Tag: Project Management

From the Sponsor’s Desk – Fixing Uncommitted Sponsors

Written by Drew Davison on November 9, 2016. Posted in Articles. 1 Comment on From the Sponsor’s Desk – Fixing Uncommitted Sponsors

We know that actively engaged sponsors are a critical success factor in effective project delivery. But most senior executives who must assume the sponsor mantle are anything but actively engaged.

At least initially. I call them the uncommitted sponsors!

Senior managers whom we rely on to fill those sponsor roles are busy folks with packed calendars. If they can get something off their plate, they will. Unfortunately, sponsorship can’t be delegated. A manager is a sponsor because of their role in the organization and their overall accountability for a planned change. So, how do we help an uncommitted sponsor become a fully engaged one? With the right kind of questions.

Related Article: Connecting With Your Project Sponsor

In this post, we’ll look at a manager’s journey from habitually uncommitted sponsor to an engaged leader of a transformational change.

Thanks to P.S. for the details on this case.

The Situation

This public sector director was used to initiating changes within her own organization, and achieving outstanding results. Her usual style was to appoint a project manager, have a kickoff meeting with her managers, discuss the reason for the change, the goals she expected to achieve and some boundaries in terms of time, costs and other constraints. She then acted like Captain Jean-Luc Picard of Star Trek fame and decreed “Make It So.”

She usually had no further involvement in the change process, expecting the PM and her managers to make whatever decisions were necessary to deliver the expected results. And for the most part, the approach worked. The changes were generally evolutionary, not transformational. They were usually short-term, low-cost, and low-risk undertakings. The impact was contained within her own organization. The PM and the managers were usually able to make the necessary decisions collaboratively, without the director’s input.

But she was now involved in a change that affected a number of organizations outside her own. She had proposed a transition to Software as a Service (SaaS) offerings to replace a hodgepodge of antiquated, costly and poorly supported mainframe, client-server and homegrown desktop applications that supported her organization.

It was a compelling business case, and her boss had approved the project with enthusiasm. However, he had expanded the scope considerably by asking the director to also include his entire organization, including three other directors and over three hundred additional staff. She realized her uncommitted sponsor role wouldn’t work here.

The Goal

The director’s original proposal, based on her organization’s needs, had been $1.5 million for an application software transition to SaaS services over four years. The payback was an estimated $600,000 annually in cost savings plus projected but unquantified productivity savings in the future. Her boss challenged her to manage the change across his entire organization in the same four years at double the cost, and triple the benefits, arguing that they should be able to leverage and replicate the SaaS solutions in the other groups at minimal incremental cost. His final words: “Make It So.”

The Project

The director realized that the game had changed. But she wasn’t exactly sure how to proceed. Was she still the sponsor? Was her boss the sponsor? Was she supposed to be the project manager? Did she need to recruit a PM? Did she have decision-making authority over the other three directors? What role would her boss play in the project?

The director’s staff had studied the problems and opportunities in her organization over a four month period and had zeroed in on the SaaS solution as the best, most cost-effective long-term solution. They understood the costs, the benefits, the risks and the rewards and were comfortable with the four-year time frame. She had no such insight into the other three organizations.

She arranged a meeting with the other three directors and her boss so he could review his goals and expectations for the project. To her surprise, her boss asked her to describe the planned project. Her boss sat back and watched as her peers pumped her with questions about the impact of the proposed direction on their organizations. Of course, the director could only answer generically. She didn’t know the specifics. The meeting did not go well.

At the end of the meeting, her boss asked her to stay behind. When the other directors had departed, her boss chastised her for running a shoddy meeting, for not being prepared and for not showing the leadership he expected from her. The director bit her tongue and took the abuse.

After the meeting, the director took stock. She concluded she was not the sponsor of the expanded project. That role should be taken by her boss. But he was an uncommitted sponsor. She and the other three directors were targets – managers of organizations affected by the planned change. A plan of action started to take shape in her mind.

The director’s first step was to recruit a seasoned PM who could handle the expanded scope and deal effectively with her boss and the other directors. When he was on board and oriented to the challenge, she and the new PM met with each of the other directors, one on one, to explore the incremental opportunities.

The PM continued the dialogue with the other directors and their staff to establish the overall scope.

