Introduction
The goal of Traditional Project Management as opposed to Agile Project Management is comprehensive project planning, starting with clearly defined goals. Agile Project Management enables creativity and flexibility. Therefore, when specifications frequently change, the traditional approach may not be as effective. For example, software projects that often start with few specifications are subject to changes throughout the development process (Vital S. Anantatmula, Manga Anatatmula, p. 1). On the other hand, corporate restructuring projects that are outsourced typically use traditional project management, such as in the aerospace or engineering industries (Max Smith, Project Management Outsourcing and Other Service Projects, p.1) In establishing a process determination for PMI standards, not every project is suited to fit the practices of the Project Management Body of Knowledge (PMBOK Guide). Usually, a selective approach to processes and practices based on the size, complexity, type and basic needs of the industry will dictate whether using a traditional or agile approach or a hybrid thereof is more suitable. While the continuous process of quality assurance and quality control in management is associated with ongoing improvement and process analysis, every project must, in the end, ensure the accuracy and credibility of the process measurement systems. The manager must incorporate the right tools from each process throughout the course of the project (Harry Reever, Quality in Project Management, p. 1).
Agile Project Management, according to Donovan Burba, represents a “revolution,” creating an opportunity for creativity and “self- organization”. Burba also addresses the problems: the “lack of up-front, loss ...
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Agile project management is an iterative approach to the planning and monitoring of project processes. Agile projects are conducted in smaller tranches called iterations with each of these iterations closely reviewed and critiqued by the project team (employees, representatives of the clients etc.). The knowledge gained from this process is then used to ascertain the next steps of the
Gray, C., Larson, E. (2008). Project Management: The managerial Process. New York, NY: The McGraw-Hill Companies Inc.
Project Management is quickly becoming a field of study and importance in the business world. A search on the Internet of the title “Project Management” yields hundreds or results including forums, training manuals and job openings for related positions. Project Management is a broad term referencing the necessary steps taken by management to ensure a product is feasible before and during implementation. According to Project Management Learning Objectives, the steps to achieve success in this area include: testing and measuring products, evaluating and managing the product cycle, comparing costs and benefits, measuring product worth, economic analysis, product analysis, teambuilding and leadership, and budgeting and cost control (Project Management Outline). Project Managers oversee many different areas of the business and are responsible for project success.
Frequent changes in a project by senior management, rather than involved support by senior managers, contributes significantly toward project failure (Hickson, 2015). Understanding the benefits of project management by those in senior management positions, who are acting as sponsors and leaders, is also vital to project success (Hickson, 2015). The project management methodologies initiated by senior managers often fail to favorably influence project success (Ancosky, 2013). Even when project management methodologies are used, they provide little benefit without proper governance (Young & Poon, 2013). Research has also demonstrated that senior managers play an important role in the success of projects (Ancosky, 2013; Hickson, 2015; Young & Poon, 2013). Senior managers should know more than just the benefits of project management methodologies, they must understand project management concepts and how to leverage these concepts within the organization (Ancosky,
Project Management Critical Success Factors defining project success poses another challenge in understanding project management and accordingly assessing its performance. It is generally accepted however, that the success of a project can be well-defined through the convergence of, the ability of the process to meet the technical goals of the project while not deviating from the three constraints of scope, time and cost; the usefulness of the project as perceived by project team, sponsors and beneficiaries; and the performance of the project (Kerzner, 1992, 2001, 2003). Hence, project success or failure can only be effectively measured at the completion of the
Gray, Clifford F.; Larson, Erik W., Project Management – The Managerial Process, Copyright © 2001 by The McGraw-Hill Companies, Inc.
Project Management Institute’s Project Management Body of Knowledge breaks the practice of Quality Management into three process groups:
The agile approach is based on the idea that change can be of value to the client. The details of the project, the scope of it, are defined as far as value for the client is known. This makes the delivery of value to happen in a short time. And by receiving constant feedback, project progress will be achieved. This will lead to having a result that satisfies the client and not a result that will satisfy what was specified at the beginning of the project. To be able to see these changes as something positive and of value to the client, a more proactive organization is required (Owen, Koskela, Henrich, & Codinhoto, 2006).
When clients/firms who were used to following Waterfall model switched to Agile, the transition brought with it many issues.The reason being inadaptability to a different approach to software development. The end product turned out to be a disaster. A new methodology has thus evolved, combibining the best of both ...
Westerveld, E., The Project Excellence Model®: linking success criteria and critical success factors, International Journal of Project Management, Volume 21, Issue 6, August 2003, Pages 411-418. Science Direct [Accessed 10th February 2014]
What does it mean to be agile? According to Dictionary.com’s definition, agile is the “ability to think quickly; mentally acute or aware” (Dictionary.com, 2017). If we were to relate agile to the project management world, we would be interested in the ability of management teams to quickly adapt and make decisions. In traditional project management, the project team, along with their formal roles such as project manager follows a formal process of detailed phases in order to define the project, project roles, and create detailed estimates to ensure the project runs smoothly. These definitions are formal and ensure that all possibilities are accounted for before running the project. Formal is the key word when we talk
Project management involves all activities that encompass scheduling, planning, and controlling projects. A successful project manager ensure that an organization’s resources are being used both efficiently and effectively. Most projects need to be uniquely developed require a sense of customization and the ability to adapt to any posed challenges. The scope of effective project management includes defining what the project is and what is being expected to be accomplished. Projects are imposed to fulfill a certain need and project managers must have the ability to create the proper definition. Goals and the means used to attain those goals have to be clearly stated. Project Managers must also have the ability to plan
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.
Over the course of my professional life, I have become increasingly involved in project management roles. Doing so has made me aware of the many varied challenges that can face projects and the project managers who are charged with bringing them through to completion. The success or failure of projects, in whatever economic, political or social field, rests not just on the quality of the project’s goals, but also on the abilities of those involved in the project – and above all those who are managing it – to bring it to successful completion. To do this, project managers need to be equipped with a very wide range of skills, many of which are unrelated to the type of project itself. So, for example, a project manager of an engineering project must not only have engineering
Project management is said to be completed within time when it completed within the “triple constraints”: cost, time and quality. And in a lot of causes, one them is sacrificed so as to meet the other two. Project managers prioritize which ones are the most important.