Agile Management History
Agile Project Management’s history began in 2001 as the result of a small group of people who met because they were frustrated with the “heavy software” methodologies. Their purpose was to find a better way to develop software. The group arrived at a core set of values they believe are essential in effective and efficient software management and development. The group’s emphasis was on valuing “soft skills.”
How Does Agile Management Meet That Requirement?
Agile Management offers flexibility as the team minimizes focus on “set” requirements and plans. This methodology is differentiated from traditional ones in its incremental, iterative approach as well as its significant emphasis on people, their discipline, competencies, and abilities to work together to get the job done rather than on processes, “unchanging” requirements, documentation, and sticking to hopefully unchanging plans.
Although technically savvy, the Agile Project Manager’s primary job is to guide customers, stakeholders, and teams to reaching their full potential, and in turn complete projects that are functional (using feature-based scope), timely and acceptable to the customer, having involved all of them throughout the entire process.
That said, Agile Management’s emphasis on soft skills does not mean that traditional management methodologies neglect the importance of soft skills. Much to the contrary, successful Project Managers, no matter the technique employed, continually and effectively communicate, build strong teams, motivate, plan, monitor, and execute projects while prioritizing and controlling scope. This is done typically in environments that necessitate such an approach to timely and successful project completion.
The Agile Management approach includes several development processes, including SCRUM and Extreme Programming, which will be introduced in my subsequent article to be entitled, Project Management Methodology: Employing Agile Development.
Another Project Management Methodology?
Agile Management is management methodology that offers a different approach. No matter the methodology used, good project management fundamentals are required. Successful projects command strong communication, effective team building and collaboration, as well as good planning, execution, and progress monitoring.
Why Deploy Agile Management?
This approach can be used in various project and management circumstances, including but not limited to those in which customers and users are actively involved in requirements, analysis, and modeling efforts, and an iterative and incremental approach is being taken. Although changing requirements is welcomed, it remains good project management practice to effectively prioritize scope on Agile Management projects.
This post is part of the series: A Look at Agile Management
Agile Management has evolved from Agile Software Development to Management Methodology. This article takes a look at the Agile Management methodology.