Unit 4

Agile Project Management Framework

CO4 Implement Agile Methodologies to enhance project adaptability and

responsiveness to changing requirements

About Agile:
• Mostly used model in todays digital era.
• Agile means “ The ability to respond changes from requirements, technology &
people “
• It is an incremental and iterative process of software development.
Working with Example:
• Divides requirements in to multiple iterations & provide specific functionality for the
release.
• Delivers multiple software requirements.
• Each iterations are lasts from tow to three weeks.
• Direct collaboration with customers.
• Rapid project development

When to use the Agile Model?

 1. When Project size is large.
2. When frequent changes are required.
3. When a highly qualified and experienced team is available.
4. When a customer is ready to have a meeting with a software team all the time.
5. Projects with flexible timelines and budget.
Advantages of Agile Model
1. Reduced risk of failure
2. Improved satisfaction of development team
3. Reduced time-to-market with predictable delivery
4. High quality
History of Agile
To the challenges of traditional model ,in February ‘ 2001 , A group of seventeen software
“thought leader’s “ got together at the Lodge at snowbird ski resort in Utah to discuss about
the light weight software development methodology and alternative to document driven ,
heavy weight software development. This is when agile way of software development was
born and they wrote the agile manifesto with 4 key values and 12 core principles which will
enable teams to become agile and develop fasterto deliver high quality (defect-free) , working
software of the highest business value in the shortest lead time.
Agile Manifesto 4 Values
1. Individuals & Interactions Over Processes & Tools:- Valuing people more than the
processes and tools is important, since it is the people who respond to business needs
and drive development. If processes or tools drive development, the team is less likely
to be responsive. Tools aid communication and collaboration and thus, support the
delivery process. For example, a timesheet tracking tool has an objective of tracking
an individual work rather than aiding collaboration, whereas a visual story board
brings more transparency and collaboration within the team.
2. Working Software Over Comprehensive Documentation:- A few years back, enormous
amount of time was spent on product related documentation. Agile way of working does not
eliminate documentation, but provides only need-to-know information
to the developer, without getting into minute details. Here is the only measure of progress.
3. Customer Collaboration Over Contract Negotiation:- The Agile Manifesto describes a
customer as one who is engaged and collaborates not only at the beginning and end of a
development process, but instead throughout the product lifecycle. While Agile way of
working may involve the customer during periodic demos, a project can have an end user as
part of its team to ensure that development is progressing in the right direction.
4. Responding to Change Over Following a Plan:-Traditional software development
regarded change as an expense, hence, it was to be avoided. With Agile way of working,
shorter iterations for delivery means priorities can be shifted from one iteration to another. As
per Agile principles, change always improves a product and provides additional value.

Agile 12 principles
Agile Manifesto – 12 Principles
1. Customer Satisfaction - Our highest priority is to satisfy the customer through early
and continuous delivery of valuable software.
2. Welcome Change - Welcome changing requirements, even late in development. Agile
processes harness change for the customer& competitive advantage.
3. Deliver a Working Software - Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the shorter timescale.
4 .Collaboration - Business people and developers must work together daily throughout the
project.
5. Motivation - Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
6. Face-to-face Conversation - The most efficient and effective method of conveying
information to and within a development team is face-to-face conversation.
Measure the progress as per the working software - Working software is the primary
measure of progress.
8. Maintain constant pace - Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Monitoring - Continuous attention to technical excellence and good design enhances
agility.
10. Simplicity - The art of maximizing the amount of work not done - is essential.
11. Self-organizing teams - The best architectures, requirements, and designs emerge from
self-organizing teams.
12. Review the work regularly - At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior accordingly.

