Agile Program and Project Management

Agile management is often better than traditional methods. Studies show that businesses using more than one Agile method are significantly more successful.

Are your clients never satisfied? Do they keep requesting changes? Is it tough to get their approval, which results in falling behind schedule? Are the changes high in costs and not easily executable? Then your business needs Agile Project Management!

Agile is a methodology that develops software and encourages open collaboration as well as process adaptability throughout the project life-cycle. It is iterative and beneficial to those projects, which involve many unknown factors. A framework in the Agile methodology is Scrum.

The first step is to decide whether your organization needs Agile program. The Agile mentor can help you with this. It is a tool that provides facts and success stories related to your approach. The mentor will give you the confidence needed to adopt the practices. The next step is to implementing Agile programs is convincing the other managerial staff and get them to buy-in by providing data. No support from the managers who oppose the change and losing management control are two main reasons for businesses not adopting Agile approaches. They have to realize that by becoming Agile managers they can pioneer change and reap benefits. Agile is an investment in human capital and a long-term plan for the InfoTrinsic Solutions.

It is also essential to make sure that the team involved in the process is ready for Agile and enthusiastic about the change. A team that has uninterested slackers hinders success and efficient implementation. It is wrong to assume that all employees will be skilled, willing to organize their efforts and disciplined. Everyone has a different skill set, background and social framework and they only come together to work temporarily on the project. The short-term nature of the job hinders any extra effort and dedication.
The managers need to let go of their control over budgeting, planning and documentation. The team and managers should have a good relationship based on trust and this involves no compulsion from the managers and recommendations from the book. Make the team define goals for the end of the program and look into getting an Agile coach. The worst-case scenario in this situation would be getting a new team because the old one does not understand the objectives and is least interested in self-organizing.

Get the team disciplined which is as important as self-organization for an Agile team. Some control over the team still needs to be retained to prevent chaos. Discipline involves enforcing the basic concepts such as punctuality, adhering to promises made and following the checklist for the process. These statures are key to building trust between the team and management so the power transformation goes smoothly and displays the competence of the team.

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