Agile Project Management Process

2337 Words 10 Pages
INTRODUCTION
Projects are a combination of specific tasks that have a clearly defined beginning and end. It has limited resources and should be completed within an allocated time. Therefore, the restrictions of projects are usually never carried out again in the same manner, with the same resources, for the same reason. Projects are therefore classified as something that is unique and once-off. Furthermore, project managers and teams use project management methodologies which provide project teams with guidelines and a set of standards to follow and adhere to when completing projects. These methodologies each come with their own strengths and weaknesses. However, it is ultimately up to the project team to decide which methodology, or combination
…show more content…
S, 2014). Agile processes enables the team to provide pieces of functional software the client can immediately use. Customer satisfaction occurs which in turn increases their return on investment. Haunts. S, (2014) adds that agile software development “focuses on people and their interactions rather than the processes and tools used”. Emphasis is placed on collaboration between the client and the developers as aiding in the requirements definition process reduces unknowns and increases efficiency (Dawson, 2015). Continuous attention to technical excellence and good design is a third advantage (Haunts. S, 2014). The developer creates what is needed to satisfy the client’s requirements and limits him to design simpler, reliable and testable systems. Lastly Haunts. S, (2014) explains how regular adaptation to changing circumstances is an advantage of agile software. Tasneem, S., Ali Farooq, M., & Iqbal, N. (2015) notes that “agile methodologies are most suitable in dealing with volatile business requirements”. Using agile approaches enable developers to easily adapt to change as the developer alters certain parts of the software without having to start from …show more content…
The model is regularly considered as the exemplary style of old strategy in the software development life cycle (SDLC). According to Baban, 2013: “All these phases are cascaded to each other so that second phase is started as and when defined set of goals achieved for first phase and it is signed off; hence we call it as “Waterfall Model”.” (Baban, 2013). The quote states how the model elucidates the product advancement handle in a straight consecutive stream that implies that any stage in the improvement procedure starts just if the prior stage is finished. This improvement methodology does not characterise the procedure to backtrack to the previous stage to handle changes in

Related Documents