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Agile Project Management for Non-Software Projects: Adapting to Change in Any Industry
Author: Dr. Amelia Hernandez, PMP, CSM – Dr. Hernandez is a seasoned project management consultant with over 15 years of experience implementing agile methodologies across various sectors, including construction, marketing, and healthcare. She holds a PhD in Organizational Behavior and is a certified Project Management Professional (PMP) and Certified Scrum Master (CSM).
Publisher: Project Management Institute (PMI) – PMI is a leading global organization for project management professionals, making them a highly relevant publisher for this topic.
Editor: Sarah Chen, PMP, PgMP – Sarah Chen is a senior editor at PMI with extensive experience in editing project management publications. She holds a PMP and PgMP certification.
Keywords: agile project management for non-software projects, agile methodologies, non-software projects, agile transformation, project management, iterative development, adaptive planning, scrum, kanban, project success
Abstract: This article explores the application of agile project management for non-software projects, demonstrating its adaptability and effectiveness beyond the tech world. Through real-world case studies and personal anecdotes, we illustrate how agile principles can revolutionize project delivery in diverse industries, leading to increased efficiency, improved collaboration, and enhanced client satisfaction.
1. The Myth of Agile Exclusivity: Beyond the Software Development World
For years, "agile" was synonymous with software development. Images of programmers huddled around whiteboards, rapidly iterating on code, dominated the narrative. But the core principles of agility – adaptability, iterative development, and continuous feedback – are universal and incredibly valuable for projects of all kinds. Agile project management for non-software projects isn't just a trend; it's a paradigm shift towards a more responsive and effective approach to project delivery.
I remember early in my career, working on a large-scale construction project. The traditional waterfall approach, with its rigid timelines and extensive upfront planning, was proving incredibly inflexible. Changes in client requirements or unforeseen site challenges caused significant delays and cost overruns. It was a frustrating experience that ultimately fuelled my interest in exploring agile methodologies.
2. Case Study: Revamping a Marketing Campaign with Agile
One of my most successful applications of agile project management for non-software projects involved a major marketing campaign for a national retail chain. The initial brief was broad, with a reliance on predicting consumer behavior months in advance – a notoriously difficult task. Instead of committing to a rigid plan, we adopted a Scrum framework. We broke the campaign down into smaller, manageable sprints, each focusing on a specific deliverable, such as website design, social media content, or print materials.
Each sprint ended with a review, allowing the marketing team and client to assess progress, gather feedback, and adjust the strategy accordingly. This iterative approach allowed us to react quickly to market trends and consumer response, ultimately leading to a far more successful campaign than predicted under a traditional approach. The client, initially skeptical about agile, became a staunch advocate after witnessing the improved results and increased transparency.
3. Implementing Agile in Construction: A Story of Collaboration
The construction industry is notoriously resistant to change, yet agile project management for non-software projects is making inroads. In a recent project involving the renovation of a historic building, we utilized Kanban to manage workflow. This visual system allowed the construction team to track progress, identify bottlenecks, and prioritize tasks effectively. The transparency fostered by Kanban dramatically improved communication and collaboration among the different contractors and stakeholders involved.
Unlike the initial skepticism I encountered in my early construction projects, I found that when teams understood the value proposition of reducing waste and accelerating progress, they embraced agile techniques more readily. The ability to adapt to unexpected delays – a common occurrence in construction – became a major advantage of employing agile.
4. Agile Principles: Adaptability for Every Industry
The core principles of agile, such as iterative development, incremental delivery, self-organizing teams, and continuous improvement, are transferable to any project, regardless of industry. This adaptability is what makes agile project management for non-software projects so powerful. These principles emphasize flexibility and responsiveness, crucial elements when dealing with the unexpected challenges and changes inherent in most projects.
Here's how these principles manifest in non-software contexts:
Iterative Development: Instead of a comprehensive upfront plan, work is broken into smaller iterations, allowing for continuous feedback and adjustments.
Incremental Delivery: Value is delivered in small increments, allowing stakeholders to see progress and make informed decisions along the way.
Self-Organizing Teams: Teams are empowered to make decisions and manage their own work, fostering ownership and accountability.
Continuous Improvement: Regular retrospectives are held to identify areas for improvement and optimize processes.
5. Choosing the Right Agile Framework
While Scrum is popular, it's not a one-size-fits-all solution. Kanban, Lean, and XP (Extreme Programming) are other agile frameworks that might be better suited to specific projects and industries. The key is to select the framework that best aligns with the project's specific needs and context. Agile project management for non-software projects requires careful consideration of the chosen methodology.
6. Overcoming Challenges in Agile Adoption
Implementing agile in non-software environments can present challenges. Resistance to change, lack of understanding of agile principles, and difficulty in measuring progress are common hurdles. Effective leadership, training, and clear communication are essential for successful agile transformation.
7. Measuring Success in Agile Projects
Measuring success in agile projects requires a shift from traditional metrics to those that reflect the agile principles of flexibility and iterative development. Metrics like velocity, cycle time, and customer satisfaction are more relevant than strict adherence to an initial plan.
8. The Future of Agile Project Management for Non-Software Projects
The adoption of agile project management for non-software projects is accelerating, as more organizations recognize its value in delivering superior results in uncertain environments. As technology continues to evolve and integrate into various industries, the need for agile methodologies will only grow stronger.
9. Conclusion
Agile project management for non-software projects is not just a method; it's a mindset. It’s about embracing change, fostering collaboration, and continuously striving for improvement. By adopting agile principles, organizations across all sectors can improve project efficiency, enhance stakeholder satisfaction, and achieve greater success in today's dynamic environment.
FAQs
1. What is the difference between agile and waterfall project management? Agile is iterative and incremental, adapting to change, while waterfall is sequential and rigid.
2. Can agile be used for large-scale projects? Yes, with careful planning and scaling frameworks like Scrum of Scrums.
3. What are the common pitfalls of implementing agile? Resistance to change, lack of training, and inadequate measurement are common challenges.
4. How do I choose the right agile framework for my project? Consider project size, complexity, and team experience.
5. How do I measure success in an agile project? Focus on metrics like velocity, cycle time, customer satisfaction, and value delivered.
6. Is agile suitable for all industries? While adaptable, some industries may require more significant modifications to existing processes.
7. What role does leadership play in agile adoption? Leadership is crucial for fostering a culture of change and supporting agile implementation.
