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How Agile Methodology Influence Your Team

Research shows that most productive projects had been those that followed agile principles, proving that model-driven methods are not constantly the best when it came to managing modifications, fast-paced project implementation, or even meeting market demands.

The idea of agile development just isn’t new. Nevertheless, a lot of technologists still stick to the age-old notion that software program development can be effortlessly designed and the outputs predicted with out giving considerably thought to the far more dynamic aspects of projects, such as communication lines, people, and alter.

Project managers eventually realised that a great deal of projects failed simply because of rigid requirements, faulty design, along with the inability of project teams to adapt to alter. For one of the most portion, clients or end-users’ requirements changed by means of the course of development lifecycles, that by the time applications were ready for deployment, the end products had been a great degree different from what was initially planned. This would have been alright, except that towards the end of the development lifecycle, time and financial resources have overshot initial estimates by a fantastic measure.

Instead of pointing their fingers at development teams or clients, project managers learned to allow adjustments in their methodologies. In fact, numerous studies have shown that the most profitable projects were those that followed agile principles, proving that model-driven methods aren’t often the top when it came to managing adjustments, fast-paced project implementation, or even meeting marketplace demands.

But before adopting agile practices, project sponsors and managers need to ask how agile approaches could impact their products, internal operations, and folks.

Impact on Individuals and Their Roles

A key agile principle, “individuals and interactions over processes and tools,” emphasises communication and collaboration of project team members. Instead of defining the roles of team members, much more importance is given to how well they are able to perform tasks as a team and generate a working version of software. Teamwork cannot be overstated in agile processes, as every member can play the portion of the end-user, leader, and engineer. To be really profitable, project managers ought to allow team members to wear cross-functional hats, communicate freely, and focus on team goals as an alternative to individual, or role-based-functions.

Even though it has been initially believed that agile approach worked best with co-located teams, experiences of outsourcing service providers proved that this also worked, and possibly better-with the offshore outsourcing development models. Within the first location, collaboration and free-flowing communication is the norm, and not the physical set-up of the workplace.

Impact on Process

Processes take secondary priority in agile methods. Instead of going by means of particular stages of the development lifecycle, rapid and short iterations move the project forward, allowing for flexibility in changing the course of the project. Moreover, as opposed to drowning in documentation as dictated by requirements and design, most documentation is within the type of data exchange amongst project members. Design and actual product are usually inconsistent until the deployment stage.

Impact on Product (or Service) Quality

Instead of delivering software that has all the knots and bolts in location according to its original design, the highest priority is satisfying the require of the customer having a basic but working version. The adage, “in perpetual beta” also applies to agile method; software program improves with each and every iteration until all the “nice to have” features are in location. Simplicity makes it possible for for a lot more flexibility in alter requests, specially due to the fact end-users and sponsors or clients ultimately discover new requirements along the way.

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