Agile Life Cycle

1. Project Initiation
This initial stage is about discussing the project vision and the ROI justification. This is a
high-level feasibility discussion and does not delve into the specific details. During this step,
you should identify team members and determine the time and work resources are required to
complete the project. Taking stock of resources is crucial to determining economic feasibility
for project approval.
2. Planning
This speculative phase is when the Agile lifecycle really takes shape for the team. Release
planning is where the team gets together with their sponsor or product owner and identifies
exactly what they are looking for. They discuss how this will be made possible by building
the backlog at the story level.
A good way to think about stories is how the end-user might describe the feature or product.
A story should include the type of user, what they want from the product and why.
The business opportunity in a wider context should be considered here. This will impact how
viable the project is in a functional and financial sense
3. Development
Once the requirements have been defined based on feedback from the product owners and
stakeholders, the actual work begins. Agile product development delivers high quality
working products in incremental phases, sprints, or iterations.
Developers start building the first iteration of the product with the aim of having a working,
usable product at the end of the sprint. This is far from the final version and will undergo a
number of revisions so it should only include minimum functionality. This functionality can
be expanded on in future iterations of the Agile lifecycle.
4. Production
Your product has now been deployed and is being used by final end-users. It is important to
closely monitor these early stages for bugs or defects missed in testing. A handover with
relevant training should take place between the production and support teams.
These final processes and handovers are can vary depending on the type of product you are
outputting.
The production phase typically ends when the product is ready to be retired
5. Retirement
The final stage of the Agile lifecycle. The product is now at the ‘end of life’ stage and will be
pulled from production and decommissioned Customers are notified and informed about
migration to newer releases or alternative options.
Products are retired for a number of reasons. In most cases, it is because a newer release is
being deployed and (or) the older release is no longer being supported. In this case, some
final, minor software updates may be made to the newer system
Team and roles of an Agile Team
4.3.1 Scrum Master
What is a scrum master?
A Scrum master is the facilitator of scrum, a lightweight agile framework focusing on time-
boxed iterations called sprints. Scrum masters act as coaches to the rest of the team,
or servant leaders, as the Scrum Guide puts it.
Good scrum masters are committed to the foundational elements of scrum but remain flexible
and open to opportunities for the team to improve their workflows.

Scrum master responsibilities

1. Standups: Facilitate daily standups (or the daily scrum) as needed.
2. Iteration/sprint planning meetings: Protect the team from over-committing and
scope creep. Aid in estimation and sub task creation.
3. Sprint reviews: Participate in the meeting and capture feedback.
 4. Retrospectives: Note areas for improvement and action items for future sprints.
5. Board administration: Work as the administrator of the scrum board. Ensure that
cards are up to date and the scrum tools like Jira software are working well.
6. 1 on 1s: Meet individually with team members and stakeholders as needed. Iron out
team disagreements about process and work styles. Many scrum practitioners oppose
1on1, believing these communications should happen during standups. However, new
teams often prefer to have these regular face-to-face interactions with specific team
members. The scrum master may decide that these individual interactions are crucial
for team development and getting to know one another.
7. Internal Consulting: Scrum masters should consult with team members and internal
stakeholders on how best to work with the scrum team.
8. Reporting: Regular analysis of burndown charts and other portfolio planning tools to
understand what gets built and at what cadence.
Product Owner
A product owner is responsible for ensuring the success of a project in Scrum. The
product owner is responsible for managing and optimizing the product backlog in
order to maximize the value of the product. A Scrum framework is an Agile
methodology that facilitates communication and self-organization within a team.
A Product Owner is part of the scrum team. The key responsibilities of a Product
Owner are to define user stories and create a product backlog. The Product Owner is
the primary point of contact on behalf of the customer to identify the product
requirements for the development team. This product backlog will be a prioritized set
of customer requirements. The Product Owner has the complete responsibility and
ownership of defining and even prioritizing user requirements. The Product Owner
must communicate with the development team to explain the product features to be
implemented. Any queries that come from the development team must be addressed
by the Product Owner on key user requirements. The role of the Product Owner is to
maximize the value addition of the products that are developed by the agile scrum
team.
The Product Owner must ensure that the user stories meet customer requirements. The
role of the Product Owner is critical for companies that are keen to move to an agile-
based product development methodology. The Product Owner has to collaborate and
work closely with various stakeholders such as customers, business leaders,
development teams, project managers, and other stakeholders.
 What Does a Product Owner Do?
 Defining and managing the product vision and strategy, based on customer and
stakeholder needs and market research
 Creating and prioritizing a product backlog (a list of features and requirements)
that aligns with the product vision and goals, and continuously refining it based on
feedback and changing business needs.
 Collaborating closely with cross-functional teams (e.g. developers, designers,
marketers, and quality assurance) to ensure that the product meets customer needs and
is delivered on time and within budget.
 Ensuring that the product backlog items are clearly defined, well understood, and
properly estimated by the development team.
 Making tough decisions on what features to include in each sprint or release,
based on the value they will deliver to customers and the business.
 Acting as the primary point of contact for all stakeholders (e.g. customers, partners,
executives, and other departments) on matters related to the product.
 Continuously monitoring the product's performance and gathering feedback
from customers and stakeholders, using data-driven insights to make informed
decisions and prioritize future improvements.
Development Team
A development team is a group of people who work together to develop a piece of
software, product, or service from initial ideation to completion. While many people
use the term as short-hand to refer to a software development team (which develops
software), a project development team can actually be any team focused on
developing a particular project, whether it be constructing a building or manufacturing
a new toy.
A project development team often includes a project manager ,who oversees the
planning and execution of the project, as well as project support members like
a project coordinator The roles of additional team members will depend on the nature
 of the project but can include both internal and external stakeholders who contribute
to the project’s development in different ways. There are many ways to organize a
development team. While some are organized in strict hierarchies in which everyone’s
roles and responsibilities are clearly defined, many others consist of small, cross-
functional teams in which all members contribute to the development and completion
of the entire project (an Agile methodology known as “Scrum).
Ultimately, much as the term “development team” can refer to many different types of
teams focused on different goals, the structure of the team will differ based on their
overall objectives and the philosophy of their employer.

