Agile is a hot topic at the moment. Agile approaches in software-intense developments are of increasing interest to fast-paced, organisations. It’s impacting project management and project managers.
Currently, the response to Agile varies. Some have embraced it wholeheartedly and have extended its use well beyond its original remit. Some have found it doesn’t work for everything. Regulatory-driven projects – even IT ones – don’t succeed with Agile’s “80% complete” scenario. Neither is it well suited to those projects where the requirements are well known and are not volatile.
That suggests that we’re not going to lose traditional project management approaches, even in IT. The debate needs to be when it is appropriate to use Agile, and how to recognise when it is not. One way to take this discussion forward is to look at what needs to be in place to make an Agile approach successful. Once that’s understood, when these conditions do not prevail, it will be better to invoke other approaches.