Agile Project Management: Experience and Adoption

Agile Project Management: Experience and Adoption

Copyright: © 2022 |Pages: 8
DOI: 10.4018/978-1-7998-7872-8.ch003
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This chapter presents the notion of agile project management and identifies the existing challenges in agile project management in the new millennium. It sets the scene for discussions presented by various authors too. In particular, the chapter identifies the experience and the related problems with agile project management. It also identifies the importance of adoption of agile project management and debates about the measure of agility.
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Agile Project Management

Agile Project Management is the application of the standards of Agile Project Management to different management forms, especially project management. Taking after the appearance of the Manifesto for Agile Project Management in 2001, Agile procedures begun to spread into other ranges of activity (Denning, 2020). In 2004, one of the authors of the initial manifesto, Jim Highsmith, published Agile Project Management: Creating Innovative Products (Highsmith, 2004).

The term Agile Project Management is connected to an iterative, incremental strategy of overseeing the build and design activities of information technology, engineering, and other business areas that point to supply new service or product development in a profoundly interactive and flexible way, based on the standards communicated within the Manifesto for Agile Software Development (Moran, 2015).

Agile X procedures may moreover be called extreme project management. It could be a variant of iterative life cycle (ExecutiveBrief, 2021) where deliverables are submitted in stages. The main contrast between iterative and agile development is that agile strategies complete little portions of the deliverables in each delivery cycle (iteration) (VersionOne, 2021a), whereas iterative strategies advance the complete set of deliverables over time, completing them near the end of the project. Both agile and iterative strategies were created as a response to different deterrents that created in more consecutive forms of project organization. For instance, as innovation projects develop in complexity, end users tend to have trouble characterizing the long - term prerequisites without being able to see dynamic prototypes. Projects that create in iterations can constantly assemble feedback to assist refine those requirements.

Agile Project Management moreover offers a straightforward system promoting communication and reflection on past work among group members (Project Laneways, 2021). Groups who were using conventional waterfall planning and embraced the agile way of improvement regularly go through a change phase and frequently take assistance from agile coaches who help direct the groups through a smooth change. There are ordinarily two styles of agile coaching: pull - based and push - based agile coaching. Agile Project Management approaches have moreover been adapted and employed to the government and business sectors. For illustration, inside the federal government of the United States, the United States Agency for International Development (USAID) is utilizing a collaborative project management approach that centres on integrating Collaborating, Learning, and Adapting (CLA) techniques to adapt and iterate programming (USAID, 2021).

Agile strategies are mentioned within the Guide to the Project Management Body of Knowledge (PMBOK Guide) beneath the Project Lifecycle definition: Adaptive project life cycle, a project life cycle, moreover known as agile or change - driven methods, that’s intended to encourage change and require a high degree of progressing stakeholder inclusion. Adaptive life cycles are moreover incremental and iterative, but differ in that iterations are exceptionally quick (usually 2 - 4 weeks in length) and are fixed in resources and time (Project Management Institute, 2021).



In Project Management, Agile (Rally, 2010) practices include developing solutions and discovering requirements through the collaborative exertion of cross - functional and self - organizing teams and their end user (s) / customer (s) (Collier, 2011). It advocates continual improvement, early delivery, evolutionary Management, and adaptive planning, and it encourages adaptable responses to change (Beck et al., 2013; Agile Alliance, 2021).

It was popularized by the Manifesto for Agile Project Management (Kent et al., 2001). The values and principles espoused in this manifesto were derived from and underpin a broad range of Project Management frameworks, including Scrum and Kanban (The Clever PM, 2021; Larman, 2004).

Key Terms in this Chapter

Agility: Ability to move easily and quickly.

Agile Project Management: It is more flexible approach and promotes collaborative working with the customer.

Manifesto: It is a published declaration.

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