There were still lots of questions and issues to be addressed including the priority of the initiative and timing across the four organizations involved. Two of the other directors were also pork-barreling – trying to add additional work to the project to get funding for their pet projects, even though the projects were unrelated to the scope and intent of the original proposal. And then the director saw the opportunity. She would use those outstanding questions and issues to get her boss involved and engaged as the committed sponsor the project needed.

The director worked with the PM to put together a revised project proposal that the other directors agreed with. It was, of course, way beyond the original scope, but that was the point. That would get the boss involved. At the same time, the director met with her boss to start getting him used to the idea of being the sponsor. She told him she and the PM had met with the other directors to put together a revised plan. But, there were decisions beyond her mandate that needed his involvement. Would he be willing to convene a meeting with the four directors to review their plans and make the necessary calls so they could get on with the project? And, of course, he agreed. The meeting happened. The directors presented their plans for their own organizations. And the boss ruled. He established his expectations on priority, timing, scope, costs and benefits. He announced the PM would be reporting to him. He called for bi-weekly review meetings initially, with himself as chair and including the four directors and the PM. And so, the guiding coalition was formed, and an uncommitted sponsor became fully engaged.

The Results

The targets put in place by the director’s boss were to move his entire organization to SaaS platforms over four years, at the cost of $3 million and delivering annual cost savings of $1.8 million. As the PM explored the opportunities across the four organizations and the boss ruled on what he’d pay for, the scope shrank somewhat, costs coming in at $2.3 million and projected benefits at a little over $1 million, still a very good return.

What was as remarkable was the transformation of the affected stakeholders. They went from individual managers battling each other for a bigger piece of the pie to a fully collaborative group focusing on the best value for the entire organization. That transformation was initiated by the director, with the help of the PM. It was brought to fruition by the boss, now an engaged leader, no longer an uncommitted sponsor.

How a Great Leader Delivered

I did a similar post a while ago, For Best Results Use Your Sponsor Wisely, that covered a similar situation with an uncommitted sponsor. Unfortunately, that project ended badly for all concerned. What made the difference in this situation?

In this case, the director recognized that things had changed once her boss expanded the scope of her proposal. She was a change champion certainly, and definitely a target, but no longer the sponsor. She persisted in her efforts to move her boss into the sponsor role in spite of his early reluctance. She presented him with questions that clearly required him to make the calls. She brought in a talented PM to help her manage the transition. She went back to square one with her director colleagues to rebuild their trust and ongoing cooperation.

So, regardless of the change you’re involved with, take a moment and make sure you know what role you’re playing. Also, make sure you know who is filling the other vital roles. And, if you find issues or opportunities, put these points on your checklist of things to do so you too can be a Great Leader. And remember, use Project Pre-Check’s three building blocks covering the key stakeholder group (including the key stakeholder roles), the decision management process and Decision Framework best practices right up front, so you don’t overlook these key success factors. Also, for more on the sponsor role, download the Are You Ready to be a Sponsor pamphlet.

Finally, thanks to everyone who has willingly shared your experiences for presentation in this blog. Everyone benefits. First-time contributors get a copy of one of my books. Readers get insights they can apply to their own unique circumstances. So, if you have a project experience, good, bad and everything in between, send me the details, and we’ll chat. I’ll write it up and, when you’re happy with the results, Project Times will post it so others can learn from your insights. Thanks

Top 7 Reasons for Project Failures

Written by Brad Egeland on November 7, 2016. Posted in Articles. 7 Comments on Top 7 Reasons for Project Failures

We all know that more projects fail – in some way or another and to some degree or another – than succeed.

But what causes those failures? Perhaps a better insight into the root causes will help us to avoid or mitigate some of those failures as we are attempting to deliver on our project engagements.

I decided to take an impromptu survey of business analyst and project manager colleagues, and connections as well as CIOs, CEOs, creative directors and PMO directors, and CTOs to see what they thought were the top causes of project failures. I received a little over 150 responses – a good sampling – and created a top 7 from those enlightening responses.

1. The project has gone over budget.

Too common, very painful. I always say, a 10% budget overage is usually acceptable and if not, can probably be fixed over a relatively brief period of time. However, a 50% overage will almost always be disastrous, will likely never be acceptable, and probably can never be fixed. At least I’ve never been able to fix one that is that far off the mark. The key is to stay on top of the project budget on a weekly basis. Weekly review, analysis, and re-forecasting of the project budget will help the business analyst and project manager to keep the budget manageable and will mean those in charge of the project financials are never surprised by a project budget that has gone off the mark by 50%. They will realize there is a problem in time to take proper corrective action.

