Agile management: Difference between revisions
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'''Agile management''' or '''agile project management''' is an iterative and incremental method of managing the design and build activities for engineering, information technology, and new product or service development projects in a highly flexible and interactive manner, for example [[agile software development]]. It requires capable individuals from the relevant business, with supplier and customer input.{{Citation needed|date=April 2011}} There are also links to [[lean project management|lean techniques]], [[Kanban]] and [[Six Sigma]].{{ref|1=[http://cprime.eleapcourses.com/courses/view?id=11363 Interest in the Scrum agile process framework is exploding] as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers." (at the [[cPrime]] online studying network)}} Agile techniques are best used in small-scale projects or on elements of a wider programme of work, or on projects that are too complex for the customer to understand and specify before testing prototypes.{{ref|1=Many management experts refer to these preferred project environment. Although exceptions as seen on this [http://blog.protegra.com/2011/12/15/is-agile-suitable-for-all-projects/ list of agile projects in places that "won't work"].}} |
'''Agile management''' or '''agile project management''' is an iterative and incremental method of managing the design and build activities for engineering, information technology, and new product or service development projects in a highly flexible and interactive manner, for example [[agile software development]]. It requires capable individuals from the relevant business, with supplier and customer input.{{Citation needed|date=April 2011}} There are also links to [[lean project management|lean techniques]], [[Kanban]] and [[Six Sigma]].{{ref|1=[http://cprime.eleapcourses.com/courses/view?id=11363 Interest in the Scrum agile process framework is exploding] as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers." (at the [[cPrime]] online studying network)}} Agile techniques are best used in small-scale projects or on elements of a wider programme of work, or on projects that are too complex for the customer to understand and specify before testing prototypes.{{ref|1=Many management experts refer to these preferred project environment. Although exceptions as seen on this [http://blog.protegra.com/2011/12/15/is-agile-suitable-for-all-projects/ list of agile projects in places that "won't work"].}} |
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Agile techniques may also be called [[extreme project management]]. It is a variant of [[iterative and incremental development|iterative life cycle]]<ref>ExecutiveBrief, [http://www.pmhut.com/which-life-cycle-is-best-for-your-project Which Life Cycle Is Best For Your Project?], PM Hut. Accessed 23. Oct 2009.</ref> where deliverables are submitted in stages. The main difference between agile and iterative development is that agile methods complete small portions of the deliverables in each delivery cycle (iteration) while iterative methods evolve the entire set of deliverables over time, completing them near the end of the project. Both iterative and Agile methods were developed as a reaction to various obstacles that developed in more sequential forms of project organization. For example, as technology projects grow in complexity, end users tend to have difficulty defining the long term requirements without being able to view progressive prototypes. Projects that develop in iterations can constantly gather feedback to help refine those requirements. |
Agile techniques may also be called [[extreme project management]]. It is a variant of [[iterative and incremental development|iterative life cycle]]<ref>ExecutiveBrief, [http://www.pmhut.com/which-life-cycle-is-best-for-your-project Which Life Cycle Is Best For Your Project?], PM Hut. Accessed 23. Oct 2009.</ref> where deliverables are submitted in stages. The main difference between agile and iterative development is that agile methods complete small portions of the deliverables in each delivery cycle (iteration) while iterative methods evolve the entire set of deliverables over time, completing them near the end of the project. Both iterative and Agile methods were developed as a reaction to various obstacles that developed in more sequential forms of project organization. For example, as technology projects grow in complexity, end users tend to have difficulty defining the long term requirements without being able to view progressive prototypes. Projects that develop in iterations can constantly gather feedback to help refine those requirements. According to Jean-Loup Richet (Research Associate at [[ESSEC]] Institute for Strategic Innovation & Services) "''this approach can be leveraged effectively for non-software products and for project management in general, especially in areas of innovation and uncertainty. The end result is a product or project that best meets current customer needs and is delivered with minimal costs, waste, and time, enabling companies to achieve bottom line gains earlier than via traditional approaches.''"<ref>Richet, Jean-Loup (2013). ''Agile Innovation''. Cases and Applied Research, n°31. ESSEC-ISIS. ISBN 978-2-36456-091-8</ref> |
