Hello, we are starting an IT transformation from waterfall to Agile in my company. Having received the basic training on Agile one of the conclusion is that in an agile organisation we do not need project management. As I doubt about that statement could this community give me the view of what is project management in an agile organisation. Thanks in advance Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
First thing to understand: Agile is not about to use a method, Agile is not about IT or software only, Agile did not start with the Manifesto. I can say that because I was part of the group that creates Agile and agility and that was in 1990 inside the USA DoD NSF/Agility Forum before the software movement exists (in fact, time after I was part of the group of authors of DSDM where I worked with Arie Van Bennekum). So, you can apply Agile with any type of life cycle process, for example with waterfall. Second, Agile is about to transform the whole organization. For your statement I undestood that you will apply a method. But to apply a method the whole organization must be ready for that. To implement Agile must be an organizational strategy and because of that the implemntation of Agile must be because you will solve a problem. With the aim to help you I am including a link above that perhaps it helps you. Third. project manager is a role. In some Agile based methods the role is explicit defined (DSDM method for example) whiile in others the role is mostly shared by two (Scrum for example). I am working helping organizaions to implement Agile from more than 25 years ago to create software and non software products. (https://www.projectmanagement.com/blog-pos...right-solution) Saving Changes...
Jaleel .PMP, Associate Director| MetricStreamBangalore, India
Irrespective of Waterfall or Agile, project management is still required. That means planning still needs to be done, estimations are required, schedule and cost management is required, stakeholder management, Communication management, Resources management etc are all needed. The difference is the way things are done. For example in case of agile, teams are flexible, quick in making changes etc which is not same with water fall. On the other note moving to agile does not mean that water fall cannot/should not be used. It may required depending the phase or stage of a project. Saving Changes...
I'd suggest reviewing the new agile sections in the knowledge area chapters of the Sixth Edition of the PMBOK Guide as well as the Agile Practice Guide.
Project management as a discipline is still practiced regardless of how a project is delivered, but whether or not there is a dedicated PM depends on the size and complexity of the project.
Kiron Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Agree with Kiron.
Determine what the needs of the organization are and how most practical/efficient to apply a chosen framework, methodology, and practices and which roles are required. Saving Changes...
Pawan RaiSenior Project Manager| Axtrics Solution Pvt. Ltd.Ambala, Haryana, India
The word "Agile" simply means "able to move quickly and easily". Given this thought process, you are delivering the value to the customers very rapidly. PMBOK itself states both waterfall and agile are approaches used in project life cycle. But in any case you go through the process groups of initiation, planning, execution, monitoring and controlling and closure.
For example if you take in to consideration the case of scrum methodology. Isn't the sprint planning meeting part of planning process group. Then you have daily stand up meetings that are part of execution where you identify and deal with impediments (risks/issues). During closure we conduct sprint closure meetings with demo of newly added features, this is scope validation. Then there is retrospection meeting which is actually the close project/phase where team identifies lessons learnt etc. The basic principles remain same, tools, techniques differ for each approach.
Project management has much wider scope than the waterfall and agile. Irrespective of what tool/technique/methodology you chose, you would always be initiating a project, planning for it, executing it and so on for each process group.
You still need project management, but the role may change and so to the name of the role depending on what flavor of Agile you use. Also, the approach of the PM will be more in line with servant-leadership than command and control. Saving Changes...
Meade RubensteinPM III| IT Project GuideSparta, Nj, United States
When Agile is driven down or 'moved to' by a central IT Matrix Dept - it means that management is not happy with the current IT results and is looking for the silver bullet to kill of that werewolf of poor productivity. I would say this is 75% of what is currently happening in organizations.
Agile Methodologies were developed as a mitigation response to the risk of starting a project without full knowledge of what the requirements were or where the value of the project will come from. It allows teams to think a bit, do a bit, reflect a bit and adjust and repeat until they produce the best product for the given investment.
When a corp. is unhappy with results of any dept. they bring in consultants to determine root cause - in the IT side of the house - the consultants will provide the cookbook french toast recipe call Agile. Saving Changes...
Francis, the transformation journey of your organisation will also touch the roles and responsibiities of PM's, but the role itself remains valid. The planning and execution of projects with agile practices still require project management but with less direct and control by PM on the project operational layer. With agile practices you shift more planning responsibility and ownership to the teams. The PM focus shifts more on the project strategical level. Saving Changes...
