| | DECEMBER 20198CIOReviewFor many years, we have worked with very formalized processes in project management. Those processes provided a framework for project managers and teams to deliver projects over time in a predictable manner. This methodology was tried and true; everyone understood the relationships of the golden triangle between quality, budget, and resources. Being predictable and repeatable provided a lot of stability to the project world but along with that predictability came a lot of waste. Projects would run for months and years before the plug would be pulled and the project cancelled; unfortunately, more often the project would eventually grind to an end and be called a success. People began to explore new ways to deliver projects and in 2001 the Agile Manifesto was written. This manifesto outlined a new way of doing things, placing relationships and outcomes over process and documentation. Radical stuff! Since then companies have been adopting Agile practices in one form or another ever sense.Business seeks value and the beauty of the Agile Manifesto is that when utilized appropriately value is realized earlier in the project than in the Waterfall world. With a Waterfall project, the project team works to define the requirements, design the solution, produce the product, test and finally deliver the finished product. Value is not realized until the product is delivered; if the requirements aren't IN MY OPINION By Steve Mauk, IT Manager, Infrastructure Project Management, Mr. Cooper [NASDAQ: COOP]THE CHANGING WORLD OF PROJECT MANAGEMENTSteve Mauk
< Page 7 | Page 9 >