1.2 Agile vs. traditional project management

Agile project management shakes up traditional methods by focusing on flexibility and collaboration. It's all about delivering working software in short sprints, getting constant feedback, and adapting to change. This approach is perfect for projects with unclear requirements or frequent updates.

Traditional project management, on the other hand, follows a linear path with distinct phases. It's great for projects with well-defined scopes and fixed budgets. The key is choosing the right method based on your project's needs and your team's structure.

Agile vs Traditional Project Management

Iterative vs Linear Approaches

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• Agile project management is an iterative approach that focuses on delivering working software incrementally
  • Software is developed in short cycles called sprints or iterations (1-4 weeks)
  • Each iteration includes planning, design, development, testing, and review
  • Goal is to deliver a potentially shippable product increment at the end of each iteration
• Traditional project management follows a linear, sequential approach with distinct phases
  • Phases typically include initiation, planning, execution, monitoring and controlling, and closing
  • Each phase is completed before moving on to the next, with limited opportunity for change or feedback

Flexibility and Collaboration vs Planning and Structure

• Agile methodologies prioritize flexibility, collaboration, and adapting to change
  • Teams are self-organizing and cross-functional, with a focus on face-to-face communication
  • Regular feedback and adjustments are made based on customer input and changing requirements
  • Emphasis is on delivering value to the customer and responding quickly to change
• Traditional approaches emphasize detailed planning, documentation, and following a fixed plan
  • Teams are often structured hierarchically with defined roles and responsibilities
  • Detailed project plans, Gantt charts, and other documentation are created upfront
  • Changes to the plan are often difficult and require formal change control processes

Customer Involvement and Feedback

• Agile projects involve the customer throughout the development process
  • Regular demos, reviews, and feedback sessions are held with the customer
  • Customer input is used to prioritize features and make adjustments to the product
  • Goal is to ensure the product meets the customer's needs and expectations
• Traditional projects typically involve the customer at the beginning and end of the project
  • Requirements are gathered upfront and documented in detail
  • Customer feedback is often limited to formal reviews or acceptance testing at the end of the project
  • Changes to requirements can be difficult and costly to implement

Choosing the Right Methodology

Factors to Consider

• Project complexity and scope
  • Agile is well-suited for projects with unclear or rapidly changing requirements
  • Traditional approaches are more appropriate for projects with well-defined requirements and a clear scope
• Team size and structure
  • Agile works best with small, cross-functional teams (typically 5-9 people)
  • Traditional approaches can accommodate larger teams with specialized roles and responsibilities
• Customer involvement and collaboration
  • Agile requires regular customer feedback and involvement throughout the project
  • Traditional approaches may have limited customer involvement, especially during the execution phase
• Organizational culture and processes
  • Agile requires a culture of trust, transparency, and continuous improvement
  • Traditional approaches may be more compatible with hierarchical organizations and established processes

Examples of Agile and Traditional Projects

• Agile is often used in software development projects
  • Web and mobile app development
  • SaaS (Software as a Service) products
  • Projects with evolving requirements or frequent releases
• Traditional methods are common in construction or manufacturing projects
  • Building construction (residential, commercial, or industrial)
  • Product development with established specifications (automobiles, appliances)
  • Projects with fixed budgets, timelines, and deliverables

Iterative Development in Agile

Benefits of Iterative Development

• Allows for regular feedback and continuous improvement
  • Each iteration includes a review and retrospective to identify areas for improvement
  • Changes can be made to the product, process, or priorities based on feedback
• Enables faster delivery of value to the customer
  • Working software is delivered at the end of each iteration
  • Customers can start using and benefiting from the product earlier in the project lifecycle
• Helps manage risk and uncertainty
  • Issues and challenges are identified and addressed early in the project
  • Scope can be adjusted based on feedback and changing priorities
  • Reduces the risk of delivering a product that doesn't meet customer needs

Iteration Planning and Execution

• Each iteration starts with a planning session
  • Team selects user stories or features to be developed during the iteration
  • Tasks are identified, estimated, and assigned to team members
• Development, testing, and review activities are conducted during the iteration
  • Team collaborates closely to complete the planned work
  • Daily stand-up meetings are held to share progress, identify issues, and plan next steps
• Iteration ends with a demo and retrospective
  • Working software is demonstrated to stakeholders and feedback is gathered
  • Team reflects on what went well, what could be improved, and makes adjustments for the next iteration

Prioritizing Software over Documentation

Agile Manifesto Principle

• The Agile Manifesto states that working software is more valuable than comprehensive documentation
  • Principle 2: "Working software over comprehensive documentation"
  • Emphasis is on delivering a product that meets the customer's needs, rather than creating detailed documentation
• Documentation is still important in Agile projects, but is created as needed
  • Just enough documentation to support the development process and maintain a shared understanding
  • Documentation may include user stories, acceptance criteria, wireframes, or technical specifications
• Agile teams focus on face-to-face communication and collaboration
  • Regular meetings, demos, and feedback sessions help ensure everyone is aligned
  • Documentation is used to supplement and reinforce communication, not replace it

Benefits of Prioritizing Working Software

• Faster feedback and adaptation
  • Customers can provide feedback on working software earlier in the project lifecycle
  • Changes and improvements can be made based on real-world usage and feedback
• Increased customer satisfaction
  • Customers see progress and value being delivered regularly
  • Product is more likely to meet the customer's needs and expectations
• Reduced waste and rework
  • Less time and effort is spent on creating and maintaining detailed documentation
  • Changes to requirements or design can be incorporated more easily without extensive rework of documentation
• Earlier return on investment
  • Working software can be released to customers sooner, generating revenue or benefits earlier in the project lifecycle
  • Incremental delivery allows for a faster realization of project value