 Business Analyst (BA)

This is someone who is responsible for formulating goals, analyzing and documenting
the core processes and systems, and ensuring the alignment of business model and
technology. BA is all things for everybody. They evaluate what works and what
doesn’t work and set the direction for business development.

 Project Manager (PM)

This person is in charge of planning and execution. PM is responsible for getting
things done. They also take care of building relationships among the client and
various organization departments. PMs oversee all the processes, delegate the tasks
among other team members, and ensure that everyone stays on track.

 UX Designer
This is someone who designs the way users will interact with the product. They
ensure that all the features solve people’s problems and fulfill business goals. Namely,
they determine how the product will look and how it will work. The main focus of a
UX designer is functionality and usability.

 Developers (Front-end/ Back-end)

These are the people who do the actual coding. Whereas front-end developers work
on the customer-facing elements of the product, back-end developers take care of its
functionality, which is everything the user doesn’t see.

 Quality Assurance Engineer (QA)

This is someone who tests the product to make sure that it works well, meets the
quality standards and client requirements. QA is like a final editor with meticulous
attention to the smallest detail. They detect errors and bugs early on so that the team
can fix it before it gets to the users.

Product Backlog
 A product backlog is a list of the new features, changes to existing features, bug fixes,
infrastructure changes or other activities that a team may deliver in order to achieve a
specific outcome.
 Product Backlog items that can be Done by the Scrum Team within one Sprint are
deemed ready for selection in a Sprint Planning event. They usually acquire this
degree of transparency after refining activities. Product Backlog refinement is the act
of breaking down and further defining Product Backlog items into smaller more
precise items. This is an ongoing activity to add details, such as a description, order,
and size. Attributes often vary with the domain of work.
 The Developers who will be doing the work are responsible for the sizing.
The Product Owner may influence the Developers by helping them understand and
select trade-offs. Multiple Scrum Teams often work together on the same product.
One Product Backlog is used to describe the upcoming work on the product.

Sprint Backlog,
The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-time
picture of the work that the Developers plan to accomplish during the Sprint in order
to achieve the Sprint Goal. Consequently, the Sprint Backlog is updated throughout
the Sprint as more is learned. It should have enough detail that they can inspect their
progress in the Daily Scrum.
 product roadmap
 A product roadmap is a plan of action for how a product or solution will evolve over
time.
 Product owners use roadmaps to outline future product functionality and when new
features will be released.
 When used in agile development, a roadmap provides crucial context for the team's
everyday work and should be responsive to shifts in the competitive landscape.
 A product roadmap is essential to communicating how short-term efforts match long-
term business goals. Understanding the role of a roadmap—and how to create a great
one—is key for keeping everyone on your team headed in the same direction.
 A product roadmap is a shared source of truth that outlines the vision, direction,
priorities, and progress of a product over time.
 It’s a plan of action that aligns the organization around short and long-term goals for
the product or project, and how they will be achieved.
 Product owners use roadmaps to collaborate with their teams and build consensus on
how a product will grow and shift over time. Agile teams refer back to the product
roadmap to keep everyone on the same page about which product ideas have been
prioritized and when, and to gain context for their everyday work and future direction.

Minimum Viable Product (MVP)

 A minimum viable product (MVP) is a concept from Lean Startup that stresses the
impact of learning in new product development.
 Eric Ries, defined an MVP as that version of a new product which allows a team to
collect the maximum amount of validated learning about customers with the least
effort.
 This validated learning comes in the form of whether your customers will actually
purchase your product.

