You have probably heard terms like Agile, Scrum, sprints, XP, etc., mentioned in your workplace. Discussions about how to optimize workflows and projects have become a staple of business conferences in the last decade. Precisely because these buzzwords have become so common, there are a lot of misconceptions about Agile project management.
And that's what this article is here to clear up. By the end, you will understand what Agile is and is not, the basic Agile frameworks, and how Agile works.
What Is Agile Project Management?
Agile is a flexible approach to project management that focuses on sequential releases of products and integrates necessary changes during the process.
While Agile has evolved since its inception in the early 2000s, the four core tenants from the Agile Manifesto still apply:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
The main change from when the Manifesto was written to now is that Agile is used not only in software development, but also to help deliver other working products.
The Different Agile Frameworks
Agile is not a uniform approach. It is an umbrella term for different frameworks that function following the same principles. Because many frameworks that follow Agile principles have evolved in the last two decades, it is difficult to clearly differentiate between them.
Consequently, depending on who you ask, you could have 3, 5, 7, or 11 Agile frameworks. However, there are 3 "traditional" Agile frameworks that most people agree are foundational:
Scrum: Scrum is probably the best-known Agile framework. Scrum is team-focused and each team should have the expertise to accomplish its projects without outside help. A Scrum team should organize internally, i.e., members should decide how tasks should be accomplished without external directives. The most distinguishing feature of Scrum is sprints, where teams plan their operations in iterations, usually for two to four weeks.
Kanban: Kanban uses visualizations for the tasks on which a team is working. Kanban utilizes physical or digital boards to display each task and the state of the task (including upcoming, in progress, done, etc.). The main advantage of Kanban is that everyone can view the state of each assignment, which helps optimize the workflow. For example, if too many tasks are in progress, it can lead to a loss of focus, delays, and an overall drop in quality. The Kanban method helps visualize potential issues and allows the team to find solutions pre-emptively.
XP (Extreme Programming): XP is an Agile method primarily used in software development. XP uses short sprints that integrate changes when needed. The pillars of XP are simplicity (in the sense that the developers work only on the essentials), good communication, and consistent feedback. In short, the design and code should be simple and functional, tested often, and changed when needed.
These are only three Agile frameworks, but most of the others are some variations or combinations of these three. Additionally, many teams and organizations combine multiple frameworks in their operations. A common combination is Scrum for planning and executing projects and Kanban for visualization and tracking.
What Is the Role of an Agile Project Manager?
You might think that Agile teams do not require managerial positions. After all, teams are intended to be self-contained, and planning and tracking are internal team efforts. While this is true, that does not exclude managers from support roles.
A traditional manager is a top-down position where the manager delegates tasks and schedules. An Agile project manager is just as important a role, but with a different approach. An Agile manager needs to enable their team to solve problems, not direct them on how to do so.
They may form teams, support them, and remove any structural impediments that hinder the team's functioning. Yet they are outsiders that work closely with the team. In simplified terms, Agile managers are the champions of a team within an organization, not immediate members.
What Agile Is Not
We have explained (although simplified) the basic tenants of Agile project management and what it is. Now, it is time to deal with some common misconceptions about Agile and what it is not.
Agile is not a unified approach: Agile is an umbrella term for different frameworks of project management that follow the same principles, from Scrum and Kanban to Lean and Safe. It has evolved in the previous two decades and will likely continue to grow, with newly created classifications and frameworks.
Agile is not only a project management methodology for software development: Another common misconception is that the Agile method is only utilized for software development. It's true that Agile was conceived by software developers and first implemented by them. It is now implemented by various sectors, from marketing agencies to tractor manufacturers.
Agile cannot be improvised: Because Agile supports flexibility, it may look like there is no planning or structure in Agile organizations. On the contrary, the Agile approach can't function without careful planning and a well-thought-out structure. The difference from traditional techniques is that the plans are often short-term, and the goals are changeable as the situation demands. The Agile approach reflects a much more horizontal management hierarchy, but that does not mean it has no structure.
Agile is not undocumented: Another common misconception is that the Agile methodology has no need for documents and reporting. However, the point of Agile is to simplify processes and that entails doing away with unnecessary documentation. Record keeping is vital, but not in a way that hinders a team's functionality.
Agile is not managerless: There are managerial positions in Agile organizations. They may be termed differently and operate in a different manner to "traditional" managers, but managerial positions still definitely exist.
Agile is not something that can be implemented ad hoc: Finally, because people may perceive the Agile approach as too flexible and structureless, Agile is often believed to be implemented on the fly. This couldn't be farther from the truth. Ad hoc attempts to implement Agile without training or education are one of the most common reasons that Agile structures fail in practice. Implementing Agile correctly requires a lot of dedication and hard work.
Are You Interested in Implementing the Agile Approach in Your Organization?
Accelebrate offers Agile training for your team of 3 or more attendees. Our experienced trainers take a hands-on approach, allowing your team to discover the challenges they will encounter in practice and learn how to overcome these challenges.
Contact us to request pricing and learn how we can customize any of our Agile courses to meet your team's goals, level of experience, and preferred Agile approach.
Since 2002, Accelebrate has delivered online and on-site, customized application & web development training. We offer training on a wide variety of technologies, including Data Science, Machine Learning, Python, RPA, Tableau, Power BI, Microsoft Official Courses, Azure, Agile, AWS, .NET, Java, JavaScript, and much more. Don't settle for "one size fits all" training. Choose Accelebrate, and receive hands-on, engaging training precisely tailored to your goals and audience!
