Cutter IT Journal: The Evolution of Agile Project Management: Part I

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6 | 2004
In This Issue:
Key to Organizational Acceptance
Agile project management is key to the wider acceptance of agile development methods in organizations. If project managers are not brought into the agile fold, the vital link between development teams and business managers will not be adequately forged.

An Unnecessary Impediment
An agile development team creates a new paradigm in which self-organization replaces the project manager's work within the team. Project managers should focus instead on administration, financial reporting, and maintaining relationships with stakeholders outside the project team.
"One of the most difficult of the agile values for many people -- and one that is critical to understanding the difference between agile and traditional project management -- is the notion of embracing change. "
-Jim Highsmith, Guest Editor

Next Issue

In our next installment on the evolution of agile project management, we witness the many faces of agile. While Cutter Consortium Senior Consultant Doug DeCarlo discusses the role of the Extreme Project Manager and ponders a project's "energy field," Donna Fitzgerald shows how agile and the PMBOK can find common ground. And David Anderson sees XP as a stalking horse for ... Six Sigma? Join us next month for these and other provocative insights into the ongoing agile evolution.

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The agile software development movement has always been, in part, about project management. Now companies are using agile project management (APM) for projects beyond software development -- even hardware product development efforts are using APM and other technical elements of agile software development methodologies. Is agile project management the real deal or merely good PM practices dressed up with a hot-topic name? Join guest editor Jim Highsmith -- the man who (literally) wrote the book on agile project management -- for a spirited debate on the merits of APM.