Step 1: Identify And Understand Your Business And Market Needs

The first step is to identify if there is a need for your product in the market. This can
be an organizational need or a customer need that addresses a current gap. It is also
important to analyze what your competitors are doing and establish how you can
make your product stand out.
Long-Term Goals
 Once you’ve determined there is a need for your product, it is important for you to set
a long-term business goal: what are you planning to achieve? For example, if you are
a coffee shop chain, you may have the long-term goal of reducing checkout time by
30 percent.
Success Criteria
Next, identify what will define the success of your product. Our coffee chain, for
example, might define success by reaching that 30 percent time-to-checkout
reduction, having 100,000 active monthly users, and reaching $1 million in monthly
transactions via their app.
Step 2: Map Out User Journey(S)
It is important to design your mobile product with your users in mind. A good way to
ensure that your users will have a good experience with the first iteration of your app
is by mapping out user journeys. This will allow you to look at your product from the
perspective of the user, beginning with opening the app to reaching an end goal, such
as making a purchase. This provides insight into how you can design the app in a way
that is convenient for users. In addition, defining user flow and addressing the actions
users need to take in order to complete an end goal, ensures you don’t miss anything
while keeping user satisfaction in mind.
Things To Consider When Creating A User Journey:
Identify The User
Who will be using your product? It’s possible that you will have more than one
category of users. For example, if you have a service appointment booking app, you
may have the appointment scheduler (customer) and the service technician.
Identify The Actions (Jobs)
The jobs are the actions that the user or users need to take in order to reach the story
ending and achieve the goal. When planning your MVP, you will likely want to look
at which user has the most jobs and focus on that user; however, there may be higher
priorities that need to be addressed, so you may need to focus on a different user or
even multiple users.
Identify The Story Endings
Step 3: Create A Pain And Gain Map
Once you’ve worked out the user flow you will want to create a pain and gain map
for each action. The pain and gain map allows you to identify all user pain points and
the gains the user achieves when each is addressed. This tactic lets you determine
where you have the greatest potential to add value. You are then able to focus your
MVP in these areas while adding the less impactful ones to your product roadmap for
future releases.
We recommend organizing the pain and gain map into a chart. Here is what a pain
and gain chart might look like for the Pet Adopter user.
 Step 4: Decide What Features To Build
At this stage, you will be able to discern what features to include in your MVP, as
well as what features to include on your product roadmap that are a lower priority.
Below are some tools you can use to decide which features are necessary to make
your MVP successful. Asking the question of what does my user want vs. what does
my user need, can help Identify and prioritize features. Keep in mind, implementing
too many user-requested features too soon can harm the user experience and take
away from the overall purpose of the product. The only features you should include
should be connected to your product’s overall goal.
Opportunity Statements
Use opportunity statements to finalize what features you want to build out. At this
stage in the MVP development process, you will want to create feature sentences. For
our Pet Adopters that are applying to adopt animals, for example, the opportunity
statement “How might we expedite the application process?” could become “Reduce
application processing time by 10 percent.”
Breakdown Features To Include In Your Product Roadmap
List the user and the specific opportunity statements, and provide a breakdown of the
features to include in the product roadmap.
Prioritization Matrix
This step helps you identify where you can make the most impact in relation to the
urgency of the feature. Using a prioritization matrix, you can make the final decision
on what absolutely needs to be included in your MVP, and what features can be
included in later releases. Below is our recommended format for your MVP
prioritization matrix.

