Prelude

Over the last decade, Agile practices have been widely adopted by software development organizations. Company with large IT organization, infrastructure or legacy systems, usually has big challenges in managing the program/project or utilizes the Agile benefits across all deliveries. The cause can be simply related to the type of industry or project constraints. However, the more common issues are mixed processes/methods or different level of Agile maturity.

It takes time to transform Agile practices across the entire company. Project management has to acknowledge and work with a broad spectrum of delivery methods during the transition period. In the meantime, project and program managers must understand their renewed role and responsibility and adapt to new managerial style.

Project management adds value to a project

Imagining the daily operation of a tier-1 project delivered by multiple teams – requirement changes, priority conflicts, functionality vs. cost, speed vs. quality, mobility vs. stability. Sound familiar? These situations often contradictory constraints and demands on product development.

It is project managers and project management to inspire and rally the team to wield their craftsmanship and focus on delivering customer value.

Agile Project Management

APM is a set of values, principles, and practices that assist project teams to strive in the disruptive environment. The core value of APM addresses the need to build adaptable products and create adaptable delivery teams.

  • Deliver customer value
  • Produce iterative feature-based deliverables
  • Champion craftsmanship excellence

Self-organizing requires self-disciple. Just as individuals have responsibilities to the team, teams have to be self-disciplined to work within the organization.

  • Accept accountability for team results
  • Collaborate with other teams and business
  • Work within the delivery framework