A new project stage does not begin until the previous one is finished. The method works well for clearly defined projects with a single deliverable and fixed deadline. The Waterfall approach requires thorough planning, extensive project documentation, and tight control over the development process.
In theory, this should lead to on-time, on-budget delivery, low project risks, and predictable final results. However, when applied to the actual software engineering process, the Waterfall method tends to be slow, costly, and inflexible due to numerous restrictions. In many cases, its inability to adjust the product to the evolving market requirements often results in a huge waste of resources and the eventual project failure.
As opposed to a traditional approach, the Agile project management philosophy has been introduced as an attempt to make software engineering more flexible and efficient.
It has quickly become the industry standard for project management. It is estimated that about 95 percent of organizations have adopted Agile in one form or another.
Although, not knowing how to classify the approach they were practicing, they realized clearly that it was different from Waterfall in many ways. However, the modern-day Agile approach was officially introduced in , when a group of 17 software development professionals met to discuss alternative project management methodologies.
Having a clear vision of the flexible, lightweight, and team-oriented software development approach, they mapped it out in the Manifesto for Agile Software Development.
Complemented with the Twelve Principles of Agile Software , the philosophy has come to be a universal and efficient new way of managing projects.
Agile methodologies take an iterative approach to software development. Unlike a straightforward linear Waterfall model, Agile projects consist of a number of smaller cycles — Sprints. Each one of them is a project in miniature: it has a backlog and consists of design, implementation, testing, and deployment stages within the pre-defined scope of work. At the end of each Sprint, a potentially shippable product increment is delivered. Thus, with every iteration new features are added to the product, resulting in gradual project growth.
With the features being validated early in the development, the chances of delivering a potentially failed product are significantly lower. Work breakdown: The project consists of small cycles known as Sprints in Scrum. Value of teamwork: The team members work closely together and have a clear vision of their responsibilities. Iterative improvements: There is frequent reassessment of the work done within a cycle to make the final product better.
According to the 14th annual state of Agile research , respondents who have adopted the Agile approach mention the following benefits:. Agile is an umbrella term for a vast variety of methodologies and techniques, sharing the principles and values described above. Each of them has its own areas of use and distinctive features.
Scrum is a dominant Agile methodology that dictates the process flow. The presentation was based on the knowledge they acquired as they applied the method during the previous few years. While Scrum was introduced far before the Agile Manifesto, it relies on Agile principles and is consistent with the values stated in that document.
Scrum is aimed at sustaining strong collaboration between people working on complex products, and details are being changed or added. It is based upon the systematic interactions between the three major roles with defined accountabilities: Scrum Master, Product Owner, and the Team. A basic unit of work in scrum — Sprint — is a short development cycle that is needed to produce a shippable product increment.
Having no standard duration as long as it is less than 4 weeks , all the Sprints within a project should have a fixed length. This makes it easier to plan and track progress. Scrum relies on three main artifacts that are used to manage the requirements and track progress — Product backlog, Sprint backlog, Sprint burndown chart.
It is a single source of requirements. The product Backlog updates as new requirements, fixes, features, and details are being changed or added. The Sprint Backlog is a list of tasks the team must complete to deliver an increment of functional software at the end of each Sprint.
In other words, team members agree on which product items to deliver and define a plan on how to do so. The Sprint Burndown Chart is an illustration of the work remaining in a Sprint.
It helps both the team and the Scrum Master as it shows progress on a day-to-day basis and can predict whether the Sprint goal will be achieved on schedule. The process is formalized through a number of recurring meetings or events, like the Daily Scrum Standup , the Sprint Planning, the Review, and Retrospective meetings the Sprint Retrospective.
The Daily Scrum is a timeboxed meeting, during which a Development Team coordinates its work and sets a plan for the next 24 hours. The event lasts 15 minutes and should be held daily at the same place and time. The work to be completed is planned at the Sprint Planning. They answer two key questions: which work can be done and how this work will be done. The Sprint Planning lasts no longer than eight hours for a one-month Sprint.
For shorter Sprints, the meeting usually takes less time. At the end of each Sprint, the team and the product owner meet at the Sprint Review. During this informal meeting, the team shows the work completed and answers questions about the product increment.
The Sprint Review is a four-hour timeboxed meeting for one-month Sprints. The whole team goes to Retrospective Meetings to reflect on their work during the Sprint. Participants discuss what went well or wrong, find ways to improve, and plan how to implement these positive changes. Scrum works well for long-term, complex projects that require stakeholder feedback, which may greatly affect project requirements.
Thus, the list of companies using this approach is impressive. Companies working in the fields of finance, consulting, education, retail, media, and entertainment choose this approach to organize their work processes and enhance cooperation with customers.
In , the majority of State of Scrum Report respondents 98 percent said they were going to use this framework to move forward. Kanban is another common framework used to implement Agile project management.
