Only then is the big picture worked out, together with the customer. Modules are only specified as the project progresses. We deliver “fast, often, and early.” We work prototypically, RE.AL and “safe to fail.”Waste? We identify it and reduce it as much as possible. We realize the optimum. First of all, no-frills. 70% Getting ready.
Then we know how much time and money we have for great curls. And where the fine-tuning generate the most benefits. We record the status and communicate it. Then the pony farm starts fine-tuning, optimization, and training. What does a typical agile software project at zeitgeist look like? What are the decisive factors in agile project management?
FORMING » STORMING » NORMING » PERFORMING
These are the classic phases in Tuckman’s team development model. Interestingly, this model can also be applied to the typical course of agile software projects and the resulting challenges for project management.
1. SHAPING
The project team’s composition is also at the beginning of an agile software project. Skills and resources are checked, both within the agency and at the customer’s, and those responsible are determined and given areas of responsibility.
A project vision is developed together with the customer, often in the form of one or more workshops.
In this course, it is essential to work out the True North together, so to speak, a joint project vision and agreement on the goal, which is often still a long way off. The what and why are more important here than the how. As part of the “raw estimation” from the RE.AL principle, there is a common naming of modules, but not their specification. If timing and costs are fixed, the size of the module (scope) must be variable.
2. STORM
The project starts, and each responsible devotes himself to his work assignments – derived from the workshop. In this early phase, it can be a challenge to coordinate different approaches and different work processes.
A unique feature of agile software projects, for example, is the fact that there are no detailed specifications and no detailed calculations. “No waste!” is the motto here, which everyone involved in the project usually agrees unconditionally. But what exactly is the agency doing now? How do I ensure that the agency acts according to my ideas? Was everything necessary discussed in the workshops? The challenge here is to endure “uncertainties.” This is where agility is required (“agile” from the RE.AL principle).
Here it pays off if everyone involved has taken the trouble to develop a shared vision and thus a “big picture” initially. Based on this, user stories can now be formulated.
The concrete, detailed planning of the tasks then takes place at a glance, the so-called “rolling wave planning,” which feels too late for many of those involved. Conversely, this also means that features and modules that will only be realized in 6 months are not currently being comprehensively specified based on numerous, uncertain assumptions. In the past, the comprehensive specifications delivered early suggested security and gave project managers in the company early, comprehensive proof of the project content and its progress to internal stakeholders. If there is a corresponding, traditional information culture in the company, the project manager is faced with initiating fundamental rethinking at all levels in the company and creating an understanding of the 12 principles from the agile manifesto. If this succeeds, the advantages of agile software development can be played out together.
DIALOGUE AT EYE LEVEL
It is of crucial importance that the agency and project managers in the company are in close and open dialogue on an equal footing. Constantly questioning processes and optimizing them, again and again, is part of the agile “overall package” and should not be taken as a sign of early failure.
4. PERFORM
In this phase, the basic work is now paying off.
Each of the currently four sitegeist teams with a size of about 10 – 15 employees work independently and cross-functionally. The Kanban principle forms the framework for action and focuses on flow. The tasks of the agile project manager therefore include not only keeping an eye on economically measurable variables, but also ensuring that the software developers are able to focus and work efficiently in the flow as constantly as possible.
The requirement to implement the project as “ lean ” as possible is not only taken into account at the beginning of the project by avoiding “waste” in the form of KVAs and specifications.
Rather, it is about constantly questioning and exploring the “as much as necessary, as little as possible”. All those involved in the project are called upon to actively help shape the project with their skills.
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