In the final installment of our PM Boot Camp series, we explore the three most common pitfalls of the Agile project management approach. This powerful tool emphasizes adaptability and responsiveness to dynamic conditions. It is often most useful on projects whose scope is either hard to define or hasn’t yet been defined.

However, just because a project isn’t yet clearly defined doesn’t mean the tools used to manage it can afford to be poorly defined, as well. You can successfully deploy Agile to deliver your project on time and on target by avoiding these common pitfalls.

Common Pitfall #1: Misunderstanding What Agile Means

It’s easy to declare that a project or organization is “going Agile” without understanding the implications of actually going Agile. To realize all the benefits of this methodology, an organization must understand what Agile really looks like in action. It is a process built on human interaction and collaboration, fast turnaround, and responsiveness to changing conditions. It is NOT a process that affords a lot of time for debate over which tools or templates to use, nor does it allow any part of the business to remain hands-off.

Like ANY program management protocol, Agile works best with support across the board. Executive leadership, those tasked with planning, and those tasked with implementation need to understand and support an Agile approach. Agile, in particular, requires that business leaders be present and commit on a daily level to interacting with project management.

Agile requires constant collaboration between the business and the project team. Some units can function somewhat autonomously and “go agile” without the rest of the business following. This hybrid approach may, for example, work successfully for information technology projects. However, to fully capture all the efficiency and flexibility of Agile, it must be applied consistently.

Common Pitfall #2: Deriving Expectations from Traditional Waterfall PM

Because Waterfall, which originated in the building and construction trades, has been around as long as it has, it’s tempting to expect similar processes and outcomes from all other methodologies. But Agile, which began in the software industry as an outgrowth of the Agile Manifesto, emphasizes very different qualities and values than Waterfall and consequently requires very different expectations by users.

For instance, we already know that Agile prioritizes individuals and interactions over processes and tools. A user expecting a fixed array of templates and tools might be confused by what seems like a ‘fly by the seat of your pants” approach in Agile. Similarly, Agile emphasizes working software over comprehensive documentation. Users expecting elaborate pre-planning and documentation of plans, specifications, and procedures, followed by comprehensive closeout documents, could be disappointed.

Are there elements of traditional project management that are so important that your organization cannot forfeit them in favor of the faster turnaround and implementation afforded by Agile? It is essential to know this at the outset. If the answer is “yes,” your project or organization might be a candidate for Waterfall or another, less dynamic approach.

Common Pitfall #3: Applying Agile Inconsistently

Ultimately, Agile is a mindset more than a protocol. Within that mindset falls an array of tactics and approaches designed to underscore the twelve principles of an Agile, including dynamism, constant collaboration, early and continuous delivery of value, technical excellence, and simplicity. When you don’t fully know the path forward on a program but know to expect many changes, these principles to adjust on the fly ensure project success.

Agile, applied consistently per its values and principles, provides quality assurance in the face of many project variables that could overwhelm other project management methodologies. When these values and principles aren’t baked into every decision made within the framework, the needs of all stakeholders may not be met. If stakeholder needs aren’t met, the project may ultimately underperform or even fail. If the entire organization isn’t on board with the Agile mindset, or if Agile is being deployed without proper training, the overall value will suffer.

Going Agile?

A project management consultant with extensive Agile experience can provide the support your organization needs to have its programs run smoothly. Momentum applies the necessary skills, tools, and proven best practice strategies to help ensure your projects are completed on time and within budget. Drop us a line today to discuss how you can successfully launch your next Agile project.