Agile Program Management: Oversight or Overkill? | ||||||||||||
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Home > Executive Report > Opinion
Agile methods assume the best in people, from their knowledge and capabilities to their desire to collaborate in search of the best solution. It also assumes that developers and customers grasp the big picture. Unfortunately this is seldom the case, and why it is so vital that a project manager facilitate structured communication between the team and stakeholders to evaluate specific changes against broader objectives. It’s a fine line.
As organizations worldwide face the mounting challenges of the millennium — emergent technologies, shifting business environments, volatile economic conditions and the birth and maturation of e-commerce, to name a few — they must not only choose the right business strategies, but execute and implement those strategies flawlessly to remain competitive. Today, organizations have two choices — mitigate these obstacles or get left behind, battling with budget constraints and escalating demands.
One method for making the most of limited resources is Agile, an increasingly popular software development methodology that allows organizations to accelerate the pace of developing programs and applications — enabling a shorter time to market and more efficient use of resources, thereby maximizing their ability to capitalize on current, albeit transient conditions and trends.
Agile emerged when a group of developers met in Snowbird, Utah in 2001, united by a shared frustration of having to adapt to the “documentation driven, heavyweight software development processes” that added more complexity than value.
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