8. How can I overcome resistance to change when implementing agile? Communicate the benefits clearly, provide training, and involve stakeholders in the process.
9. What are the long-term benefits of agile adoption? Increased efficiency, improved collaboration, enhanced flexibility, and better stakeholder satisfaction.
Related Articles:
1. Agile in Construction: Streamlining Building Projects: Focuses on practical applications of agile in the construction industry, including case studies and best practices.
2. Agile Marketing: Adapting to the Ever-Changing Digital Landscape: Explores the use of agile in marketing campaigns, emphasizing rapid iteration and data-driven decision-making.
3. Agile for Healthcare: Improving Patient Care through Efficient Project Delivery: Discusses the application of agile in healthcare projects, emphasizing patient safety and quality of care.
4. Agile Project Management for Non-Profit Organizations: Focuses on the unique challenges and opportunities of implementing agile in non-profit settings.
5. Scaling Agile: Implementing Agile in Large Organizations: Explores methods for successfully scaling agile across large and complex organizations.
6. Agile and Risk Management: Mitigating Uncertainty in Agile Projects: Examines the importance of risk management in agile projects and provides strategies for effective risk mitigation.
7. Agile for Product Development: Delivering Innovative Products Faster: Showcases the use of agile in product development, focusing on rapid prototyping and customer feedback.
8. The Role of Agile Coaches in Successful Agile Transformations: Highlights the importance of agile coaches in guiding organizations through the transition to agile methodologies.
9. Agile and Remote Teams: Collaborating Effectively in a Distributed Environment: Focuses on the unique challenges and solutions for managing agile projects with remote teams.
| agile project management for non software projects: Agile for Non-Software Teams Gil Broza, 2019-12-19 You can't achieve business agility by copying practices from software/IT teams. This practical book, free of jargon and full of non-tech examples, will help you consider, design, start, grow, and sustain an Agile way of working that fits your unique context. |
| agile project management for non software projects: Agile Project Management with Kanban Eric Brechner, 2015 With Kanban, every minute you spend on a software project can add value for customers. One book can help you achieve this goal: Agile Project Management with Kanban. Author Eric Brechner pioneered Kanban within the Xbox engineering team at Microsoft. Now he shows you exactly how to make it work for your team. Think of this book as {28}Kanban in a box. |
| agile project management for non software projects: The Project Manager's Guide to Mastering Agile Charles G. Cobb, 2015-01-05 Streamline project workflow with expert agile implementation The Project Management Profession is beginning to go through rapid and profound transformation due to the widespread adoption of agile methodologies. Those changes are likely to dramatically change the role of project managers in many environments as we have known them and raise the bar for the entire project management profession; however, we are in the early stages of that transformation and there is a lot of confusion about the impact it has on project managers: There are many stereotypes and misconceptions that exist about both Agile and traditional plan-driven project management, Agile and traditional project management principles and practices are treated as separate and independent domains of knowledge with little or no integration between the two and sometimes seen as in conflict with each other Agile and Waterfall are thought of as two binary, mutually-exclusive choices and companies sometimes try to force-fit their business and projects to one of those extremes when the right solution is to fit the approach to the project It’s no wonder that many Project Managers might be confused by all of this! This book will help project managers unravel a lot of the confusion that exists; develop a totally new perspective to see Agile and traditional plan-driven project management principles and practices in a new light as complementary to each other rather than competitive; and learn to develop an adaptive approach to blend those principles and practices together in the right proportions to fit any situation. There are many books on Agile and many books on traditional project management but what’s very unique about this book is that it takes an objective approach to help you understand the strengths and weaknesses of both of those areas to see how they can work synergistically to improve project outcomes in any project. The book includes discussion topics, real world case studies, and sample enterprise-level agile frameworks that facilitate hands-on learning as well as an in-depth discussion of the principles behind both Agile and traditional plan-driven project management practices to provide a more thorough level of understanding. |
| agile project management for non software projects: Practical JIRA Administration Matthew Doar, 2011-05-26 If you're familiar with JIRA for issue tracking, bug tracking, and other uses, you know it can sometimes be tricky to set up and manage. In this concise book, software toolsmith Matt Doar clarifies some of the more confusing aspects by answering difficult and frequently asked questions about JIRA administration. Practical JIRA Administration shows you how JIRA is intended to be used, making it an ideal supplement to the extensive documentation already available. The book’s chapters are loosely connected, so you can go straight to the information that best serves your needs. Understand the difference between JIRA groups and JIRA project roles Discover what JIRA schemes do, and learn how to maintain them Use a consistent configuration approach to help you use JIRA as a platform Create a workflow from scratch Add, modify, and deactivate users Prepare for a JIRA upgrade, and troubleshoot if necessary Get remote access to JIRA via email, SQL, REST, and other methods |
| agile project management for non software projects: Agile Project Management with Scrum Ken Schwaber, 2004-02-11 The rules and practices for Scrum—a simple process for managing complex projects—are few, straightforward, and easy to learn. But Scrum’s simplicity itself—its lack of prescription—can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons—the successes and failures—culled from his years of experience coaching companies in agile project management. Through them, you’ll understand how to use Scrum to solve complex problems and drive better results—delivering more valuable software faster. Gain the foundation in Scrum theory—and practice—you need to: Rein in even the most complex, unwieldy projects Effectively manage unknown or changing product requirements Simplify the chain of command with self-managing development teams Receive clearer specifications—and feedback—from customers Greatly reduce project planning time and required tools Build—and release—products in 30-day cycles so clients get deliverables earlier Avoid missteps by regularly inspecting, reporting on, and fine-tuning projects Support multiple teams working on a large-scale project from many geographic locations Maximize return on investment! |
| agile project management for non software projects: Managing Agile Projects Sanjiv Augustine, 2005 Your Hands-On, In-the-Trenches Guide to Successfully Leading AgileProjectsAgile methods promise to infuse development with unprecedented flexibility, speed, and valueand these promises are attracting IT organizations worldwide. However, agile methods often fail to clearly define the manager s role, and many managers have been reluctant to buy in. Now, expert project manager Sanjiv Augustine introduces agility from the manager s point of view, offering a proven management framework that addresses everything from team building to project control. Augustine bridges the disconnect between the assumptions and techniques of traditional and agile management, demonstrating why agility is better aligned with today s project realities, and how to simplify your transition. Using a detailed case study, he shows how agile methods can scale to succeed in even the largest projects: Defining a high-value role for the manager in agile project environmentsRefocusing on outcomes--not rigid plans, processes, or controlsStructuring and building adaptive, self-organizing organic teamsForming a guiding vision that aligns your team behind a common purposeEmpowering your team with the information it needs to succeedManaging the flow of customer value from one creative stage to the nextLeveraging your team members strengths as whole personsImplementing full-life-cycle agility: from planning and coding to maintenance and knowledge transfer Customizing agile methods to your unique environmentBecoming an adaptive leader who can inspire and energize agile teams Whether you re a technical or business manager, Managing Agile Projectsgives you all the tools you need to implement agility in your environmentand reap its full benefits. Managing Agile Projects is part of the Robert C. Martin series.(c) Copyright Pearson Education. All rights reserved. |
