![]() Suffice it to say that Agile project management and Agile software development are a group of related behaviors, scaled frameworks, techniques, and concepts that fundamentally favor the delivery of the right working software as early and as frequently as realistically possible. Each body that embraces Agile tends to try to give it its own definition. ![]() There are Agile project management definitions, implementations, and interpretations. The word, even in a software context, means different things to different people or organizations. Now, simply calling something Agile isn’t particularly helpful. In 2001, a group of practitioners and experts created the Agile Manifesto, aimed at defining 4 values and 12 guiding principles that seek to embody the spirit of Agile software development and to encourage its evolution. They can trace their roots to the 1950s, thought leadership in the 70s, maturity in the 90s, and adoption through the 00s. And finally, the less prescriptive but iterative software development life cycles ( SDLC) that encourage rapid prototyping or larger systems to be designed, built, and delivered in incremental steps, each building on top of the other.Īgile software development and Agile project management were born out of the inadequacies of the waterfall and the benefits of the iterative approaches to software delivery. There were prescriptive sequential methodologies like waterfall that forced you to plan lengthy projects, understand and commit to all your requirements, design and sign off complex systems, write lots of code, and then test (all before your customer gets to see it for the first time). There were the heavy frameworks that let you make decisions on how you execute and deliver while offering a structure to maintain control and governance. There was a time when software project management sat squarely in one of three camps. ![]() When starting an Agile project, in particular, what’s important is working out what’s right for your needs, your team, your business, and your customers. Voices from the corners of the room whisper, “Try doing it this way” others shout, “This is the only way to do it” and the rest just whimper, “Don’t manage it at all, just get on with it.” In reality, all those voices speak some truth. When it comes to managing software projects, there’s a heady mix of options supported by myriad opinions. Which one should we use? How can I guarantee success? What if I make the wrong decisions? There are acronyms and methodologies aplenty. You spend time searching for best practice software development and project management techniques, but the options and approaches are countless. Let’s get this thing done!” You pause for a moment, step back, and think to yourself “Okay, so how do we do this?” You start to talk to your colleagues and peers. ![]() You cannot fail.Īt first, you’re thinking to yourself, “Awesome, I’m up for the challenge. The future success of the company depends on you. You need to get it done as quickly as possible so your business can start to reap the benefits. There’s a great deal of anticipation, fervor, excitement, and expectation. ![]() It’s a software project that’ll engage and enthrall your customers, make your colleagues’ lives easier, and make the company millions in revenue. You’re in charge of delivering your company’s latest and greatest initiative that’s going to change the face of “Widgets International” forever. ![]()
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