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Teams are self-directed and are free to accomplish deliverables Teams are typically tightly controlled by a project manager.
as they choose, as long as they follow agreed rules. They work to detailed schedules agreed at the outset.
Project requirements are developed within the process as Project requirements are identified before the project begins.
needs and uses emerge. This could mean that the final This can sometimes lead to "scope creep," because
outcome is different from the one envisaged at the outset. stakeholders often ask for more than they need, "just in case."
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User testing and customer feedback happen constantly. It's User testing and customer feedback take place towards the end
easy to learn from mistakes, implement feedback, and evolve of the project, when everything has been designed and
deliverables. However, the constant testing needed for this is implemented. This can mean that problems can emerge after
labor-intensive, and it can be difficult to manage if users are the release, sometimes leading to expensive fixes and even
not engaged. public recalls.
Teams constantly assess the scope and direction of their Teams work on a final product that can be delivered some time
product or project. This means that they can change direction – often months or years – after the project begins. Sometimes,
at any time in the process to make sure that their product will the end product or project is no longer relevant, because
meet changing needs. Because of this, however, it can be business or customer needs have changed.
difficult to write a business case at the outset, because the final
outcome is not fully known.
Ultimately, traditional project management is often best in a stable environment, where a defined deliverable is needed for a
fixed budget. Agile is often best where the end-product is uncertain, or where the environment is changing fast.
Reporting
In Agile Project Management, there are regular opportunities for reporting on progress.
As well as daily scrum meetings, team members meet the product owner and key stakeholders after each sprint to present the
sprint deliverable. In this meeting, the group decides together what they should change for the next sprint.
After this, the scrum master (and sometimes the product owner) holds a retrospective meeting, in which they look at the
process that they used in the last sprint and decide what they can improve for the next one.
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Tip:
If you're working with a virtual team, make sure that everyone is using the same instant messaging (IM) software to speed
communication. Virtual meeting software is essential for daily scrum meetings.
Social media can also be useful for helping team members collaborate between meetings.
Key Points
Agile Project Management aims to deliver fully working upgrades of a product or process on a regular basis – typically, every
30 days.
It's ideal for software development and other projects where requirements are likely to change during the project – for
example, in new or fast-growing businesses or in fast-changing business environments.
Teams are entirely self-managed and have the freedom to change their approach when needed. This flexibility can save costs
and ensure that the final product meets customers' needs.
Infographic
Click on the thumbnail image below to see Agile Project Management represented in an infographic:
atings
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Learning Stream
Project Management
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