You have probably heard terms like Agile, Scrum, sprints, XP, etc., mentioned in your workplace. Discussions about how to optimize workflows and projects have become a staple of business conferences in the last decade. Precisely because these buzzwords have become so common, there are a lot of misconceptions about Agile project management.
And that's what this article is here to clear up. By the end, you will understand what Agile is and is not, the basic Agile frameworks, and how Agile works.
Agile is a flexible approach to project management that focuses on sequential releases of products and integrates necessary changes during the process.
While Agile has evolved since its inception in the early 2000s, the four core tenants from the Agile Manifesto still apply:
The main change from when the Manifesto was written to now is that Agile is used not only in software development, but also to help deliver other working products.
Agile is not a uniform approach. It is an umbrella term for different frameworks that function following the same principles. Because many frameworks that follow Agile principles have evolved in the last two decades, it is difficult to clearly differentiate between them.
Consequently, depending on who you ask, you could have 3, 5, 7, or 11 Agile frameworks. However, there are 3 "traditional" Agile frameworks that most people agree are foundational:
These are only three Agile frameworks, but most of the others are some variations or combinations of these three. Additionally, many teams and organizations combine multiple frameworks in their operations. A common combination is Scrum for planning and executing projects and Kanban for visualization and tracking.
You might think that Agile teams do not require managerial positions. After all, teams are intended to be self-contained, and planning and tracking are internal team efforts. While this is true, that does not exclude managers from support roles.
A traditional manager is a top-down position where the manager delegates tasks and schedules. An Agile project manager is just as important a role, but with a different approach. An Agile manager needs to enable their team to solve problems, not direct them on how to do so.
They may form teams, support them, and remove any structural impediments that hinder the team's functioning. Yet they are outsiders that work closely with the team. In simplified terms, Agile managers are the champions of a team within an organization, not immediate members.
We have explained (although simplified) the basic tenants of Agile project management and what it is. Now, it is time to deal with some common misconceptions about Agile and what it is not.
Accelebrate offers Agile training for your team of 3 or more attendees. Our experienced trainers take a hands-on approach, allowing your team to discover the challenges they will encounter in practice and learn how to overcome these challenges.
Contact us to request pricing and learn how we can customize any of our Agile courses to meet your team's goals, level of experience, and preferred Agile approach.
Written by Accelebrate
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