An Agile Methodology and a More Traditional Approach - Essay Example

An Agile Methodology and a More Traditional Approach Both agile and traditional approaches to project management have their strong and weak points. In my analysis of the major features of both methodologies, I have identified various factors and key areas where the approaches differ and how these differences affect decision making and selection of the best approaches to use in various conditions. I have categorized these factors into project size and duration, risk involved and people. Project Size One major shortcoming of the agile approach is project size. Project size comprises of elements such as the budget of the project, the project’s duration and the organization of the project team. A large team or huge budget means that the project is big and therefore requires more resources, workforce and general coordination of all these elements. Traditional approach to project management methodologies aid these process by providing plans and facilitating more detailed documentation for better advances communication and ease of coordination. According to the book, ‘Project management fundamentals: key concepts and methodology’ “There is a limit to the size of problem that can be solved with a given number of people” (Haugan, 2011). Haugan goes ahead to show the existing relationship between methodology and communication. A cording to him, the level of methodology rises with increase in the number of people. The mobile phone company seems to have a number of stakeholders in the management of the project, therefore in this case, I would advise ten to use the traditional approach. However, if the people involved are less than forty, they should consider using the agile approach. When it comes to making a decision in regards to project duration, since the project needs fast completion, it is advisable for the mobile company to use agile methodology because traditional methodologies involve lengthy outputs (Goodpasture, 2010). People The company also has to consider customer adaptability to the new product as another great factor in deciding what approach to use. In the agile approach, the customer has the ability to evaluate the progress of the software and alter the direction of the software development. This ability makes the approach more attractive than traditional approach to project management. Secondly, the culture of an organization used by the people in the mobile company is an equally important factor in decision-making. An organization that does not respond to changes is likely to have more rules and procedure. Therefore, it cannot work in harmony with an agile methodology. On the other hand, a responsive or flexible organization, are keen to adapt changes and may readily accept agile methods. Technological companies like mine should be flexible, and thus we need to use agile methods ( Nicholas, Steyn & Nicholas,2008). Risk Factors The prime risk factors while in the process of developing a software process are project criticality and responding to change. In developing applications built quickly and without the need for extensive quality assurance, we might prefer to incorporate agile methods. On the other hand, traditional approach to project management methodology comes in handy while developing critical, safe and reliable systems (Cobb, 2011). 1. Assess the importance of effective and efficient project management practices throughout the project lifecycle, including the impact of poor performance and an explanation of how particular groups of stakeholders with different levels of interest and influence should be managed It is important to use effective and efficient project management practices throughout the project lifecycle in order to complete the project within the given period. In establishing the success of a project, we commonly use time to judge success. We hold in high regard a project that is completed in time. Other than preventing a strain on the budget, effective and efficient project management practices helps complete the project in time and provide room for corrections as well. Using effective and efficient project management practices throughout the project lifecycle helps the project and project management teams achieve the objectives stipulated in the beginning of the project. Key among these objectives in is ensuring that the project is completed within the budget and at the same time, making sure that the project is profitable in the end. Using project management practices that efficient and effective throughout the life cycle of the project aids in facilitating the ease of measurement of all aspects of the project. Two common objectives within project management in the entire project management process are compliance with budget and schedule. Effective and efficient practices enable the measurement of these readily identifiable measures making it is easy for those implementing the project to concentrate on project management and achieving success. Most project objectives are not easily measurable by themselves. The only sure way of determining the metrics involved in the project is through suggesting and using proper project management practices. Sound Project Management practices allow project stakeholders to meet their objectives. Some these objectives include that the project meets its intended purpose and that the project is safe to the environment. Without a sound Project Management by the project management team, there can be delays, which translate to extra costs for the supplier, producer and consumer. In addition, poor project management can also result to failure of the completed project produce the intended products or results. This usually results into huge losses on the part of the producer, as their defective products will lose market and sometimes, the consumers can sue the company for selling defective products. There is a grid used to group the various stakeholders. The stakeholders can be either promoters (those with high influence and high interest in the project), latents (stakeholders with high influence and low interest), defenders (stakeholders with low influence but high interest in the project) and apathetic (those stakeholders with low interest and low influence as well). We can begin the stakeholder management process by first clearly understanding which category to place each stakeholder as per the grid. A stakeholder with a considerable power over the organization and major interest in it as well, for example an executive in charge of the finance department, will fall in the promoter’s category. Stakeholders who have no power and interest will fall in the apathetic category. I will group stakeholders with a reasonable amount of power and interest accordingly as well and eventually, each of them will have a group to fit in. The next step will be to decide the category of stakeholders that needs the most attention. Most of my energy goes to the business people who use the case of mobile phones and market domination, will be most helpful. My priority list then goes down following the order of power and interest. 