| agile project management for non software projects: Agile Project Management Jim Highsmith, 2009-07-10 Best practices for managing projects in agile environments—now updated with new techniques for larger projects Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations. Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith’s new coverage of promoting agility through performance measurements based on value, quality, and constraints. This edition’s coverage includes: Understanding the agile revolution’s impact on product development Recognizing when agile methods will work in project management, and when they won’t Setting realistic business objectives for Agile Project Management Promoting agile values and principles across the organization Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close Organizational and product-related processes for scaling agile to the largest projects and teams Agile project governance solutions for executives and management The “Agile Triangle”: measuring performance in ways that encourage agility instead of discouraging it The changing role of the agile project leader |
| agile project management for non software projects: Agile Project Management For Dummies Mark C. Layton, 2012-05-08 Learn why agile techniques work better than historical approaches, and use them to rev up your software development with a faster, more flexible approach. |
| agile project management for non software projects: Agile Estimating and Planning Mike Cohn, 2005-11-01 Agile Estimating and Planning is the definitive, practical guide to estimating and planning agile projects. In this book, Agile Alliance cofounder Mike Cohn discusses the philosophy of agile estimating and planning and shows you exactly how to get the job done, with real-world examples and case studies. Concepts are clearly illustrated and readers are guided, step by step, toward how to answer the following questions: What will we build? How big will it be? When must it be done? How much can I really complete by then? You will first learn what makes a good plan-and then what makes it agile. Using the techniques in Agile Estimating and Planning, you can stay agile from start to finish, saving time, conserving resources, and accomplishing more. Highlights include: Why conventional prescriptive planning fails and why agile planning works How to estimate feature size using story points and ideal days–and when to use each How and when to re-estimate How to prioritize features using both financial and nonfinancial approaches How to split large features into smaller, more manageable ones How to plan iterations and predict your team's initial rate of progress How to schedule projects that have unusually high uncertainty or schedule-related risk How to estimate projects that will be worked on by multiple teams Agile Estimating and Planning supports any agile, semiagile, or iterative process, including Scrum, XP, Feature-Driven Development, Crystal, Adaptive Software Development, DSDM, Unified Process, and many more. It will be an indispensable resource for every development manager, team leader, and team member. |
| agile project management for non software projects: #noprojects: A Culture of Continuous Value Evan Leybourn, Shane Hastie, 2018-07-18 Today success comes from building products people love, creating loyal customers and serving the broader stakeholder community. In this thoughtful exploration on the future of work, the authors explore the past, present and future of the project. And why, in today's fast changing & hyper-competitive world, running a temporary endeavour is the wrong approach to building sustainable products and how #noprojects is fundamentally changing the way companies work. The metrics by which we have historically defined success are no longer applicable and we need to re-examine the way value is delivered in the new economy. This book starts from the premise that our goal is to create value, for the customer, for the organisation and for society as a whole and shows how to empower and optimise our teams to achieve this. The authors draw on modern management approaches to provide proven techniques and tools for producing, and sustaining, creative products that go beyond meeting requirements. |
| agile project management for non software projects: The Art of Agile Development James Shore, Shane Warden, 2008 For those considering Extreme Programming, this book provides no-nonsense advice on agile planning, development, delivery, and management taken from the authors' many years of experience. While plenty of books address the what and why of agile development, very few offer the information users can apply directly. |
| agile project management for non software projects: Agile Project Management For Dummies Mark C. Layton, Steven J. Ostermiller, 2017-09-05 Flex your project management muscle Agile project management is a fast and flexible approach to managing all projects, not just software development. By learning the principles and techniques in this book, you'll be able to create a product roadmap, schedule projects, and prepare for product launches with the ease of Agile software developers. You'll discover how to manage scope, time, and cost, as well as team dynamics, quality, and risk of every project. As mobile and web technologies continue to evolve rapidly, there is added pressure to develop and implement software projects in weeks instead of months—and Agile Project Management For Dummies can help you do just that. Providing a simple, step-by-step guide to Agile project management approaches, tools, and techniques, it shows product and project managers how to complete and implement projects more quickly than ever. Complete projects in weeks instead of months Reduce risk and leverage core benefits for projects Turn Agile theory into practice for all industries Effectively create an Agile environment Get ready to grasp and apply Agile principles for faster, more accurate development. |
| agile project management for non software projects: Agile Project Delivery Aaron A. Blair, 2020-12-18 Agile Project Delivery reviews how different Agile methods can be applied to project delivery in complex corporate environments beyond the Agile Manifesto’s original scope of software development. Taking readers through a typical project lifecycle, the text demonstrates how Agile techniques can be applied to each phase of a project using valuable tools and examples. Agile Project Delivery covers various approaches that are used across the many methodologies and frameworks that are part of the Agile family, including Scrum, XP, and Crystal, as well as some of Agile’s influences, such as Lean and Kanban. Agile Project Delivery also provides readers with advanced instructions for using Atlassian’s industry-leading Agile software, Jira. Bridging the gap between Agile methodology and application, this concise guide features practical delivery approaches, engaging case studies, useful templates to assist in Agile application, and chapter discussion questions to reinforce understanding on how to harness the benefits of Agile. With a focus on settings outside of software development and an accessible, pragmatic approach, Agile Project Delivery is an invaluable resource for students in any project management course, as well as for both aspiring and experienced project practitioners. |
| agile project management for non software projects: Agile Practice Guide , 2017-09-06 Agile Practice Guide – First Edition has been developed as a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organizations wanting to increase agility. This practice guide is aligned with other PMI standards, including A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, and was developed as the result of collaboration between the Project Management Institute and the Agile Alliance. |