2. The project is too far off the timeline.

The next most common problem – the project has gone too far off schedule. So many variables can cause this one…work that wasn’t planned but can really be assigned to a change order, gold-plating of the solution, poorly estimated work efforts, a project delivery team that is lacking the right skills to get the work done on time…the reasons for missing the schedule could be nearly endless. What do you do to get it back on track? If it’s realized too late or corrective action doesn’t happen at the first sign of a scheduling problem, then there likely isn’t really anything that can be done. You keep moving forward because you have to…but you’ll never get the the project back on the proper timeline.

3. Requirements were poorly defined.

Requirements are the lifeblood of the project. Good requirements are the basis for estimating and pricing, building the schedule out, building the right solution for the customer, recognizing when change orders need to happen, properly testing out the solution, and rolling out the right solution to the customer’s end user base. If requirements are poorly defined, then any or all of these could miss the mark. When that happens, the project will experience many issues, possibly a decent amount of expensive re-work.

4. The customer was not ready to start.

Sometimes the customer just isn’t prepared to start. I had this happen once when my business analyst and I were working on requirements definition with the customer. They weren’t ready because they didn’t understand enough about the potential solution to connect the dots with us on their business processes and how they translated into real project requirements and a functional design. I had to halt the project and line up some customer training. Likewise, sometimes the customer says they are ready, but they still have some project defining left to do on their side or possibly even some issues completely unrelated to the project at hand that are getting in the way and have to be taken care of first. I’ve had that happen many times in my consulting practice with clients I’m working with. The end result is time and effort and budget wasted on work that basically gets erased, leaving the project a mess when the work is restarted.

5. Delivery team did not have the right resources.

When the project is started with the wrong team in place, it can be extremely painful. You didn’t realize you needed a database guru with ‘x’ skill set or experience. Now the project has started, and you need that experience ASAP. What are you going to do? The project and project timeline suffer as a result. And onboarding project resources later in the project that do have the right experience or skill set can be expensive.

The best situation is never to start the project without the right team ready to go, but that can’t always be the case because you may not realize you don’t have the right team till the project is well underway.

6. Inaccurate estimating of the work to be performed.

This can be a common issue. Often, initial estimating is performed by an account manager or technical sales person, and that often leaves the project manager, business analyst and tech lead in the position of making that original estimate work because it was the basis for pricing the effort. You can’t write change orders if the effort hasn’t changed. The end result is a project that goes off budget if the work is performed as planned but there aren’t enough hours and dollars in the project to cover it. Hence, a project failure.

7. The project did not have proper support of the organization.

Any project undertaking that lacks support at the top of the organization is unlikely to remain viable for long. Funding and staffing will be an issue, and client confidence will suffer as well if they become aware that the project does not have the support of the delivery organization. Reasons for this could be a realization that the project does not align well with the delivery organization’s core competencies or possibly the direction the are planning for future project engagements. Either way or for whatever reason, the project is likely doomed.

Summary / call for input

This is my top seven reasons for project failures as gathered from BA, PM and related project colleagues around the world. What are your top reasons? What would you change on this list or add to it? Please share your own experiences and discuss.

How to Convince your Organization to Pay for Your Continued BA / PM Training and Education.

Written by Caprice White on October 31, 2016. Posted in Articles. 4 Comments on How to Convince your Organization to Pay for Your Continued BA / PM Training and Education.

Richard Branson knows a thing or two about employee resources:

“Train people well enough so they can leave, treat them well enough so they don’t want to.”

Some bosses realize the value of educated employees and offer educational opportunities, tuition reimbursement and training assistance packages. Other employers, well let’s just say they may need some convincing. Nevertheless, a company’s investment in the training and education of their employees is of paramount importance both for the employee and the employer.

If you’re eager to pursue an additional degree, industry certification, or training to keep up your PDUs/CDUs, you will need to know what your employer’s policies are on employee training and development, and then prepare yourself to make a strong case to attend training, further your education, or obtain that degree.

First Steps – Research

During that initial employment interview, (you know the one where you were both excited and nervous to make it back for a 2nd interview) it is most likely that your employer told you about the benefits of the position, or provided you with a compensation package which outlined training and development. Has it been a few years since you looked at it? Has it changed? Has management pushed aside training due to larger projects or initiatives? You need to roll up your sleeves and look.