2. Project Plan When implementing the project, the project managers need to come up with the product they need to develop. It is the responsibility of the marketing team to come up with a product. The product arises from the consumer research. After coming up with the product, screening is done to determine the best product. The next stage is evaluation phase. During this stage, small groups of perspective consumers are interviewed based on their reaction of the product. Depending on the clients reactions, internal analysis is then carried out. After internal analysis, the actual development is carried out of the chosen product and goods. This is the stage that takes a lot of time because it is overwhelming. After the actual development, commercialization is done on the product for purposes of validation. The last step is launching stage, followed by the correction stage. The projects schedule is as shown in the diagrams below. Phase Details Timeline A Generating the idea 4 weeks B Screening the idea 4 weeks C Concept testing 4 weeks D Business analytics 4 weeks E Mechanical development 6 weeks F Electronic development 5 weeks G Software development 8 weeks H Commercialization 2 weeks I Launching 1 week The critical path is as shown below 4 4 4 5 6 1 8 2 3. Explain the importance of a robust approach to risk management and contingency planning in relation to the project, highlighting some of the key issues of concern and outlining how we can handle the two. The process of risk management takes into consideration the risk-taking culture within an organisation. The process embodies identification, assessment and response to risks, as well as communicating the results of these processes to the appropriate parties in a timely manner (Royer, 2001). For effective risk management, the system has to improve the planning processes of the project by enabling the focus to remain on the business itself and help to ensure continued service delivery. A good risk management system also reduces the occurrence of potentially costly ‘surprises’ and helps in the preparation of undesirable or challenging events and outcomes. The system results into improved resource allocation by ensuring that the scarce resources achieve the highest-level risks. This aids in the process of improving general performance and efficiency of the project, while also contributing to the development of a positive organisational culture, whereby people and the entire company as a whole understand their purpose, roles and direction. Good risk management systems improve responsibility, accountability, transparency and governance in regards to both decision-making and the apparent outcomes of the choices made (Jordan, 2013). In developing a good contingency plan, I find the following guidelines essential in the preparation process. The main goal of this plan is to maintain business operations. We will look deeply into what we need as a mobile phone technology company to deliver a least possible level of functionality and service (Chinyio & Olomolaiye, 2010). We will also have to define times in accordance to what ought to be done on an hourly basis of the plan being implemented. The times define stretch into the first day, week all the way into the first month. This way, our contingency plan is less likely to leave out important details. Our plan also needs to identify the trigger, that is, the cause that will specifically, prompt us to implement the contingency plan. In coming up with the plan, we need to decide the most appropriate actions my project implementation team ought to take, and when to do so. The plan has to stipulate who will be in charge of every stage and the type of reporting process the team has to follow. The plan should be kept simple (use of clear, plain language.) because we do have no clue as to who will read and implement the plan whenever it is needed. It also needs to consider related resource restrictions. We have to make sure that our company functions the same way if we implement Plan B, and if not so, the contingency plan ought not to necessarily reduce the company’s capabilities. Moreover, we have to include the contingency plans in our company’s standard operating procedures. The team drawing the contingency plan need to ensure they provide initial training on the plan, while keeping everyone up-to-date with any changes as well. Our company also needs to manage its risks by taking up any opportunities to eliminate risk, wherever possible. This will go a long way in helping us minimise, or even eradicate, the need for implementing contingency plans in some areas. Lastly, we need to identify operational inefficiencies. To come up with a good contingency plan, we have to facilitate a standard procedure to assist in the documentation of our planning process for avenues where performance ought to be improved, and eliminate any hindrances to performance improvement as well. References Goodpasture, J. C. (2010). Project management the agile way: making it work in the enterprise. Ft. Lauderdale, FL, J. Ross Pub. Haugan, G. T. (2011). Project management fundamentals: key concepts and methodology. Vienna, VA, Management Concepts. Cobb, C. G. (2011). Making Sense of Agile Project Management Balancing Control and Agility. Hoboken, John Wiley & Sons. http://public.eblib.com/choice/publicfullrecord.aspx?p=661483. Nicholas, J. M., Steyn, H., & Nicholas, J. M. (2008). Project management for business, engineering, and technology: principles and practice. Burlington, Mass, Butterworth-Heinemann. Jackson, P. M. (2006). Nonprofit risk management and contingency planning done in a day strategies. Hoboken, N.J., Wiley. http://www.123library.org/book_details/?id=8579 Jordan, A. (2013). Risk management for project driven organizations: a strategic guide to portfolio, program and pmo success. Royer, P. S. (2001). Project risk management: a proactive approach. Vienna, Virg, Management Concepts. Chinyio, E., & Olomolaiye, P. O. (2010). Construction stakeholder management. Chichester, U.K., Wiley-Blackwell. http://public.eblib.com/choice/publicfullrecord.aspx?p=470325. Read More