| agile project management for non software projects: Making Sense of Agile Project Management Charles G. Cobb, 2011-02-08 Making Sense of Agile Project Management Business & Economics/Project Management The essential primer to successfully implementing agile project management into an overall business strategy For a project to be truly successful, its management strategy must be flexible enough to adapt to dynamic and rapidly evolving business needs. Making Sense of Agile Project Management helps project managers think outside the box by presenting a deep exploration of agile principles, methodologies, and practices. Straying from traditional bureaucratic procedures that are rigidly defined, this book espouses a heavy reliance on the training and skill of collaborative, cross-functional teams to adapt the methodology to the problem that they are attempting to solve—rather than force-fitting a project to a particular methodology. Making Sense of Agile Project Management: Focuses on how agile project management fits with other more traditional project management models to provide a more effective strategy Includes many cases taken from real-world companies illustrating good and bad agile implementation Provides coverage that is balanced and objective with discussion of both agile and non-agile methodologies Making Sense of Agile Project Management employs a straightforward approach that enables project managers to grasp concepts quickly and develop adaptable management tools for creating a vibrant and fluid business environment. By utilizing the principles laid out in this book, business managers and leaders will strengthen their ability to meet the risks and complexities of any individual project—and better understand how to blend the appropriate balance of control and agility into an overall business strategy. |
| agile project management for non software projects: Succeeding with Agile Mike Cohn, 2010 Proven, 100% Practical Guidance for Making Scrum and Agile Work in Any Organization This is the definitive, realistic, actionable guide to starting fast with Scrum and agile-and then succeeding over the long haul. Leading agile consultant and practitioner Mike Cohn presents detailed recommendations, powerful tips, and real-world case studies drawn from his unparalleled experience helping hundreds of software organizations make Scrum and agile work. Succeeding with Agile is for pragmatic software professionals who want real answers to the most difficult challenges they face in implementing Scrum. Cohn covers every facet of the transition: getting started, helping individuals transition to new roles, structuring teams, scaling up, working with a distributed team, and finally, implementing effective metrics and continuous improvement. Throughout, Cohn presents Things to Try Now sections based on his most successful advice. Complementary Objection sections reproduce typical conversations with those resisting change and offer practical guidance for addressing their concerns. Coverage includes Practical ways to get started immediately-and get good fast Overcoming individual resistance to the changes Scrum requires Staffing Scrum projects and building effective teams Establishing improvement communities of people who are passionate about driving change Choosing which agile technical practices to use or experiment with Leading self-organizing teams Making the most of Scrum sprints, planning, and quality techniques Scaling Scrum to distributed, multiteam projects Using Scrum on projects with complex sequential processes or challenging compliance and governance requirements Understanding Scrum's impact on HR, facilities, and project management Whether you've completed a few sprints or multiple agile projects and whatever your role-manager, developer, coach, ScrumMaster, product owner, analyst, team lead, or project lead-this book will help you succeed with your very next project. Then, it will help you go much further: It will help you transform your entire development organization. |
| agile project management for non software projects: Agile Management for Software Engineering David J. Anderson, 2003-09-17 A breakthrough approach to managing agile software development, Agile methods might just be the alternative to outsourcing. However, agile development must scale in scope and discipline to be acceptable in the boardrooms of the Fortune 1000. In Agile Management for Software Engineering, David J. Anderson shows managers how to apply management science to gain the full business benefits of agility through application of the focused approach taught by Eli Goldratt in his Theory of Constraints. Whether you're using XP, Scrum, FDD, or another agile approach, you'll learn how to develop management discipline for all phases of the engineering process, implement realistic financial and production metrics, and focus on building software that delivers maximum customer value and outstanding business results.Coverage includes: Making the business case for agile methods: practical tools and disciplines How to choose an agile method for your next project Breakthrough application of Critical Chain Project Management and constraint-driven control of the flow of value Defines the four new roles for the agile manager in software projects—and competitive IT organizations Whether you're a development manager, project manager, team leader, or senior IT executive, this book will help you achieve all four of your most urgent challenges: lower cost, faster delivery, improved quality, and focused alignment with the business. |
| agile project management for non software projects: Lean from the Trenches Henrik Kniberg, 2011-12-14 You know the Agile and Lean development buzzwords, you've read the books. But when systems need a serious overhaul, you need to see how it works in real life, with real situations and people. Lean from the Trenches is all about actual practice. Every key point is illustrated with a photo or diagram, and anecdotes bring you inside the project as you discover why and how one organization modernized its workplace in record time. Lean from the Trenches is all about actual practice. Find out how the Swedish police combined XP, Scrum, and Kanban in a 60-person project. From start to finish, you'll see how to deliver a successful product using Lean principles. We start with an organization in desperate need of a new way of doing things and finish with a group of sixty, all working in sync to develop a scalable, complex system. You'll walk through the project step by step, from customer engagement, to the daily cocktail party, version control, bug tracking, and release. In this honest look at what works--and what doesn't--you'll find out how to: Make quality everyone's business, not just the testers. Keep everyone moving in the same direction without micromanagement. Use simple and powerful metrics to aid in planning and process improvement. Balance between low-level feature focus and high-level system focus. You'll be ready to jump into the trenches and streamline your own development process. |
| agile project management for non software projects: Agile Project Management for Government Brian Wernham, 2012 Governments on both sides of the Atlantic have committed to introducing agile change management for faster results with cheaper implementation at lower risk. The first hands-on guide is designed to help public sector leaders reap the rewards of agile methods, based on the latest national and international research. |
| agile project management for non software projects: Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution Bolat, Hür Bersam, Temur, Gül Tekin, 2019-03-15 Communication between man and machine is vital to completing projects in the current day and age. Without this constant connectiveness as we enter an era of big data, project completion will result in utter failure. Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution addresses changes wrought by Industry 4.0 and its effects on project management as well as adaptations and adjustments that will need to be made within project life cycles and project risk management. Highlighting such topics as agile planning, cloud projects, and organization structure, it is designed for project managers, executive management, students, and academicians. |
| agile project management for non software projects: Antiquities from Boeotia, Tanagra, Greece Etc. Also Persians, Enamel Faïence Etc , 1903 |
