Agile Project Management: 5 Essential Rules to Follow

If you are currently using a traditional project management approach but would like to make a change, or are simply looking to incorporate more aspect of agile project management into your system there are some rules that can help you. These are guidelines that if applied, can help you become a more agile project manager.

1. Welcome change

One of the biggest differences in agile project management compared with the more traditional project management is the approach to change. Traditional project management tries to minimize the risk of change by planning out the full project before beginning. Agile project management not only expects changes to occur, it welcomes it as a way to improve and create a better end product. It may seem strange at first, but you must welcome changing requirements at any point in the process. To do this, there should be a flexible plan in place that allows for constant analysis, making adjustments as necessary.

You should be comfortable adapting the necessary changes. Keep in mind that these changes are not obstacles to overcome but predictable steps along the path of the project. Agile project management challenges the belief that all requirements are clear up front. Instead, it acknowledges that there are many unknowns that come to light as a project progresses. Being able to absorb these unknowns, make the necessary changes and keep moving forward are key to successfully adapt an agile project management perspective.

2. Maintain close cooperation between all parties involved

Because you are constantly evaluating the product, it is essential that you maintain close cooperation between all parties involved. This includes business people, developers and customer – anyone who plays a part in the process. To maintain this cooperation, it is best that teams work in close quarters (preferably all in the same building if not on the same floor!).

Also, remember that communication is key. Good communication between parties will ensure that everyone is apprised of the current status of the project and allows for relevant people to make quick decisions as needed. One of the easiest ways to foster good communication is through in person conversations. This allows you to get right to the point and removes any misunderstandings that can come through phone or email communications.

Another way to maintain close cooperation is through increased number of meetings. These do not always need to be formal but allows for proactive risk mitigation. Parties are able to highlight and discuss any new developments and make decisions as needed.

It is important to remember that all parties need to be involved, including the client. It is common in agile project management to have the client heavily involved in the project. Since it is possible that the project is constantly changing and evolving, having the client involved keeps them up to date and prevents any unwanted surprises at the end.

3.  Consider working software a measure of success

Another big difference between traditional and agile project management is the measure of success. With traditional project management, success is viewed as producing the end result within the specified requirements (time frame, cost, etc.). Agile project management views this differently. It sees success as the production of working software. This working software does not necessary need to be the product in its final stages. The reason for this view is that clients want to see results and the delivery of useful, functional software does just that. When creating this software, it is extremely important to pay attention to maintaining design and technical excellence. The goal of agile project management is to produce the high end-quality product possible.

Even if the products is enhanced or modified before the end of the product, as soon as the software becomes functional it is viewed as successful. Therefore, there can be multiple successes within one project. To highlight this, steps are broken down. The smallest item of work is known as a story. There are multiple stories in a feature and stories delivered within a set timeframe are called iterations. Multiple iterations make up a release and an overall project may have multiple releases. By breaking it down, you can see how there can be multiple successes within a project.

4. Be Passionate

The best results come from passionate people. Agile project management acknowledges this and believes that everyone involved in a project should share the same passion for it. Teams should come together naturally based on a mutual interest in a project. This will increase the cooperation amongst the team (see rule # 2 for why this is important!) and encourage everyone involved to bring their best efforts and ideas forward.

When a team is excited about the project they are working on and are given the trust in which to complete it, their production will be optimal. This can be a key factor is the quality of the product that is produced. When your team is passionate about a project, they will want it to be the best it possible can be.

5. Adopt the Agile Triangle instead of the Traditional Iron Triangle

One of the easiest ways to adapt a more agile approach to project management is to switch the framework through which you view a project. Instead of using the traditional iron triangle, familiarize yourself with the agile triangle. This uses value, quality and constraints at the three points compared to the traditional cost, schedule and scope of a traditional triangle. Cost, schedule and scope are combined under constraints in an agile triangle to allow for more priority to be placed on value and quality.

By analyzing a project using this triangle, you can place a higher value on the quality of a product. Even though the goal is to create the best possible end product, you need to keep constraints in mind to prevent things from getting out of control. Too much flexibility can be detrimental to a project. For example, you want to product the highest quality product but not at the expense of costs spiraling out of control or a deadline that is continually being delayed.