What is Agile :
Agile project management is an iterative approach to planning and guiding project processes.Just as in agile software development, an agile project is completed in small sections called iterations. Each iteration is reviewed and critiqued by the project team, which may include representatives of the client business as well as employees. Insights gained from the critique of an iteration are used to determine what the next step should be in the project. Each project iteration is typically scheduled to be completed within two given sprint.
The main benefit of agile project management is its ability to respond to issues as they arise throughout the course of the project. Making a necessary change to a project at the right time can save resources and, ultimately, help deliver a successful project on time and within budget.
Because agile management relies on the ability to make decisions quickly, it is not suitable for organizations that tend to deliberate over issues for a prolonged period or for those that take decisions to a committee.
Agile Transformation :
Many large and small organizations even today face challenges in executing projects. Besides the fear of unknown the biggest headache "C" level executives faces is the time and cost over run along with deteriorated product quality.
Agile is an umbrella term for different methods that promote a project management and delivery approach rooted in Iterative and Incremental development, with
- Frequent Inspection and Adaptation.
- Frequent involvement and team work
- Agile is much more than a “new process”, it’s a culturally different way of building software.
The Agile Metrics helps to :
- Estimate quality
- Estimate the cost to build
- Estimate the time/effort needed to complete
- Estimate the scope that can be planned
- Identify problem areas in the product, project, scrum
On the surface it would appear quite easy to transition an organization to Agile, but one can't underestimate the strength of resistance they may encounter. Not many people have worked in a truly Agile environment, so there may be a fear of the unknown or "how it's done," and a compulsion to stick with what they know — i.e., Waterfall.
People working in supporting functions or the broader business can have strong beliefs about "the way we do things around here." Even when there's clear evidence that their assumptions are incorrect, they will still make any number of excuses to justify them. If you're only measured against your last project, there's terrific pressure to claim success, even if the project delivered very little value.
There are many organizations that claimed they had tried using Agile but it didn't work for them. When you dig deeper and / or take them to task, you will know that they had made no real effort to transition to Agile, preferring instead to maintain the status quo. Their project managers kept running projects but called them Agile projects. They retained their business analysts and technical architects, so the results should hardly surprise any of us.