That said, 43 percent of companies have stated that they use Kanban as one of the Agile approaches. Kanban is a simple, yet powerful approach to developing software products. Its origins go down to a visual system of cards used in Toyota manufacturing as a production control method. As soon as a task is completed, the team can take the next item from the pipeline.
Thus, the development process offers more flexibility in planning, faster turnaround, clear objectives, and transparency. No standard procedures within the process, as well as the fixed iterations, are required in Kanban, as opposed to Scrum. The project development is based on the workflow visualization through a Kanban board , usually represented by sticky notes and whiteboards or online tools like Trello.
Trello automates and digitalizes Kanban. Team members can also leave comments, attach screenshots, documents, or links to provide more details. Teams using Kanban tools work in a cooperative manner. Using Kanban, teams can do small releases and adapt to changing priorities. Unlike Scrum, there are no Sprints with their predefined goals. Kanban is focused on doing small pieces of work as they come up. For example, if testers find errors in the product, developers try to fix them right away.
Kanban, for instance, works well after the main release of the product and suits update and maintenance purposes. Companies like Spotify and Wooga a leading mobile games development company have been using this approach successfully over the years. Yet, 8 percent of organizations combine Scrum with Kanban techniques, using so-called Scrumban rather than the original frameworks. Typically, project managers conceive of their projects in life cycle stages, moving sequentially from initiation through planning and implementation to closing.
At no point do you return to a previous stage. To run projects well, sponsors and managers need to focus on three main things: innovating; creating a high-performing team; and, most important, delivering benefits. In the early s, as the internet and new technologies converged to create an explosion of change, the agile movement began to take hold as an alternative to the rigidity of traditional project-management practices. The focus was on accomplishing work in smaller increments, on delivering value to customers faster, and on evaluating requirements, plans, and results continuously.
Agile has been a positive development in many ways, but at times it has led to tribalism in the project-management-expert community. Many leaders see agile as cool and fresh, and traditional project management as obsolete—and so they have rashly instituted agile throughout their organizations. That is counterproductive. Instead, they need a toolbox of approaches—among them agile and traditional project management, certainly, but also design thinking, change management, and product development—and then must build competencies in all of them throughout their organizations.
But to make that possible, they first need a framework that allows everybody in the organization to see, understand, and work productively on the key elements of any given project. The concept is inspired by the business model canvas developed by Alex Osterwalder and Yves Pigneur and used by millions of people worldwide. Both Alex and Yves helped with early brainstorming for the design of the project canvas.
A few other frameworks with the same name exist, but none has been as widely adopted as this one. The framework is composed of just three domains: foundation, people, and creation. Each domain is vital to the success of any project. What distinguishes the project canvas from other guides to project management? A lot of things. It can be applied to any project, program, or strategic initiative. It focuses on value and benefits rather than processes and controls, and it encourages you to focus on how to quickly deliver the elements of greatest value.
It focuses on implementation rather than detailed planning, and—this is critical—it spans not just the traditional project life cycle but also the pre- and postproject phases, to include aspirations and benefits. The project canvas works with all project-management methodologies, and it guides each stage of the process.
It is used throughout the project to track progress and ensure that critical elements and assumptions remain valid. It is used near the end, to assess whether the project is delivering its intended benefits, and after the project is over, to capture lessons learned and build up competencies found to be lacking.
The canvas process begins just before you invest heavily in a project but after you have put both a project manager and a project sponsor in place. Those two roles are key to the success of any project. But that division diminishes the role of the project manager, who also needs to be concerned with purpose and benefits. When it comes to how a project is run and what its goals are, the manager and the sponsor must be on the same page—which, of course, is exactly what the project canvas makes possible.
The canvas has to work for everybody, so it must be built on consensus. The project manager should start by convening a project-definition workshop—a meeting that brings together the project sponsor, key stakeholders, and company experts, not to mention anybody else who might provide relevant information, including customers and suppliers.
This meeting might take two or three hours. Make sure everybody has a blank copy of the canvas. Review the goals, scope, and details of the project, and walk through the elements of the canvas template. Then have everybody brainstorm for a while. Start with the foundation, and then move through the other domains and their building blocks.
Ask participants to share their views and opinions, and then using a master copy of the canvas, summarize the main themes that have emerged for each domain and building block. At this point, your canvas will have a lot of information on it. Ask yourself, Does it all work together as a cohesive and integrated whole? Does it make sense from a strategic and an organizational perspective?
Now is the time for some careful thought and focused iteration. Take more time to define them. When the meeting ends, the process is far from over. Robbins, Timothy A. Judge is one of the Keegan and Mark Green is one of the most read Christian Albright, Wayne L. Get the best In all my search for freebies online, accessing items Human Resources Management Set: Concepts, Methodologies, Tools and Applications Human resources management is essential for any workplace environment and is deemed most effective when a strategic focus is in DeCenzo is one of the most read and Dave provides clear rules for creating a presentation.
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