Tuition reimbursement

Check your employee handbook, intranet, HR materials, or even union contracts to determine if any company policies surrounding tuition reimbursement exist. It is also recommended to look into whether or not your company qualifies for tax deductions for reimbursing education. If it is unclear, your manager, Human Resources, or Accounting departments may be able to assist you.

Employer Sponsored Training Programs

Some employers are large enough to have a training and development department that offers ongoing courses, or they may even collaborate with a nearby college or university to offer training. Take some time and look into what kinds of programs exist in the workplace. Some employers offer scholarships as part of their benefits package, while some extend financial assistance on a case-by-case basis. They may even offer paid time off for employees to study or write certification exams.

Course / Training Search

Once you have figured out which program or training you are interested in it is time to search for courses, figure out how much it will cost, and what your time commitment will be. Education institutions have become more flexible in their course scheduling. There are so many options for full-time employees to enable a balance between work, education, and family.

There are opportunities and options to enroll in online courses, night courses, weekend course or a condensed course that take place over a short amount of time. Choose what fits with your schedule and time commitment.

Prepare for your meeting with your employer

Are you prepared? Think of this as a presentation, and your education is the focus. Prepare for the potential questions your boss or HR representative will ask you, beyond the basics of program costs and time.

They may ask you what the benefits for the company paying for your education will be, both immediate and long-term benefits. Be prepared to answer both questions. Typically, companies look for a return on investment (ROI), and your education is an investment in both yourself and your organization. Outline the benefits you will bring to the organization once you have obtained that certificate or degree.

Investing in yourself

Earning a degree, a certificate, or a credential is a great way to gain the advanced skills in your field or to embark on a new path toward another field. Education can be expensive, especially in the technology field. Consider it an investment in yourself. It may have been years since you earned your first degree or certification; however, education and personal growth does not cease as soon as you land a job if you wish to advance your career.

Have you convinced yourself that your organization will not go for it? Are you too nervous to ask? You may need to conduct an education risk assessment, to help you gain the confidence to approach your boss. If you are still nervous, you can always engage the assistance of a friend or family member, making your case to them as a test run for your presentation to your employer.

The bottom line is that your career is a resource worth investing in, and you never know what the answer will be unless you ask. You are worth it!

7 Steps to Financial Approval of Your Project

Written by Shreenath Sreenivas on October 28, 2016. Posted in Articles. 3 Comments on 7 Steps to Financial Approval of Your Project

You’ve been assigned as the project manager for a project that MUST deliver a critical IT system to avoid legal and compliance repercussions.

You’re told “Your next step is to secure financial approval. Since the total internal funding is limited this year, the Executive Board (EB) is scrutinizing several other high priority portfolio projects, and they all heavily compete with your project. So, get this moving quickly!”

What do you do? Where do you go first?

Below are 7 steps to follow to get financial approval of your project.

1. IDENTIFY AND ANALYZE KEY INFLUENCERS AND THEIR NEEDS

Never assume what people’s needs are! Your first step is to promptly identify and reach out to key influencers to gain insights into the organizational climate, business-IT strategy, approval process and investment appraisal factors.

Also, devise a plan of action to deal with each influencer.

This requires a strong implementation of the PCPM methodology that’s described here.

2. STUDY THE ORGANIZATIONAL CLIMATE, BUSINESS-IT STRATEGY & APPROVAL PROCESS

Organizational Climate: To deliver better outcomes in high growth areas of business organizations transform dynamically and rapidly as the world changes around them. They are constantly looking to improve efficiency and efficacy by reaching new levels of functional excellence.

Focus can shift towards increasing revenue or optimizing cost. In such scenarios, internal funding for major, vision-led, wider organizational initiatives may bypass departmental budgets and come direct from the Executive Board.

Watch out for how the organizational climate could influence the EB’s perception of your project alongside these wider initiatives.

Business-IT Strategy: Understand the current business-IT strategy. Be it application development and rationalization, infrastructure, sourcing or Lean IT. In some cases, implementing the solution quickly and within budget is the sole criterion.

Your job does NOT just end at just delivering the system. So, ensure that the system delivered is in line with the business-IT strategy.

Approval Process: Study the approval process well. If this is not well documented, ensure key influencers are in agreement as to this process.

Every missed step in the approval process could cost you time and money – unacceptable if you are entrusted with a constrained project.

