Not so fast. Before you can say that your team is agile, it is important to understand well what is agile and what are some of the agile roles. Agile project management is a value-based approach that allows project managers to deliver high-priority, high-quality work and look like rock stars to their stakeholders. It looks nothing like the slow, expensive and error-prone approach to project management, which has yielded inconsistent results for years.
Software projects change constantly. When customers are expected to complete the requirements before they can test the prototypes, overheads and long delays often paralyze the project. Agile Project Management tries to embrace change, even later in the development stage. It is about offering the features with the highest commercial value first, and having the information in real time to closely manage the cost, time and scope.
Agile Project Management reduces complexity by breaking the cycle of many months of construction requirements for the entire project, builds the entire product and then tests to find hundreds of product failures. In contrast, small and usable segments of the software product are specified, developed and tested in manageable cycles of two to four weeks.
Agile processes like Scrum are definitely scalable. Although the typical agile project has between five and 20 people from one to three teams, the agile implementation has been successful in projects with 200 to 1,000 people. As expected, projects of this size should present more points of coordination and agile project management than small-scale implementation.
Teams have access to more than a dozen ready-to-use reports with real-time actionable information on how their teams are running in the sprints.
Sort user stories and errors in the accumulation of products by dragging and dropping problems.
Plan with any agile practice, be it scrum, kanban or a mixed methodology.