Project Management

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Topics: Agile, Innovation, Organizational Project Management
what is Agile Project Management
What are main differences between conventional project management and agile project Management.
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Rashid -

there is no such thing as "agile project management". A project could be managed using a predictive lifecycle or an agile/adaptive lifecycle. I'd suggest reviewing PMI's Agile Practice Guide to get an overview of the differences.

Rashid, agile can be called an approach, method, technique, framework or practice that fulfills the "values" and "principles" of the "Agile Manifesto"

I am myself reviewing PMI's Agile Practice Guide now and it does a great job of explaining the differences (pg 10-11). However, if one does not have the guide, there are plenty of YT videos that explain this very well. The "Agile Training Videos" channel seems to sum thing up nicely. "Simplilearn Agile Scrum Master Training" goes more in depth.
The first thing to do, as @Kiron said, is to understand that something like "Agile project management" does not exist. What exists is project management peformed in diferent environments (Lean, Agile, etc) following a way (PMI, IPMA, GPM, etc). If you do not understand that then you fail. PMI´s Agile Practice Guide is not a good source of information. It will confuse you because is related to software. My recomendation is take a close look to PMBOK guide just in case you like to read PMI´s documentation.
About the diferences it will be the tools and techniques you use and perhpas the project life cycle. Remember that you can apply Agile with any project life cycle like waterfall for example.
Each project has the following layers: Directing, Managing and Delivery. The strength of agile practises and frameworks is on the (teams) product delivery layer. Furthermore, the question "how much agile" is suitable always depends on the project context, especially project product uncertainty, complexity, etc.
The key thing is that Project Management in an agile working envrionment requires a good understanding of different behaviors, mindset, practices that are needed to make it successful.
A specific "Agile Project Management" framework or methodology might not exist, but you can apply principles from the agile manifesto to any project approach to make it more agile. Think of it more in terms of business agility, or project agility. Strictly enforcing scrum across a company does not mean your company is agile. It's about responding rapidly to changes without losing momentum; being adaptable and flexible.
There are many project management approaches/methodologies/frameworks that fall under the umbrella of Agile. Agile is a response to the utter failure of traditional/waterfall/predictive project management to successfully deliver projects that have a high degree of uncertainty or change. Agile embraces change as both inevitable and desirable in such situations.

I recommend you start with the Agile Manifesto at , including the principles page at

The most popular Agile approach is Scrum. I recommend the book Scrum: The Art of Doing Twice the Work in Half the Time, by Jeff Sutherland, co-founder of Scrum. It's an interesting and non-technical introduction to Scrum.
1 reply by Aaron Porter
Jun 11, 2019 11:14 AM
Aaron Porter
I would argue that the problem with traditional/waterfall/predictive is the people, more than the process (although sometimes it is the process). Granted, there are projects that are better run using an approach like Scrum. Likewise, there are projects I would not use Scrum on, such as upgrading SAP CRM from EHP 6 to EHP 8 and migrating to HANA.

If you were to take a poll, I would wager that you would find more people have received actual training on Scrum or other agile approaches than have received actual training on traditional approaches. Most of the people I've worked with on traditional projects, over the past 16 years, have all had slightly, or grossly, different opinions on how a waterfall project should be run. Once I started coaching my teams on how a given project would be run, my projects started getting more successful. This coaching came after careful consideration of the correct approach for the project.
Yes, like others I am agreed that there is no such thing like Agile Project Management. Agile is about 4 values and 12 principles. If your work is aligned with these values and principles, you are Agile.

In case you need to frequently deliver to get fast feedbacks so that you can validate steps, you need to be Agile. And to achieve these whatever you do, it Is Agile.

Here we are open for feedbacks and refinements based on those feedbacks. These refinements can be done either in iterations or we can follow a kanban or lean based approach.
Agile way of doing is intended to high level of changes. It needs on-going stakeholder’s involvement. Here iterations are very rapid usually with duration of 2 to 4 weeks and are ?xed in time and cost.
Sorry for said that but the problem with most of the comments above are the same. Agile IS NOT about values and principles. That is Agile applied to software where the framework is the Manifesto (but the way the word "software" inside the name is used for a reason). If you like to understand about Agile just take a look to book "Response Ability" written for Rick Dove which contains most of the deliverables created where Agile and agility concept were defined: USA DoD/NSF Agility Forum in 1990. But, just in case people decide to use the Manifesto as the basement for other domains then the Manifesto must be customized. It works, I have made an experience with several companies along the 3 years I was the leader of the community of interest about agile inside the PMI Buenos Aires chapter. Bur if people do not understand the basement first, do not understand it is a matter of enterprise architecture then will fail.
1 reply by Wade Harshman
Jun 11, 2019 9:53 AM
Wade Harshman
Mr. Dove is very proud of that book, Sergio. It's $70 even for the Kindle version. Thankfully we've had your history lessons to save us a few dollars.

I am fascinated by the history of business management and culture, specifically the interaction / learning between software and non-IT organizations in the age of Lean and Agile. We know the Manifesto for Agile Software Development was written for software, as you say, but it was built on decades of lessons from other domains as well as existing software development frameworks. Now those same lessons are applied beyond software development and both continue to evolve. It will be interesting to see what changes are in store over the next 5-10 years.
Other interesting place that took most of the outcomes from USA DoD/NSF Agility Forum is this:
It deserves to be taken in consideration.
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