| agile project management for non software projects: Drive Daniel H. Pink, 2011-04-05 The New York Times bestseller that gives readers a paradigm-shattering new way to think about motivation from the author of When: The Scientific Secrets of Perfect Timing Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He examines the three elements of true motivation—autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live. |
| agile project management for non software projects: Agile for Everybody Matt LeMay, 2018-10-10 The Agile movement provides real, actionable answers to the question that keeps many company leaders awake at night: How do we stay successful in a fast-changing and unpredictable world? Agile has already transformed how modern companies build and deliver software. This practical book demonstrates how entire organizations—from product managers and engineers to marketers and executives—can put Agile to work. Author Matt LeMay explains Agile in clear, jargon-free terms and provides concrete and actionable steps to help any team put its values and principles into practice. Examples from a wide variety of organizations, including small nonprofits and global financial enterprises, bring to life the on-the-ground realities of Agile across industries and functions. Understand exactly what Agile is and why it matters Use Agile to address your organization’s specific needs and goals Take customer centricity from theory into practice Stop wasting time in report and critique meetings and start making better decisions Create a harmonious cycle of learning, collaborating, and delivering Learn from Agile experts at companies like IBM, Spotify, and Coca-Cola |
| agile project management for non software projects: Agile Documentation Andreas Rüping, 2005-01-14 Software documentation forms the basis for all communication relating to a software project. To be truly effective and usable, it should be based on what needs to be known. Agile Documentation provides sound advice on how to produce lean and lightweight software documentation. It will be welcomed by all project team members who want to cut out the fat from this time consuming task. Guidance given in pattern form, easily digested and cross-referenced, provides solutions to common problems. Straightforward advice will help you to judge: What details should be left in and what left out When communication face-to-face would be better than paper or online How to adapt the documentation process to the requirements of individual projects and build in change How to organise documents and make them easily accessible When to use diagrams rather than text How to choose the right tools and techniques How documentation impacts the customer Better than offering pat answers or prescriptions, this book will help you to understand the elements and processes that can be found repeatedly in good project documentation and which can be shaped and designed to address your individual circumstance. The author uses real-world examples and utilises agile principles to provide an accessible, practical pattern-based guide which shows how to produce necessary and high quality documentation. |
| agile project management for non software projects: Large-Scale Scrum Craig Larman, Bas Vodde, 2016-09-30 The Go-To Resource for Large-Scale Organizations to Be Agile Rather than asking, “How can we do agile at scale in our big complex organization?” a different and deeper question is, “How can we have the same simple structure that Scrum offers for the organization, and be agile at scale rather than do agile?” This profound insight is at the heart of LeSS (Large-Scale Scrum). In Large-Scale Scrum: More with LeSS, Craig Larman and Bas Vodde have distilled over a decade of experience in large-scale LeSS adoptions towards a simpler organization that delivers more flexibility with less complexity, more value with less waste, and more purpose with less prescription. Targeted to anyone involved in large-scale development, Large-Scale Scrum: More with LeSS, offers straight-to-the-point guides for how to be agile at scale, with LeSS. It will clearly guide you to Adopt LeSS Structure a large development organization for customer value Clarify the role of management and Scrum Master Define what your product is, and why Be a great Product Owner Work with multiple whole-product focused feature teams in one Sprint that produces a shippable product Coordinate and integrate between teams Work with multi-site teams |
| agile project management for non software projects: Doing Agile Right Darrell Rigby, Sarah Elk, Steve Berez, 2020-05-26 Agile has the power to transform work--but only if it's implemented the right way. For decades business leaders have been painfully aware of a huge chasm: They aspire to create nimble, flexible enterprises. But their day-to-day reality is silos, sluggish processes, and stalled innovation. Today, agile is hailed as the essential bridge across this chasm, with the potential to transform a company and catapult it to the head of the pack. Not so fast. In this clear-eyed, indispensable book, Bain & Company thought leader Darrell Rigby and his colleagues Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile's rise to prominence--the idea that it can reshape an organization all at once, for instance, or that it should be used in every function and for all types of work. They illustrate that agile teams can indeed be powerful, making people's jobs more rewarding and turbocharging innovation, but such results are possible only if the method is fully understood and implemented the right way. The key, they argue, is balance. Every organization must optimize and tightly control some of its operations, and at the same time innovate. Agile, done well, enables vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations. The authors break down how agile really works, show what not to do, and explain the crucial importance of scaling agile properly in order to reap its full benefit. They then lay out a road map for leading the transition to a truly agile enterprise. Agile isn't a goal in itself; it's a means to becoming a high-performance operation. Doing Agile Right is a must-have guide for any company trying to make the transition--or trying to sustain high agility. |
| agile project management for non software projects: Emotional Intelligence for Project Managers Anthony Mersino, 2013-06-15 You’ve spent years gathering the technical intelligence you need for this challenging career--now separate yourself from the pack by increasing your emotional intelligence! As recent research has indicated that emotional intelligence (EI) now accounts for 70 to 80 percent of management success, there is no doubt that today’s successful project manager needs strong interpersonal skills and the ability to recognize emotional cues to lead their teams to success--the technical expertise the position depended on so greatly in the past simply isn’t enough anymore! Emotional Intelligence for Project Managers introduces you to all facets of EI and shows how emotions can be leveraged to meet project goals. Project managers strong in technical skills but needing help in the EI department will learn how to: Set the tone and direction for the project Communicate effectively Motivate, inspire, and engage their team Encourage flexibility and collaboration Deal productively with stress, criticism, and change Establish the kind of high morale that attracts top performers Now in its second edition, Emotional Intelligence for Project Managers includes several expanded sections on self-awareness and self-management, as well as a new chapter on using EI to lead Agile Teams and a close look at Servant Leadership. |
| agile project management for non software projects: eXtreme Project Management Douglas DeCarlo, 2010-10-01 Today’s new breed, eXtreme projects are different. They feature high speed, high change, high complexity, high risk, and high stress. While traditional projects follow the classic model of ready, aim, fire, eXtreme project managers succeed by shooting the gun and then redirecting the bullet while not loosing sight of their moving target. eXtreme Project Management provides a practical guide for leaders working under high risk and high pressure while producing the desired bottom-line results. Based on Doug DeCarlo’s extensive experience in working with more than 250 project teams, his eXtreme project management model is built around an integrated set of principles, values, skills, tools, and practices proven to consistently work under conditions of rapid change and uncertainty. eXtreme project management is based on the premise that you don’t manage the unknown the same way you manage the known. It’s a people-centric approach to high performance that makes quality of life a fundamental part of the project venture. |
