3 Likes and 3 Dislikes about Agile project management

January 25, 2018 Corporate Blog

If you have heard about Agile project management and Scrum, you probably heard of it in the context of software development. Today many companies try to jump into Agile in the pursuit of its advantages. Why so?

 

 3 reasons to like Agile:

 

  1. Flexibility. Agile ensures continuous product delivery and improvement. It helps rapidly adapt products to changing market requirements. Agile encourages continuous feedback.
  2. Velocity. The approach allows accelerating time to market.
  3. Teamwork. The methodology increases the product team efficiency.

These advantages make Agile the most suitable approach for projects focused on new products’ development. However, the companies preferring traditional management face challenges when trying to adopt Agile. There are several reasons that make Agile transformation challenging.

That’s why there are 3 reasons to don’t like Agile:

 

  1. Planning and/or prediction. Frequent changes in the workflow can affect project planning and on-time task completion. The initial product version could be different from the following ones.
  2. Control and documentation. There is no focus on documentation in Agile. Thus, in some cases, nobody knows what (and why) was developed.
  3. Comprehension of Agile. “To be Agile” is much more complex than “To do Agile”.

 

Just to round it up, things are not always easy with Agile implementation. Agile does not start with abandoning documentation, using specific words, like “user stories”, “story points” or “burn-down chart”. Renaming the regular meetings into “daily stand-up”, “planning”, “retro”, “demo” also is not enough for being Agile. The company or the team becomes Agile when it revises everything from company culture to time frames. It is not an easy task. There lots of case when the attempts to implement Agile failed. Thus, it is important to know if your company or project is compliant with Agile. In the next article, we’ll try to figure it out.

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