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Last time, we explained why a new way of management was necessary for projects with high load of SW. This new way of management methodology was called Agile, and people who started it established the following fundamentals (paraphrased from the Agile Manifesto):

«We value:

  • Individuals and interactions over processes and tools
  • Completed functionality over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

That is, while there is value in the items on the right, the items on the left matter more.»

Projects managed with Agile methodologies, by definition, start without concrete details of what’s going to be the final product. So,projects, could be seen more as services than as products.

From these bases, we can define the philosophy behind agile management:

  • Functional product (working software) is the primary measure of progress, not the time. We have to focus on the level of functional completion not on the lapsed time versus scheduled time.
  • Our main priority is to satisfy the customer through early and continuous delivery of value. Typically every 2 – 4 weeks.
  • Changes on the requirements are welcome, even late on the development.
  • Try to involve in the project people with knowledge in the related area.
  • We have to build projects around motivated individuals. Motivation and talent are key factors, so give to your team the confidence and support they need to get the job done.
  • Forget written communication, try to promote face to face conversations. Become a talking manager.