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The Agile Project Leadership Network<ref>[http://www.apln.org/ Agile Project Leadership Network (APLN)]</ref> provides a [[community of practice]] for those using Agile methods, with international conferences and online forums. Their '''Declaration of ''Interdependence'''''<ref>[http://www.apln.org/ Agile Project Leadership Network]'s [http://pmdoi.org/ Declaration of Interdependence]</ref> extends the Agile Manifesto<ref>[http://agilemanifesto.org/ Agile Manifesto]</ref> further into the value stream and emphasises the collaborative, whole-business nature of this work. |
The Agile Project Leadership Network<ref>[http://www.apln.org/ Agile Project Leadership Network (APLN)]</ref> provides a [[community of practice]] for those using Agile methods, with international conferences and online forums. Their '''Declaration of ''Interdependence'''''<ref>[http://www.apln.org/ Agile Project Leadership Network]'s [http://pmdoi.org/ Declaration of Interdependence]</ref> extends the Agile Manifesto<ref>[http://agilemanifesto.org/ Agile Manifesto]</ref> further into the value stream and emphasises the collaborative, whole-business nature of this work. |
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Revision as of 13:18, 25 September 2013
 | The topic of this article may not meet Wikipedia's general notability guideline. (June 2013) |
 | This article provides insufficient context for those unfamiliar with the subject. (October 2009) |
Agile management or agile project management is an iterative and incremental method of managing the design and build activities for engineering, information technology, and new product or service development projects in a highly flexible and interactive manner, for example agile software development. It requires capable individuals from the relevant business, with supplier and customer input.[citation needed] There are also links to lean techniques, Kanban and Six Sigma.[1] Agile techniques are best used in small-scale projects or on elements of a wider programme of work, or on projects that are too complex for the customer to understand and specify before testing prototypes.[2]
Agile techniques may also be called extreme project management. It is a variant of iterative life cycle[1] where deliverables are submitted in stages. The main difference between agile and iterative development is that agile methods complete small portions of the deliverables in each delivery cycle (iteration) while iterative methods evolve the entire set of deliverables over time, completing them near the end of the project. Both iterative and Agile methods were developed as a reaction to various obstacles that developed in more sequential forms of project organization. For example, as technology projects grow in complexity, end users tend to have difficulty defining the long term requirements without being able to view progressive prototypes. Projects that develop in iterations can constantly gather feedback to help refine those requirements. According to Jean-Loup Richet (Research Associate at ESSEC Institute for Strategic Innovation & Services) "this approach can be leveraged effectively for non-software products and for project management in general, especially in areas of innovation and uncertainty. The end result is a product or project that best meets current customer needs and is delivered with minimal costs, waste, and time, enabling companies to achieve bottom line gains earlier than via traditional approaches."[2]
The Agile Project Leadership Network[3] provides a community of practice for those using Agile methods, with international conferences and online forums. Their Declaration of Interdependence[4] extends the Agile Manifesto[5] further into the value stream and emphasises the collaborative, whole-business nature of this work.
Agile Methods are mentioned in the Guide to the Project Management Body of Knowledge (PMBOK® Guide) under the Project Lifecycle definition: A project life cycle, also known as change-driven or agile methods, that is intended to facilitate change and require a high degree of ongoing stakeholder involvement. Adaptive life cycles are also iterative and incremental, but differ in that iterations are very rapid (usually 2-4 weeks in length) and are fixed in time and resources.[6]
References
- ^ ExecutiveBrief, Which Life Cycle Is Best For Your Project?, PM Hut. Accessed 23. Oct 2009.
- ^ Richet, Jean-Loup (2013). Agile Innovation. Cases and Applied Research, n°31. ESSEC-ISIS. ISBN 978-2-36456-091-8
- ^ Agile Project Leadership Network (APLN)
- ^ Agile Project Leadership Network's Declaration of Interdependence
- ^ Agile Manifesto
- ^ ©Project Management Institute, A guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, p 526.
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