| agile project management for non software projects: Managing Agile Projects Kevin Aguanno, 2005 Annotation Are you being asked to manage a project with:- unclear requirements? - high levels of change? - a team using Extreme Programming or other Agile Methods? This book is for project managers who are interested in learning the secrets of successfully controlling and delivering agile projects. From learning how agile projects are different from traditional projects, to detailed guidance on a number of agile management techniques, this book includes contributions from some of the industry experts -- the visionaries who developed the agile methodologies in the first place. Contributors include:- Scott Ambler, developer of Agile Modeling - Alistair Cockburn, the developer of Crystal Methods - Larry Constantine, the visionary behind user-centred design and use cases- Ron Jeffries, co-creator of Extreme Programming - Linda Rising, the leading expert on the use of patterns in software design- and many others. |
| agile project management for non software projects: Scrumban - Essays on Kanban Systems for Lean Software Development Corey Ladas, 2009-01-01 Corey Ladas' groundbreaking paper ScrumBan has captured the imagination of the software development world. Scrum and agile methodologies have helped software development teams organize and become more efficient. Lean methods like kanban can extend these benefits. Kanban also provides a powerful mechanism to identify process improvement opportunities. This book covers some of the metrics and day-to-day management techniques that make continuous improvement an achievable outcome in the real world. ScrumBan the book provides a series of essays that give practitioners the background needed to create more robust practices combining the best of agile and lean. |
| agile project management for non software projects: The Agile Mind-Set Gil Broza, 2015-07-21 Are you frustrated or disenchanted by the results of your Agile approach? Does Agile sound like a good idea, but you're not sure how to explain it beyond roles, practices, and meetings? Is your team going through the motions, but it's still business as usual? The missing piece is the Agile mind-set -- the thinking that makes Agile processes work. This book is your compass for the Agile journey. Without prescribing any process, practice, or tool, it will show you how practitioners approach: Deciding what to work on Planning and doing the work Engaging people and performing as teams Working better Pragmatic and dogma-free, this book will help you understand what it means to be Agile and how to bring others along. I want to give this book to every executive and manager who asks why the transition is taking so long. I also recommend it for all Agile practitioners as a valuable source of insight beyond the processes and techniques described in other books. -Roger Brown, Agile Coach, Agile Crossing Gil Broza is a kindred spirit to the pioneers of the Agile movement. He reminds us of the core values, principles, and behaviors of this enduring effort to bring joy and delight to producing software. To those new to the pursuit, he brings a lantern for the journey. -Rich Sheridan, CEO, Menlo Innovations The book's forewords are by Jim Highsmith and Linda Rising. Gil Broza, founder and principal mentor at 3P Vantage, has been supporting Agile leaders and their teams since 2004. Gil's guidance helps professionals adopt effective, humane, and responsible approaches to software development. His previous book was The Human Side of Agile. |
| agile project management for non software projects: Agile and Lean Concepts for Teaching and Learning David Parsons, Kathryn MacCallum, 2018-10-24 This book explores the application of agile and lean techniques, originally from the field of software development and manufacturing, to various aspects of education. It covers a broad range of topics, including applying agile teaching and learning techniques in the classroom, incorporating lean thinking in educational workflows, and using team-based approaches to student-centred activities based on agile principles and processes. Demonstrating how agile and lean ideas can concretely be applied to education, the book offers practical guidance on how to apply these ideas in the classroom or lecture hall, as well as new concepts that could spark further research and development. |
| agile project management for non software projects: Coaching Agile Teams Lyssa Adkins, 2010-05-18 The Provocative and Practical Guide to Coaching Agile Teams As an agile coach, you can help project teams become outstanding at agile, creating products that make them proud and helping organizations reap the powerful benefits of teams that deliver both innovation and excellence. More and more frequently, ScrumMasters and project managers are being asked to coach agile teams. But it’s a challenging role. It requires new skills—as well as a subtle understanding of when to step in and when to step back. Migrating from “command and control” to agile coaching requires a whole new mind-set. In Coaching Agile Teams, Lyssa Adkins gives agile coaches the insights they need to adopt this new mind-set and to guide teams to extraordinary performance in a re-energized work environment. You’ll gain a deep view into the role of the agile coach, discover what works and what doesn’t, and learn how to adapt powerful skills from many allied disciplines, including the fields of professional coaching and mentoring. Coverage includes Understanding what it takes to be a great agile coach Mastering all of the agile coach’s roles: teacher, mentor, problem solver, conflict navigator, and performance coach Creating an environment where self-organized, high-performance teams can emerge Coaching teams past cooperation and into full collaboration Evolving your leadership style as your team grows and changes Staying actively engaged without dominating your team and stunting its growth Recognizing failure, recovery, and success modes in your coaching Getting the most out of your own personal agile coaching journey Whether you’re an agile coach, leader, trainer, mentor, facilitator, ScrumMaster, project manager, product owner, or team member, this book will help you become skilled at helping others become truly great. What could possibly be more rewarding? |
| agile project management for non software projects: The Scrum Fieldbook J.J. Sutherland, 2019-10-01 Based on years of work in the field with scores of companies, including Bosch, 3M, Schlumberger, and Rio Tinto, The Scrum Fieldbook delivers a hands-on, practical approach to rapidly delivering value for companies and organizations. Scrum is the secret weapon behind some of today’s most successful companies. Businesses like Google, Facebook, Amazon, and Apple use Scrum to drive incredibly fast innovation, laser focus on customers, and continuous improvement, and to decrease decision times in order to reshape the world. Scrum is the most utilized Agile framework. In recent years, its use has exploded across the corporate world, far beyond its software and technology roots. J. J. Sutherland and the team at Scrum Inc. have dramatically improved performance at global banks, utility providers, medical device manufacturers, mining giants, and firms on the cutting edge of genetic science. Scrum has helped companies large and small thrive in the age of disruption. In Sutherland’s first book, the national bestseller Scrum: The Art of Doing Twice the Work in Half the Time, coauthored with his father, Jeff, the co-creator of Scrum, he laid out the Scrum framework used by almost all of today’s leading technology companies. In The Scrum Fieldbook, he draws on his firm’s extensive experience in the field to take leaders, managers, and employees deeper into the specific challenges and new opportunities organizations face in an Agile transformation. He shows how the Scrum framework can be successfully applied to any project in any industry, from automobile manufacturers in the U.S. and Europe to nonprofits in Africa, from home renovation contractors in Minnesota to gas exploration companies in South America, from fighter plane builders in Sweden to U.S. Navy Special Forces teams in regions of the world we can’t mention. |
| agile project management for non software projects: Managing the Design Factory Donald Reinertsen, 1997-10 From the bestselling author of Developing Products in Half the Time, this book presents a comprehensive approach to managing design-in-process inventory. |