Version and Release

 Normally Release is more about the "action" to distribute the software to interested
candidates, while "version" is an identifier of certain snapshot of the software (mostly
a meaningful snapshot). Therefore, in most case, as we need to identify
certain release of the application, we will have a version assigned.
 The process involved in version and release management are concerned with
identifying and keeping track of the versions of a system. Versions managers devise
procedures to ensure that versions of a system may be retrieved when required and are
not accidentally changed by the development team. For products, version managers
work with marketing staff and for custom systems with customers, to plan when new
releases of a system should be created not distributed for deployment.
 A system instance is an instance of a system which can be different from other
instances in some way. There is a chance in which versions of the system may have
different functionality, enhanced performance or repaired software faults. Some
versions may be functionally equivalent but designed for different hardware or
 software configuration. Versions with only small differences are sometimes
called variants.
 A system release may be a version that’s distributed to customers. Each system
release should either include new functionality or should be intended for a special
hardware platform. There are normally many more versions of a system than release.
Versions are created with an organization for internal development or testing and are
not intended for release to customers.
Version Identification :
 To create a specific version of a system, you’ve got to specify the versions of the
system components that ought to be included in it. In a large software system, there
are hundreds to software components, each of which may exist in several different
versions.
 There must therefore be an unambiguous way to identify each component version to
ensure that the right components are included in the system. Three basic techniques
are used for components version identification .
Version Numbering :
 In version numbering scheme, a version number is added to the components or system
name. If the first version is called 1.0, subsequent versions are 1.1, 1.2 and so on. At
some stage, a new release is created (release 2.0) and process start again at version
2.1.The scheme is linear, based on the assumption that system versions are created in
sequence. Most version management tools such as RCS and CVS support this
approach to version identification.
 Characteristics Agile approach Traditional approach

Organizational Agile has an Traditional approach

structure network based based on hierarchy and
fluid structure silos

User Interactive input Well defined before

requirements implementation

Development Evolutionary Life cycle approach

process delivery approach (SDLC based on
(incremental) waterfall)

Customer Has a high level of Customers get involved

involvement customer only at the early phase.
involvement Low involvement

Test Every iteration Comprehensive planning

documentation

Restart cost Low High

Reviews and After each Excessive reviews by

approvals iteration and actual leaders but mostly
product documents

Flexibility Budget and Budget and timeline

timeline flexibility flexibility is low
is high

Product Backlog Report:

It is an ordered list of all things that need to be done within a project. Items on the list
in Scrum projects are usually user-centric and follow a standard user story format that
replaces traditional requirements specifications.
The most important items are shown at the top of the backlog report so the teams
knows what to deliver first. A customer representative reviews the backlog report
before each iteration planning meeting to ensure prioritization is correct and feedback
from the last iteration has been incorporated.
The product backlog report serves as the main communication device between the
development team and the product owner , who can re-prioritize work on the backlog
at any time, as well as add or subtract requirements as business conditions change.
 Product Backlog Report include:-
1. User Stories
2. Backlog Items
3. Priority
4. Estimation
5. Efforts
6. Dependencies
7. Grooming Efforts

Sprint Backlog Report:

It is a list of tasks identified by the scrum team to be completed during the scrum
sprint. During the sprint planning meeting, the team selects some number of product
backlog items, usually in the form of user stories, and identifies the tasks necessary to
complete each user story. Most teams also estimate how many hours each tasks will
take someone on the team to complete.
The sprint backlog is often maintained using issue and project software program like
JIRA , or via a group spreadsheet, or with sticky notes on a whiteboard.
Sprint Backlog Report Include:-
1. Sprint Goal
2. Sprint Duration
3. Selected Backlog Items
4. Tasks
5. Assigned Team Members
6. Estimation
7. Efforts
8. Status

Burndown Report or Chart:-

A burndown chart is a tool used by Agile teams to gather information about both the
work they have completed on a project and the work that is yet to be done within a
given time period, or as Scrum teams call it, a Sprint. Agile teams use this simple,
visual tool to determine how their project is progressing in the prescribed time and
how much has been completed during each iteration.
Often, teams can use their burndown chart as a prediction tool that allows them to
visualize when their project will be completed. Burndown charts also provide insight
into the health of their sprint. Upon reflection of the burndown chart, teams are given
insights into bottlenecks in the process and are then able to determine solutions to
obstructions, which lead to meaningful outcomes.
How to Use a Burndown Chart
During sprint meetings, teams determine the work breakdown of the project and
predict the time in which each task can be completed. From this task breakdown, the
plots of the burndown chart can be created.
Once created, a line is shown to reflect the ideal number of effort hours needed to
complete the project. As the project progresses, teams can use the burndown chart to:
1. Determine the amount of work done in each iteration
2. Show the work completed
3. Visualize the remaining work
4. Predict when a project will be finished
It Include:-
1. X-Axis Horizontal :- Represents time, usually in days or iterations.
2. Y-Axis Vertical :- Represents the amount of work remaining to be completed
3. Ideal Line :- This is a straight line that connects the starting point (total work planned
for the sprint) to end point . It represents the ideal progress if all work were complete
at a consistent pace throughout the sprint.
4. Actual Progress Line:- This line shows the actual progress made by the team. Each
day or iteration, the amount of remaining work is plotted , and the line is updated
accordingly. The goal is for this line to closely follow the ideal line.
Velocity Chart :
Connected to the principle of iterative development, velocity in Agile is used to
measure how much work can be completed in each iteration. It is widely used as a
calibration tool to help development teams create accurate and efficient timelines.

