According to this question I used agile IT model
Agile is preferred by most developers and managers for several reasons. Let’s take a look at the most common ones:
1. Project Complexity
This method is best suited for smaller or less complex projects as it follows a linear approach. Sudden changes in the project or any other complications can stall the whole process and force the team to go back one step and start all over again.
This is the best method to follow in case of complex projects. A complex project may have various interconnected phases and each phase may depend on many others rather than one as in simple projects. Therefore, agile methods are preferred for large and complex projects.
This approach works with the belief that once the phase is complete, it will not be reviewed again. Therefore, it is not conducive to rapid changes in action plan. If an unforeseen need arises or a variation is required, the traditional approach fails to adapt to the new changes. The only option is to start over from the beginning. It wastes a lot of effort and time in the process.
The adaptability factor in this method is very high as it is not linear. Complex projects have many interconnected phases, where changes in one phase can affect another. Project managers can take calculated risks in such scenarios, as there is a potential for high adaptability.
3. Feedback and Scope for Change
In the traditional approach each process is clearly detailed and defined at the beginning of the project. It cannot deal with any major changes or feedback that may require a change in process. Most of the time, project delivery times and budgets are fixed and very few changes are allowed.
There is a high acceptance for feedback and change in this method. The process is very flexible and allows continuous feedback which can help in providing better outputs within fixed project delivery time.
The main reason managers or developers choose Agile is because of the flexibility it offers. Developers working with Agile Management are able to respond to customer requests quickly because they are only addressing small parts of the project at a time and the customer validates each iteration or sprint before finalizing.
Agile. Important features of
Some of the salient features of Agile Project Management are given below:
breaks the project into parts
Agile divides a project into parts (called iterations) where each release is sent to the customer after each iteration. Additionally, the success of the project can be easily seen through the success of these iterations. This completely removes the need for advance planning.
As mentioned above, Agile uses parallel mode of management. The employees of a company are not managed by the Central Line of Control, but by groups. For example, in Agile, eight teams can work on a project. Each team is managed by itself without outside guidance. Teams interact with each other for project discussion and process linking as they are not otherwise self-sufficient.
Generally speaking, an Agile project consists of three parts:
Product Owner – the project specialist (for whom the product is being developed) and the key person who oversees the projects
Scrum Master – This person manages the process involved in Agile. He takes care of the iterations and their completion
Team – Individuals who form the backbone of any scrum team or project.
In Agile, customer engagement is at the top. The customer is highly regarded in its framework because after each iteration, feedback is generated and acted upon.
Overall, Agile is clearly the winner in project management systems. When compared with other traditional approaches, the features of Agile stand out and reiterate why it is one of the top software used by companies globally.
Can agile coexist with other approaches?
This is a question asked by many project managers and has created a split of opinion among the experts. It is possible for Agile to coexist with traditional project management systems, however, caution has to be taken. For example, using two different approaches on the same project can be counter-productive. Since Agile and many other frameworks are completely opposed to each other, projects can go for a toss.
Therefore, it is best to use Agile along with other non-traditional project management methodologies like Lean to avoid any conflicts.
Agile vs Traditional – Adoption Growth
According to a recent online survey of IT and Development professionals, it has been proven that Agile is the new unique formula for project success. Most projects and development teams are now adopting this method, while the traditional waterfall approach has several drawbacks.
To do this, use the following five steps:
1. Summarize the position of each stakeholder
Download our Stakeholder Communications Worksheet, and fill out the Stakeholder Name column using the names of the key stakeholders you have identified on your Power/Interest Grid.
In the Key Interests and Issues column, add the level of impact and area of interest of each stakeholder in your work or project. Then, in the Current Status column, add your assessment of where they stand in relation to: “advocate,” “pro,” “neutral,” “critic,” or “detractor.”
2. Decide What You Want From Each Stakeholder
What role would you like each one to play in your project (if any)? Will you need full-time support, for example, or just “ad-hoc” advice? Note this in the desired Project Roles column.
Try to be as detailed as possible about what you want from your stakeholders. If there are specific actions that you need to take to move the project forward, write them in the Desired Actions column of your worksheet. And make sure you can explain why these functions are so important!
3. Identify Your Key Message for Each Stakeholder
Next, think about what you have to say to persuade your stakeholders to support you and engage with your project.
Highlight the benefits that your project will bring to the organization or individuals concerned, and focus on key performance drivers, such as increasing profitability or providing real improvement.
4. Identify Your Stakeholder Communication Approach
How will you manage communication and input from your stakeholders?
In the column, Communication Approach, write the strategy that best suits each stakeholder. The options are “Manage Closely,” “Stay Satisfied,” “Keep Informed,” or “Monitor.”
Focus on the most important stakeholders first, and then the less important ones (look at your power/interest grid if you need to). Devise a plan that makes communicating with them as simply and efficiently as possible with the appropriate amount of information.
Consider how often each stakeholder would like to receive updates, and in what form. For example, would they prefer email or face-to-face meetings or visual updates like Gantt charts. Remember, your goal is to engage and support your stakeholders, so take care not to overload them or waste their time!
Also, think about how you can win over or neutralize the opposition of skeptics. Where you need their active support, think about how to pique their interest level. For example, can you show them a prototype of your new product or service, or persuade another influential stakeholder to submit the project?
Write your plans in the Tasks and Communications column of your worksheet.
5. Implement Your Stakeholder Management Plan
Once you have your plan in place, you can start implementing it!
Instead of treating it as a side task, aim to make stakeholder management an integral part of your project. Like all planning, it will be easier to implement if you break it down into a series of small, achievable steps, which you take action on one by one.
And remember, projects are often subject to change as they progress. This means that the needs of your stakeholders may also change. Therefore, review your plan regularly to ensure that you continue to communicate with the most influential stakeholders in the most efficient way possible for the duration of your project.