Agile Software Development requires Agile Project Management.
This Agile Project Management method also needs a well documented planning.
But at the beginning of the development process it is essential to leave room for flexibility instead of rigid rules. Innovative ideas and changed system requirements can be realized fast and efficient in Agile Project Management methods with Scrum and Kanban.
The approach of Scrum is empirically, incremental and iterative. It is based on the experience that too many development projects are too complex to developing a comprehensive solution at the starting point of the project. At the beginning an essential part of the project requirements and approaches are unknown. This uncertainty can be eliminate with creating interim results. Based on interim results missing requirements and approaches are easier to find than through an abstract clarification phase.
The key role in Agile Project Management is communication within the project team. This sounds trivial because communication is an important prerequisite for each project success. But in the case of Scrum, it is about the establishment of a new communication culture.
In this connection a non-hierarchical, task- and target-oriented communication in the team is the first priority. Meetings at defined as short as possible time intervals document the development progress. Team member escape is not possible. The development team is thereby assigned an enhanced autonomous management function, which requires a great deal of trust in the development team’s abilities. For the developer team, this means a high motivation to actively participate in the project’s success.
In the case of Agile Project Management, the Project Manager, hierarchically positioned above the developer team, is replaced by the Scrum Master. A Scrum Master is a serving executive in the team. He collaborates with the Development Team, but he often doesn’t belong to it. A Scrum Master introduces the Scrum rules and verifies their compliance. He moderates the meetings and he takes care of the elimination of disturbances and obstacles. This includes a lack of communication and cooperation as well as personal conflicts in the Development Team. He mediates between Product Owner and Development Team. He fixes disturbances outside the team for instance additional tasks from the Specialist Department during a Sprint Process.