A letter in the Feedback section of the March PM Network said Agile is not a project management methodology--I agree. Waterfall and various forms of Agile are definitely software development methodologies, not project management methodologies.
However, we can learn a lot with an open dialogue in both directions.
One common misconception among IT professionals is the assumption that the PMBOK® Guide approach to project management and the waterfall software development methodology are synonymous. Nothing could be more wrong.
Certainly you can manage a waterfall development using the PMBOK® Guide processes but nothing in the PMBOK® Guide mandates developing a fully detailed project plan before starting work on development. All the PMBOK® Guide requires is the current phase is planned before starting work. This is absolutely compatible with the Agile approach to iterative development.
Another misconception is that any new software development is automatically a project. Projects are temporary endeavors--this means temporary teams. If your IT shop is set up with stable teams working on a prioritized list of jobs using scrum or something similar, it is far more likely to be operational work rather than project work.
With these misconceptions cleared, there seem to be three key areas for discussion. (Your comments will be welcome leading into some future blogs.)
What are the differences in the way project management processes are applied in an Agile project compared to a waterfall project? Some thoughts:
• The need for a much lighter "touch" managing an Agile project
• The need for a higher level of trust in managing Agile teams
• The need for robust change management and configuration management to track the evolution of the Agile project
• The critical importance of developing the correct strategy and architecture at the beginning of the Agile project
Can traditional project management learn from Agile? Some of the trends in Agile seem to have wider application in any project involving knowledge work, including:
• The need to trust knowledge workers more than manual workers
• Success measured by customer satisfaction rather than quantitative outputs
• The need to keep the client involved
What triggers the choice between operational maintenance and development versus projects and waterfall versus Agile.