We have already explained why agile project management is a superior alternative to traditional methods in the article "Why agile project management might be an option".
But what does it actually mean to work in an agile way? What values underpin agile project management and how can they influence the success of projects? To answer these questions, our content editors spoke to our Michael Flum, an experienced senior advisor who has been practising agile project management and agile methods for many years. Michael shared his practical experience and explained why an agile mindset is the foundation of successful teams.
Hi Michael, what are the most significant differences between classic and agile project management?
Traditional project management is based on a linear and plan-driven approach in which the project is divided into phases that are worked through one after the other. Agile project management, on the other hand, is based on an iterative and value-driven approach in which the project is broken down into small and manageable parts that are implemented and tested in short cycles. This enables rapid adaptation to changing requirements, greater transparency and better collaboration within the team and with customers.
Let me give you an example: In a classic project for the development of a new web application, we had a detailed catalog of requirements, a fixed schedule and a fixed budget. We worked hard to meet all the requirements, but shortly before the launch we realized that the app was not compatible with older browsers. We had to rewrite everything, which led to delays and cost overruns. With an agile approach, we would have developed the app in small steps and tested it regularly to identify and fix such issues early on.
And why do many companies still shy away from implementing agile methods?
Because most companies are afraid of failure. There are actually many reasons why the implementation of agile methods does not succeed. In my opinion, the most common reason is that the values and principles of agile project management are not really understood or practiced in companies. Many managers think that it is enough to introduce a few agile methods such as Scrum or Kanban without considering the underlying philosophy. This often leads to resistance, conflict and frustration within the team and among stakeholders.
Agile project management requires a fundamental change in the way we think and work, which cannot happen overnight. It takes some time, a lot of commitment and an active willingness to learn in order to establish and maintain an agile mindset.
This brings us to a key question: What are the central values in agile project management and why are they so important?
The core values of agile project management originally come from Scrum, probably the best-known of all agile methods, developed back in the early 1990s. These are a series of characteristics that all project participants should bring with them or develop over the course of the project: Courage, openness, respect, focus and commitment. These values are so important because they reflect the basic attitude and culture of agile project management. They ensure that it is not just about methods and techniques, but above all about people and their collaboration.
Without the willingness of each individual to talk openly and honestly about mistakes, for example, and to derive learning opportunities for everyone from them, or to focus fully on the work assignments they have taken on and the jointly formulated goals and thus make their contribution to the overall success, in the end it remains just a superficial "agility theater": everyone then plays their role according to the script at best, without exploiting their actual potential.
Ok, that's understood. But what's the best way to promote an agile mindset in the company?
It starts with the formation and continuous strengthening of a shared understanding of the values and principles in an agile context. Training and coaching can help with this, but the decisive factor is daily life and experience. This requires the freedom and confidence to try out and shape the agile methods yourself. Finally, it is important to regularly reflect on the successes and challenges of everyday agile project work in order to promote and celebrate continuous improvement.
One recommendation from my end: Introduce daily stand-up meetings in which each team member briefly reports on what they did yesterday, what they want to do today and what obstacles they are facing. These meetings promote communication, transparency and collaboration within the team. They also help to identify and solve problems at an early stage. You will be surprised how the team spirit and performance will change for the better.
Can you give us a comprehensible example of how agile project management can increase project success?
Sure! In a project to further develop a mobile app for field service management in a service company, we opted for an agile approach. We repeatedly added a manageable number of new functions to the app, delivered an update and received early feedback from real users. This feedback helped us to iteratively improve the app and tailor it precisely to the needs of the users.
In an initial version, for example, we had a function for recording travel time to a place of work. However, the feedback from users was that they didn't want to use this because it was too cumbersome, too "fiddly". We decided to rebuild the recording using a stopwatch function. The feedback from users was consistently positive this time because the time was automatically calculated with just two buttons. We had therefore gained a valuable insight that we would only have had at the very end of the development period in a traditional project. Based on this principle, we added a number of smart functions to the app within six months, which were enthusiastically received by users and massively increased motivation to use the app overall.
To be honest, we could actually end the interview with this position notion, but we are sure that there are also some typical pitfalls when introducing agile methods? If so, how to mitigate them?
However. Let me give you two examples that I come across again and again:
The lack of a clear vision and a common understanding of the project goal and scope. This can lead to confusion, conflict and inefficient working. It is therefore important to formulate and communicate a clear and unambiguous vision at the start of the project that involves and inspires all stakeholders.
Sticking to old habits and structures that stand in the way of agile project management. This can lead to resistance, fears and blockages. To avoid this, you should promote an open and learning attitude that sees change as an opportunity rather than a threat. Existing processes and tools should also be critically scrutinized and adapted in order to bring them into line with agile values and principles.
OK, let's try to summarize this...
Today, agile project management is an indispensable method for planning, managing and implementing complex IT projects. This approach puts people, customers and value at the center and thus enables flexible adaptation to changing requirements, high transparency and improved collaboration within the team and with stakeholders. However, a fundamental change in the way we think and work is required to realize the full potential. Companies that are prepared to go down this path will benefit from increased adaptability and improved competitiveness. Investing in a change of mindset is therefore a strategic decision that will ensure the long-term success of the entire company.
Correct.
Thanks for the interview, Michael!
My pleasure.
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