Velocity in Agile is not meant to be used as a goal or benchmark to strive for because
it is measured relatively depending on what makes the most sense for the team
measuring it. While maintaining consistency is ideal, Agile velocity is meant to be
used mainly as a planning tool.
How is Velocity in Agile Measured?
Velocity in Agile is a simple calculation measuring units of work completed in a
given timeframe. Units of work can be measured in several ways, including engineer
hours, user stories, or story points.
The same applies to timeframe; it’s typically measured in iterations, sprints, or weeks.
However, you decide to measure velocity should be how you continue to measure it
going forward.
For example, to track Agile velocity, most Scrum teams measure the number of user
points in a given sprint. Once this is measured based on a few sprints, the team can
then predict how many user points they should plan to complete per sprint. This
ultimately reveals how many sprints it will take to complete a project, and helps the
team to measure efficiency along the way.
 Daily Reports:
Each day at the same time, the team meets so as to bring everyone up to date on the
information that is vital for coordination, each team members briefly describes any
“completed” contributions and any obstacles that stand in their way.
The meeting is normally held in front of the task board. In its most basic from, a task
board can be drawn on a whiteboard or even a section of wall. The board is divided
into three columns labeled “To DO”, “In Progress” and “Done” . Sticky notes or
index cards , one for each task the team is working on, are placed in the columns
reflecting the current status of the tasks. Different layouts can be used , for instance
by rows instead of columns . The number and headings of the columns can vary,
further columns are often used for instance to represent an activity , such as “In Test”
The task board is updated frequently, most commonly during the daily meeting based
on the team’s progress since the last update. The board is commonly “reset” at the
beginning of each iteration to reflect the iteration plan.
This is also called “daily stand-up” in extreme programming, an d “daily scrum” in
scrum framework.
The daily meeting is structured around some variant of the following three question:
1. What have you completed since the last meeting?
 2. What do you plan to complete by the next meeting?
3. What is getting in your way?
Benefits of Agile Project Management
Benefit 1: Reduced Risk
Agile teams can better react to emerging changes, which reduces the risk of complete
project failure. This happens through the concept of continuous delivery and getting
customer feedback early in the process, as fast as possible.
When managing Agile initiatives or projects instead of having big work batches, the
focus is on breaking them down into smaller pieces that bring value to the client.
These small but actionable "deliverables" are being continuously released to the
market without waiting for everything to be completed upfront.
Benefit 2: Higher Chances of Meeting Customers’ Expectations
One of Agile project managements most significant benefits is that it improves the
chance of meeting customers' expectations. This happens with constant customer
collaboration through the frequent feedback loops in an Agile process.
As work is continuously delivered to the end-customers, they can see and give their
respective thoughts on actionable deliverables. This makes sure that teams better
understand customer's specifications to provide them with the right products and
services.
Benefit 3: Metrics for Efficiency and Data-Driven Decision Making
Another benefit of Agile project management is the generation of more relevant and
accurate metrics for planning volatile projects and measuring performance.
In traditional project management, metrics are predominantly used to show how
closely the project is tracking against cost and schedule. However, these are mostly
estimations detached from reality and what we miss is a measurement for efficiency.
That's why, in Agile, the focus is on producing results, optimizing performance, and
making data-driven decisions.
Benefit 4: Improved Performance Visibility & Transparency
The most critical benefits of Agile lies within the creation of a transparent work
process. This allows you to spot issues inside your workflow, put everybody from
your team on the same page, and respond to changes more effectively.
In practice, you can make your project's life cycle more transparent with the Kanban
board's help. With modern digital boards, you can break down your bigger initiatives
into smaller tasks (cards), split your work process into different phases, create
separate workflows, make your work policies explicit, and visualize the flow of tasks
of your team members.
Benefit 5: Better Team Collaboration and Continuous Improvement
there is a big focus on continuous improvement in Agile, which is seen as a
"religion". As big piles of work are being broken down into smaller pieces and
continuously delivered for customer examination, Agile teams can reflect on their
feedback and keep refining a product or service to make it better and better with time.