Agile Project Management is also called Scrum. It comprehends that the project cannot be in line with original specifications throughout. Thus, ensuring the finished project will be a “success.” For example, software projects are prone to constant modification. Creating a strategy and then undoing from the customer may be the traditional method of Project Management.
But, it is harmful to uncertain projects. Agile Project Management put on the projects that are prone to constant modifications. So the planning purpose changes from traditional up-front to throughout the development process. In effect, Agile Project Management creates development a “rolling wave” process of a constant plan. In Scrum, the aim of every wave is to increase value by integrating sub-features or elements in the project. The length of these iterations is short.
Long enough to make some valuable addition to the project that customers are able to check. But, short enough to remain in continuous communication. Following every development iteration, a review meeting takes place. During this review, the features are assessed, changes agreed to, specifications changed. Also, the next deliverable is fixed. Agile Project Management decreases the uncertainty in the traditional method by avoiding usual mistakes.
Ask yourself; is a traditional methodology effective in a software project? The traditional methodology involves a process of building requirements for the project, completing the product, and then testing it. Finding hundreds of errors and unwanted or nonworking features. Instead, what is needed is smaller but still practical sub-features. They will be finished one at a time, tested and confirmed. In this case, any changes to the software are not costly – either money or duration.
How to design a roadmap for your team?
One of the dissimilarities between Agile and traditional approach is the nature of roles taken up. In the traditional method of project planning, the project developer’s viewpoint is the most significant. Developers look at the project from an inside viewpoint. That is, how long will development take? How many work packages and activities are needed to finish the project?
Project developers perform the tasks because they accord them to decide the work with accuracy and build the budget estimates. The more detailed and particular the project is, the easier it is to make these plans and estimates. While, in an Agile roadmap, Scrum Master is the person who brings the project forward. They remove disablements or solve differences of opinion between major stakeholders. The Scrum Master is not the project manager but has an official role in applying the rules.
Scrum Masters concentrate on Agile project development and do not play a role in resource management. The product owner is the person taking care of the stakeholders. The product owner may be a member of the project company, but he or she must take the “outside” user’s lookout. The product owner makes user stories that classify their particular needs for the product. Development team handles delivering the product at the end of every iteration (Sprint).
The development team is self-organizing and cross-functional. The Product Owner, the Scrum Master, and Development team make a Scrum team in an Agile roadmap. In an Agile roadmap, the scrum team can give their inputs and the results on a real-time basis. A Project Development roadmap should accept the product strategy with a clear vision and objectives.
- Define strategic themes or initiatives to help you work towards your objectives.
- Organize cross-functional teams to deliver value to customers.
- Development teams to define clear user stories linked to product strategy and vision.
- Release incremental values to customers within schedule.
- Manage the complete customer experience.
- Collect customer feedback on the releases.
- Evaluate progress towards your strategic objectives on a regular basis.