

• Projects with fast-changing deliverables
• Projects that evolve or lack clear scope and requirements at the beginning.
• Projects that require frequent customer interaction and collaboration with external parties Projects focused on innovation and continual improvements.
• Projects with many interdependent tasks and teams that need to work closely together.
• Projects that require building a prototype before the final deliverable
• Projects that must be able to act on feedback during development.

When not to use the Agile project management method

Despite the many benefits of Agile, the methodology is not for every project or organization. But how do you know when not to use the Agile project management method? What are the advantages and disadvantages of Agile methodology?

Here are four times the Agile development methodology is not the best option:

• The outcome of your project is stable and well understood.

Agile is intended to help reduce the cost of change and uncertainty on a project by breaking it down into iterative project management stages. However, if there’s already little uncertainty and a low possibility of change, Agile may not be the most effective approach. For instance, if you work in an industry with heavy regulations or where many of the project requirements are already known, you do not need iterative planning and multiple drafts.

• Your project must produce a repeatable deliverable.

By definition, a project is “a temporary endeavor with a beginning and an end, and it must be used to create a unique product, service or result.” But what if a customer asks you to construct five identical houses, and you decide to create a separate project and team for each one? Using Agile could result in five unique houses rather than five identical ones. One of the disadvantages of Agile is that it is not designed for reproducibility.

• Your stakeholders do not want Agile.

An Agile project requires continuous contact with your stakeholders. However, some may not have the time, ability, or desire to dedicate themselves to a project. If the project is considered low value or low risk, they may prefer a more traditional approach where you only involve them at key phases or final delivery.

• Your company cannot support Agile.

If your company or project team is not ready, adopting the Agile development cycle can introduce risk to your project.

Here are five indicators that your company is not ready to use Agile:

1. Agile is not well understood. If your team and company do not have training in Agile or a sound understanding of its principles, practices, and frameworks, then they are not ready to use it.
2. Key stakeholders are resistant. Whether it is your project sponsor or a key team member, if someone is resisting adopting Agile, then you will need to resolve the issue before you can successfully adopt the methodology.
3. Your organization cannot support daily collaboration. If there are significant barriers to communication and open collaboration between team members, Agile may not be the best approach.
4. The company structure cannot support cross-functional teams. On an Agile project, people from many different operations need to meet, communicate, and collaborate throughout the project’s life. If functions are siloed in your company, this might not be realistic.
5. Your organization requires heavy documentation. If your company requires extensive documentation and test reports, Agile may be too costly to adopt. One of the 12 Agile principles is to reduce project reports, requirements, and traceability matrices.