Project Management
Chapter 12. Agile (Adaptive) Project
Management
,12.0 Learning Objectives and Overview
Learning Objectives
1. Recognize and describe the evolution and founding principles of agile project
management approach.
2. List and describe the factors to consider when adopting an agile approach.
3. Identify the elements of an agile environment.
4. Recognize the most common agile methods and scaling frameworks.
5. Describe the recent trends in agile project management.
Overview
In the previous chapters, we discussed all the project management concepts and methods by mostly
referring to the waterfall (predictive, traditional) project management approach implicitly or explicitly.
Although all these concepts and methods are applicable to agile (adaptive) projects, these projects are
developed on evolving requirements accompanied by an upfront planning which is not as
comprehensive as it is in waterfall approach. Rather, the planning in agile approach is spread
throughout the projects over separate iterations, sprints, or timeboxes. Each short iteration allows the
project team to refine the requirements in accordance with the uncertainties, risks, technological
changes, and stakeholder expectations and concerns. This chapter will first discuss the historical
background of agile project frameworks and methods, and their key principles. Then, it will describe the
factors to consider when adopting an agile approach, identify the elements of an agile environment, and
elaborate on the most common agile methods and scaling frameworks. Finally, this chapter will address
the recent trends in agile project management according to the 15th State of Agile Report.
Digital.ai. (2021). 15th State of Agile Report.
https://digital.ai/resource-center/analyst-reports/state-of-agile-report
330
, Project Management
12.1 Introduction to Agile
1980s and 1990s were the years software development teams started to have serious problems with
developing and finishing their software projects which were getting more complex with more computer
power and digitalization of businesses and organizations. Project managers and developers faced more
and more problems when they were using the traditional waterfall approach (Figure 12.2 in the section
12.1.2). The development of software necessitated more collaboration among the project manager,
developers, testers and users, and constant feedback from the users. Besides, new requirements were
emerging while the software was being developed, and the client and end users were not always happy
with the final product when they had the chance to see it after some time passed. Therefore, new
methods started to emerge among software developers who lead this type of projects. Lean
methodology created by Toyota for their production system, and utilized by many manufacturers was an
inspiration for many of these software developers. In addition to the lean manufacturing process, just-
in-time process and total quality management movement were other influencers of agile project
management. Furthermore, Kanban which is a process improvement method in manufacturing was
adapted to the software development life cycle.
As indicated above, new methods began to emerge in the 1980s and mostly in the 1990s as a response
to some of the challenges that developers faced when using a waterfall approach.
One of the first to become popular was Rapid Application Development (RAD). James Martin, an IT
consultant, developed an approach through which he divided the process into four distinct phases,
namely, (1) requirements planning phase, (2) user design phase, (3) construction phase, and (4) cutover
phase. It involved creating prototypes and using them to elicit requirements, validate designs and
evolve toward usable solutions (Figure 12.1). RAD, itself, led to the development of alternative
approaches as well.
331
Chapter 12. Agile (Adaptive) Project
Management
,12.0 Learning Objectives and Overview
Learning Objectives
1. Recognize and describe the evolution and founding principles of agile project
management approach.
2. List and describe the factors to consider when adopting an agile approach.
3. Identify the elements of an agile environment.
4. Recognize the most common agile methods and scaling frameworks.
5. Describe the recent trends in agile project management.
Overview
In the previous chapters, we discussed all the project management concepts and methods by mostly
referring to the waterfall (predictive, traditional) project management approach implicitly or explicitly.
Although all these concepts and methods are applicable to agile (adaptive) projects, these projects are
developed on evolving requirements accompanied by an upfront planning which is not as
comprehensive as it is in waterfall approach. Rather, the planning in agile approach is spread
throughout the projects over separate iterations, sprints, or timeboxes. Each short iteration allows the
project team to refine the requirements in accordance with the uncertainties, risks, technological
changes, and stakeholder expectations and concerns. This chapter will first discuss the historical
background of agile project frameworks and methods, and their key principles. Then, it will describe the
factors to consider when adopting an agile approach, identify the elements of an agile environment, and
elaborate on the most common agile methods and scaling frameworks. Finally, this chapter will address
the recent trends in agile project management according to the 15th State of Agile Report.
Digital.ai. (2021). 15th State of Agile Report.
https://digital.ai/resource-center/analyst-reports/state-of-agile-report
330
, Project Management
12.1 Introduction to Agile
1980s and 1990s were the years software development teams started to have serious problems with
developing and finishing their software projects which were getting more complex with more computer
power and digitalization of businesses and organizations. Project managers and developers faced more
and more problems when they were using the traditional waterfall approach (Figure 12.2 in the section
12.1.2). The development of software necessitated more collaboration among the project manager,
developers, testers and users, and constant feedback from the users. Besides, new requirements were
emerging while the software was being developed, and the client and end users were not always happy
with the final product when they had the chance to see it after some time passed. Therefore, new
methods started to emerge among software developers who lead this type of projects. Lean
methodology created by Toyota for their production system, and utilized by many manufacturers was an
inspiration for many of these software developers. In addition to the lean manufacturing process, just-
in-time process and total quality management movement were other influencers of agile project
management. Furthermore, Kanban which is a process improvement method in manufacturing was
adapted to the software development life cycle.
As indicated above, new methods began to emerge in the 1980s and mostly in the 1990s as a response
to some of the challenges that developers faced when using a waterfall approach.
One of the first to become popular was Rapid Application Development (RAD). James Martin, an IT
consultant, developed an approach through which he divided the process into four distinct phases,
namely, (1) requirements planning phase, (2) user design phase, (3) construction phase, and (4) cutover
phase. It involved creating prototypes and using them to elicit requirements, validate designs and
evolve toward usable solutions (Figure 12.1). RAD, itself, led to the development of alternative
approaches as well.
331
