Examples Of Agile Project Management

INTRODUCTION

The application of information, expertise, tools, and procedures to project activities to meet the project requirements is known as project management (PMBOK 2008). Alternatively, project management is the process in which projects are well-defined, planned, supervised, organized and conveyed such that the agreed features and requirements are fulfilled (APM BOK 2006).

Success of IT projects is very much dependent on providing the anticipated product at the projected time, within budget, its desired performance levels, acknowledged by the client, offering at least the minimum agreed functionality i.e. meeting customer satisfaction, and delivering the promised benefits (Dalcher and Brodie, 2007). Whereas the failure of IT projects

These features include sophisticated competitive market states, and demands such as the need for faster development and supply of new, differentiated projects and services (time dimension) as well as an amplified productivity, while insuring a higher level of excellence and meeting anticipations of clients; the legendary faster, low-cost, yet improved (J. Wiley and sons, 2013).

The agile approach is hasty and coherent and built on iterative and incremental growth where requirements and results advance through collaboration (Rubin and Rubin, 2010). This approach can be seen as a process which breaks down a large complex project in to numerous less complex or rather simple projects as well as outlining the scope for every one of these less complex

This approach centers on people, communications, the anticipated product and its flexibility. The concept of this approach is similar to that of the traditional management approach: generating plans and requirements, evolving the anticipated product, incorporating it with other products as required then testing it and debugging technical hitches if any is found, then lastly fitting it for use (Rose, 2010). In this approach, as a replacement for focusing on the phases all at once like it is done in the traditional approach, the entire project is fragmented into smaller segments known as scrums after which the scrums are taken as smaller projects and dealt with according to the traditional