| agile project management for non software projects: Lean Software Development Mary Poppendieck, Tom Poppendieck, 2003-05-08 Lean Software Development: An Agile Toolkit Adapting agile practices to your development organization Uncovering and eradicating waste throughout the software development lifecycle Practical techniques for every development manager, project manager, and technical leader Lean software development: applying agile principles to your organization In Lean Software Development, Mary and Tom Poppendieck identify seven fundamental lean principles, adapt them for the world of software development, and show how they can serve as the foundation for agile development approaches that work. Along the way, they introduce 22 thinking tools that can help you customize the right agile practices for any environment. Better, cheaper, faster software development. You can have all three–if you adopt the same lean principles that have already revolutionized manufacturing, logistics and product development. Iterating towards excellence: software development as an exercise in discovery Managing uncertainty: decide as late as possible by building change into the system. Compressing the value stream: rapid development, feedback, and improvement Empowering teams and individuals without compromising coordination Software with integrity: promoting coherence, usability, fitness, maintainability, and adaptability How to see the whole–even when your developers are scattered across multiple locations and contractors Simply put, Lean Software Development helps you refocus development on value, flow, and people–so you can achieve breakthrough quality, savings, speed, and business alignment. |
| agile project management for non software projects: Construction Extension to the PMBOK® Guide Project Management Institute, 2016-10-01 A Guide to the Project Management Body of Knowledge (PMBOK� Guide) provides generalized project management guidance applicable to most projects most of the time. In order to apply this generalized guidance to construction projects, the Project Management Institute has developed the Construction Extension to the PMBOK� Guide. This Construction Extension provides construction-specific guidance for the project management practitioner for each of the PMBOK� Guide Knowledge Areas, as well as guidance in these additional areas not found in the PMBOK� Guide: * All project resources, rather than just human resources * Project health, safety, security, and environmental management * Project financial management, in addition to cost * Management of claims in construction This edition of the Construction Extension also follows a new structure, discussing the principles in each of the Knowledge Areas rather than discussing the individual processes. This approach broadens the applicability of the Construction Extension by increasing the focus on the what” and why” of construction project management. This Construction Extension also includes discussion of emerging trends and developments in the construction industry that affect the application of project management to construction projects. |
| agile project management for non software projects: Managing Change in Organizations Project Management Institute, 2013-08-01 Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational development/human resources and portfolio/program/project management. By bringing these together, professionals from both worlds can use project management approaches to effectively create and manage change. This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness. |
| agile project management for non software projects: Creating Great Teams Sandy Mamoli, David Mole, 2015-11-11 People are happiest and most productive if they can choose what they work on and who they work with. Self-selecting teams give people that choice. Build well-designed and efficient teams to get the most out of your organization, with step-by-step instructions on how to set up teams quickly and efficiently. You'll create a process that works for you, whether you need to form teams from scratch, improve the design of existing teams, or are on the verge of a big team re-shuffle. Discover how New Zealand's biggest e-commerce company completely restructured their business through Self-Selection. In the process, find out how to create high-performing groups by letting people self-organize into small, cross-functional teams. Step-by-step guides, easy-to-follow diagrams, practical examples, checklists, and tools will enable you to run a Self-Selection process within your organization. If you're a manager who wants to structure your organization into small teams, you'll discover why Self-Selection is the fastest and safest way to do so. You'll prepare for and organize a Self-Selection event and make sure your Self-Selection participants and fellow managers are on board and ready. If you're a team member, you'll discover what it feels like to be part of a Self-Selection process and what the consequences are for your daily work. You'll learn how to influence your colleagues and bosses to be open to the idea of Self-Selection. You'll provide your manager with a plan for how to facilitate a Self-Selection event, and with evidence that the system works. If you're feeling the pain and chaos of adding new people to your organization, or just want to ensure that your teams have the right people with the right skills, Self-Selection will help you create the effective teams you need. |
| agile project management for non software projects: Fundamentals of Agile Project Management Marcus Goncalves, Raj Heda, 2010 This is the seventh book in the Technical Manager's Survival Guides series. For the complete series library, go to: http: //catalog.asme.org/books/PrintBook/Press_3Volume_Set.cfm In this new volume, the authors introduce readers to agile methods for managing projects. Agile methods have been around for a while, but their prevalence has increased as the result of many successful projects in organizations that have applied them. While some of the agile methods discussed here spring from software development experiences, it is essential to understand that the underlying principles can be applied with appropriate modifications to any industry or organization. |
October 2023 Agile for non-software projects - watech.wa.gov
Although agile is primarily associated with software development, many agile concepts can apply to non-software projects. • Instead of a master plan with milestones, focus on smaller segments …
Agile Use in Non-Software Project White Paper - ProPharma …
We will unlock the secrets of how highly effective project managers utilize agile in their toolkits to achieve project success for non-IT implementation projects. What is Agile? Agile is a …
Agile Project Management 101 - Smartsheet
adopting a standard project management method. But with all the PM methods out there, how are you to know which one is best for your work management needs? In this e-book, we’ll take a look …
Benefits of Agile in non-software development context: a …
the benefits of these methods have led to a widespread use of agile project management even in non-software development contexts. But, how does these values and principals affect projects in …
Can Agile Project Management Be Adopted | PMI Academic …
The authors propose the hypothesis that the APM approach ca\ n be adapted, at least for innovative projects, to non-software companies. Furthermore, they suggest exploring the correlation …
Agile project management beyond software industry
project management, agile project management, software industry, non-software industry . 1. INTRODUCTION . In the last decade, the research on Agile Project Management (APM) and its …
Will Agile Project Management Become the Future of Non-IT …
In the IT sector, agile project management is well-known for proper planning and executing projects. But there is no quantitative study regarding the success rate and efficiency of the …
AGILE PROJECT MANAGEMENT IN NON-SOFTWARE …
Scholars have viewed Agile Project Management APM as a prominent solution for software and non-software innovative institutions to cope with its unstable environment. APM has been tested in …
Agile Transformation for NON-IT Organisation - Leadership …
Even though the concept of agile project management is associated with Software development projects, it offers the same value when managing non-software projects.