3. ANALYZE THE BUSINESS NEED & ALTERNATIVES AND EXPLORE SYNERGIES

Business Need & Alternatives: This is where your business analysis skills will be helpful! Work with the business to clearly understand the business need and direction. If the business need isn’t clear, propose a review to bring clarity to the issue, even if it takes more time!

Explore all alternatives and their qualitative and quantitative benefits.

Sometimes inefficient or non-scalable solutions may already exist and in such cases doing nothing is also an alternative – don’t forget to list this as well!

Cross-Divisional/Portfolio Synergies: A disadvantage in large complex organizations is that divisions work in silos. The advantage, however, is you can likely find divisions doing similar things. Explore cross-divisional synergies and tap into them. There are benefits and risks – but in most cases benefits outweigh risks. For example, you may be unwelcome to onboard another project due to strategic reasons, but you must try if it favors the organizational strategy. PMs are sometimes unaware of what’s going on around them. Reach out to the PMO to learn of the other portfolio projects and programs. You may find synergies within the portfolio itself. Sometimes, it may involve moving funds between projects, re-scoping projects or even their cancellation in order to use funds more effectively for your project.

4. DEVELOP A SOLID BUSINESS CASE & INVESTMENT STORY:

Solid Business Case: Develop a solid business case for top 3 alternatives – including quantitative and qualitative factors.

A common mistake is that project managers showcase what they would like but not what the Executive Board might look for. So ask yourself “What could the Executive Board be looking for to buy-in to my business case?” This may be a tough question to answer, but resolution comes with experience.
WBS, Project Budget & Contingency Reserve: Not having a solid WBS is the biggest problem. Build on one before you estimate your costs and the overall project budget.

Don’t include random contingency reserves in your budget (e.g. as a % of the overall project cost). The EB will have no tolerance for contingency reserves unless they’re an aggregate of concrete cost estimates required to implement risk responses for known risks. So, implement risk management diligently!

Investment Story: Don’t jump into building an investment story before you understand the key investment appraisal factors – some of which are below:

There may be levels of uncertainty regarding the availability of funding. Long-term secured funds will be committed to longer, high-priority programs that showcase positive NPVs. However, legal or compliance projects may or may not always have a positive NPV. However, try to build on one – challenging, isn’t it? Give it a try:

Quantitative:

Payback: Simplest technique.
Net Present Value (NPV) & Internal Rate of Return (IRR): Higher the NPV or IRR, the better.
Accounting Rate of Return (ARR): Higher the ARR, more preferred.
Adjusted Present Value (APV): APV overcomes the shortcomings of NPV and is used for a highly leveraged project.
Total Cost of Ownership (TCO): Lowest TCO offers the best value for money.
Real Option Analysis: Real option analysis considers and values the various options that managers would have while managing their projects in terms of increasing cash in-flow and decreasing cash outflow.

Qualitative:

NPV with Assumptions: Calculate a financial value by applying a series of assumptions. E.g., include assumptions about the numerical impact of increased morale on staff turnover and the estimated costs of recruitment to showcase benefits. Examples of non-financial factors that can be translated to NPV with Assumptions are:

Reduced maintenance costs due to out-of-the-box industry standard solution.
Productivity time savings; no FTE reduction.
Potential to implement future business needs without further investment.
Relationship improvement with suppliers/customers reducing procurement overhead.
Anticipating and dealing with future risks and threats, e.g. protecting intellectual property against potential competition.
Scoring Methods: Compare the subjective value of benefits e.g. degree of coverage of requirements, the fit of offered solutions, etc.

5. DRAFT A FIRM STATEMENT OF WORK (SOW)

Draft firm SOWs encompassing all aspects of the procurement – top things to consider can be found here.

The EB will challenge you to re-negotiate on costs/time. So, negotiate in the first place and present documented evidence of the Initial vs. Negotiated costs/time. Involve sourcing and legal teams at every phase – they’re crucial in supporting you with securing approval.

6. PRE-ALIGN WITH KEY INFLUENCERS:

So, having to prepare and present your case to the Executive Board can make you nervous and cause what I call the “Executive Presentation Syndrome” – similar to stage fright. To overcome this, find out what the EB needs to approve your project.

If you’re unsure:

Don’t hesitate to learn from your colleagues lined up for approval or to those who have had their projects approved already.
Re-align with each influencer on what they expect from you – that will help them approve your project without surprises on the big day.

This is difficult in today’s global virtual world, but again, PCPM will help. Anticipating in addition to learning is half the battle!