Agile project management concepts applied to construction …
This paper will briefly discuss agile approaches to project management concepts as developed in the software industry, with a generic, non-IT focus. The application of these tools and methods …
WaTech Best Practices Summary - Washington
Agile project management for non-software projects. Incorporating sprints in waterfall projects. Gated funding deliverables. Shifting oversight to a partnership model. To address these, the CoP …
Flexible Project Management: Extending Agile Techniques …
Non-software projects don’t have the benefits of these characteristics; however, agile provides wonderful insight into understanding how to deal with chaos. This paper covers a set of tools …
Project Management Development – Practice and Perspectives
agile methods in non-software development contexts. Out of the 21 case studies analysed, most reported projects were from manufacturing companies but even from areas such as library...
Non Software Agile Project Management (book) - camp.aws.org
Non Software Agile Project Management: Agile for Non-Software Teams Gil Broza,2019-12-19 You can t achieve business agility by copying practices from software IT teams This practical book …
Evaluating the Impact of Agile Project Management …
This research aimed to provide insights into the application of Agile methodologies in non-IT projects, addressing project success factors, flexibility, and adaptability. The results are of …
Exploring Agile Management Practices in Non-Tech Industries
By examining case studies from various non-tech sectors, this study highlights how agile principles can enhance efficiency, reduce production cycles, and improve customer satisfaction.
Will Agile Project Management Become the Future of Non-It …
The much proven method of agile project management has been primarily considered as a tool for software companies to drive productivity. This paper deals with the driving factors and …
Agile Methodology For Non Software Projects - api.spsnyc.org
Agile Methodology For Non Software Projects: Apply Agile Methodology to Non-software Enterprise Projects Chris Vandersluis,Project Management Institute,2014 Agile project management …
Non Software Agile Project Management (PDF) - camp.aws.org
understanding Apply Agile Methodology to Non-software Enterprise Projects Chris Vandersluis,Project Management Institute,2014 Agile project management techniques have …
Agile Methodology For Non Software Projects Copy
Agile Methodology For Non Software Projects: Apply Agile Methodology to Non-software Enterprise Projects Chris Vandersluis,Project Management Institute,2014 Agile project management …
October 2023 Agile for non-software projects - watech.wa.gov
Although agile is primarily associated with software development, many agile concepts can apply to non-software projects. • Instead of a master plan with milestones, focus on smaller …
Agile Use in Non-Software Project White Paper - ProPharma …
We will unlock the secrets of how highly effective project managers utilize agile in their toolkits to achieve project success for non-IT implementation projects. What is Agile? Agile is a …
Agile Project Management 101 - Smartsheet
adopting a standard project management method. But with all the PM methods out there, how are you to know which one is best for your work management needs? In this e-book, we’ll take a …
Benefits of Agile in non-software development context: a …
the benefits of these methods have led to a widespread use of agile project management even in non-software development contexts. But, how does these values and principals affect projects …
Can Agile Project Management Be Adopted | PMI …
The authors propose the hypothesis that the APM approach ca\ n be adapted, at least for innovative projects, to non-software companies. Furthermore, they suggest exploring the …
Agile project management beyond software industry
project management, agile project management, software industry, non-software industry . 1. INTRODUCTION . In the last decade, the research on Agile Project Management (APM) and …
Will Agile Project Management Become the Future of Non …
In the IT sector, agile project management is well-known for proper planning and executing projects. But there is no quantitative study regarding the success rate and efficiency of the …
AGILE PROJECT MANAGEMENT IN NON-SOFTWARE …
Scholars have viewed Agile Project Management APM as a prominent solution for software and non-software innovative institutions to cope with its unstable environment. APM has been …
Agile Transformation for NON-IT Organisation - Leadership …
Even though the concept of agile project management is associated with Software development projects, it offers the same value when managing non-software projects.
Agile project management concepts applied to construction …
This paper will briefly discuss agile approaches to project management concepts as developed in the software industry, with a generic, non-IT focus. The application of these tools and methods …
WaTech Best Practices Summary - Washington
Agile project management for non-software projects. Incorporating sprints in waterfall projects. Gated funding deliverables. Shifting oversight to a partnership model. To address these, the …
Flexible Project Management: Extending Agile Techniques …
Non-software projects don’t have the benefits of these characteristics; however, agile provides wonderful insight into understanding how to deal with chaos. This paper covers a set of tools …
Project Management Development – Practice and …
agile methods in non-software development contexts. Out of the 21 case studies analysed, most reported projects were from manufacturing companies but even from areas such as library...
Non Software Agile Project Management (book)
Non Software Agile Project Management: Agile for Non-Software Teams Gil Broza,2019-12-19 You can t achieve business agility by copying practices from software IT teams This practical …
Evaluating the Impact of Agile Project Management …
This research aimed to provide insights into the application of Agile methodologies in non-IT projects, addressing project success factors, flexibility, and adaptability. The results are of …
Exploring Agile Management Practices in Non-Tech Industries
By examining case studies from various non-tech sectors, this study highlights how agile principles can enhance efficiency, reduce production cycles, and improve customer satisfaction.
Will Agile Project Management Become the Future of Non …
The much proven method of agile project management has been primarily considered as a tool for software companies to drive productivity. This paper deals with the driving factors and …
Agile Methodology For Non Software Projects
Agile Methodology For Non Software Projects: Apply Agile Methodology to Non-software Enterprise Projects Chris Vandersluis,Project Management Institute,2014 Agile project …
Non Software Agile Project Management (PDF)
understanding Apply Agile Methodology to Non-software Enterprise Projects Chris Vandersluis,Project Management Institute,2014 Agile project management techniques have …
Agile Methodology For Non Software Projects Copy
Agile Methodology For Non Software Projects: Apply Agile Methodology to Non-software Enterprise Projects Chris Vandersluis,Project Management Institute,2014 Agile project …