The Executive Board would always like to see tangible factors. Failing to deliver tangible benefits can result in you having to go back and forth with the Board in order to make your case stronger.

Every approval cycle involves multiple reviewers and approvers. Communicate with them on when you intend to submit your project so they can make themselves available or deputize someone to approve your project if they are not available.

7. BE VERY WELL PREPARED FOR THE BIG DAY:

Have a Killer Presentation Ready:

So then, are you ready to present your case to the EB? If not, seriously consider requesting them to push back your presentation to a future date. NEVER go into a meeting unprepared – you’ll lose your credibility and reputation!

When you’re ready, here are a few tips that will help you breeze through the approval process.

Prepare a killer “10-20-20” PowerPoint slide that has no more than 10 slides, takes no longer than 20 minutes and has no text less than 20 point font. Remember that a picture speaks a thousand words!

Tips for the big day:

Come early
Prepare a 15-word summary
Put yourself in the audience and present accordingly
Don’t read the slides
Slow down
Listen
Project your voice
“That’s a good question”: If you’re not ready to answer, offer to come back.
Don’t breathe out or use words like “hmm” or “ah”; repeat the question to ensure you’ve heard it right and this will give you time to work your brain to answer
Don’t apologize unnecessarily
Apologize if you’re wrong
Have fun! Sounds impossible, but with a little practice, you can inject your passion into your presentations. Enthusiasm is contagious!

Finally, don’t forget to thank everyone and celebrate your success!

Ever Heard of Benefits of Agile Development? Here Are 7 of Them!

Written by Suha Emma on October 24, 2016. Posted in Articles. 3 Comments on Ever Heard of Benefits of Agile Development? Here Are 7 of Them!

Agile, as the name implies, carries a lot of agility to it. This medium is becoming more and more mainstream.

Not every ‘Agile’ practice has proven to be a suitable fit for every organization but has delivered some stellar results that have built up its fan base.

1. It Engages Stakeholders

Agile seeks to open up a multitude of opportunities for stakeholders and assists in team building measures. The clients are thoroughly involved in projects and as a result, have regular liaison with project teams.

This usually yields a better understanding of the clients’ needs and in turn benefits shareholders when any particular project team delivers tailored, high-end working software to one of its clients. Consequently, trust is enhanced between all the parties involved.

2. It Ensures Clarity

Since clients are directly involved from ranking new features to iteration planning and evaluating frequent software builds, the clearness is evident in the process. A point to note here is that the client witnesses the entire work in progress as part of this development technique.

The final project should result in no complaints or element of non-compliance with client’s specifications and leaves no room for confusion.

3. It Delivers Timely Results

Time-boxed and fixed schedule sprints are at play here. In less than 1-4 weeks, new features are added with ease and the outcomes can be predicted with high precision. Moreover, this method of project management leads to beta testing of the software earlier than expected if found that a particular business carries substantial priority.

4. It Simplifies Budgeting

All sprints have fixed durations, and the costs can be easily predicted. It can also be limited to how much amount of work the team puts in a given fixed-schedule time slot. Estimates are provided to the clients prior to executing each sprint so that they can better evaluate the total cost of the project.

In addition, the technique serves to help you improve decision-making by prioritizing features and the need for any extra iteration.

5. It Keeps the Business at its Focal Point

Agile seeks to maximize shareholder’s wealth by filtering what’s important and what’s not. In other words, it focuses on viable strategies that can deliver the desired outcomes.

6. It Provides User-Oriented Approach

Agile is known to incorporate user stories with business focused acceptance criteria in order to outline product features. By being user focused, Agile seeks to tap into the real needs of the users whereby each feature incrementally adds value.

Again this offers a great way to check the performance of the software, gaining valuable insights into it and provides flexibility to make desired alterations as well.

7. It Streamlines Quality Assurance

Breaking project into smaller bits so that different teams can work on each bit separately greatly enhances the efficacy of the project. It encompasses high-quality development, testing, and collaboration. By generating frequent builds and reviewing iterations, quality is improved, and bugs are fixed.

Agile is known for its high degree of lead time and client satisfaction. Another way it improves quality is by eliciting feedback from demos, usability testing, and, of course, customer analysis.

In a nutshell, Agile is a powerful tool which not only provides development team benefits but also aligns well with software development. It handles lots of hazards that are pertinent to businesses such as budget, and timetable probability.

Software development businesses have a new winner in Agile. It is succeeding as it helps achieve business objectives in a timely manner.