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I want to know more. Are we all in agreement that you can't reliably predict the scope, cost, and schedule of a project and expect it to succeed? When you attempt to seal all three constraints, the truth is that no project management methodology exists.
There are 3 main criteria for every agile software project:
what must be delivered,
by when,
and on what budget.
But reconciling these three demands can be challenging. Let's explore how integrating various external parameters might empower agile software teams in accomplishing an agile project management utopia by taking a hint from the time-tested iron triangle of planning.
The Traditional Iron Triangle
The Traditional Iron Triangle
In 1969, Dr. Martin Barnes conceived the iron triangle theory.
It was the first model used to illustrate the three key project management constraints:
Scope refers to the quantity of allotted tasks. It can be measured as “good” or “bad”.
Time is the length of time to execute something. Can be measured as “fast” or “slow”.
Cost is the degree of resources you intend to invest. Can be “cheap” or “expensive”.
The project management constraints represented by the iron triangle are referred to as "iron" because of their interdependence and inability to be modified independently.
The Iron Triangle's effect on Waterfall Projects: "You can Only choose two"
The Iron Triangle's effect on Waterfall Projects: "You can Only choose two"
Shorten the Deadline
Shorten the Deadline
Lesser Quality
Throw more Money at it
Cheap and Fast
Cheap and Fast
Hasty work (time)
Good quality will suffer
Cheap & Good
Cheap & Good
Long Process
More money doesn't always speed things up
Fast & Good
Fast & Good
Expensive
But there are still risks like unforeseen events
The Agile Triangle
The Agile Triangle
This paradigm, devised by Jim Highsmith, outlines the three-way connection that must operate effectively in order for a project to be productively polished off.
Value sits atop the agile triangle in lieu of scope at its summit. Then, quality and constraints (rather than cost, time, and scope) have taken up the triangle’s base.
Therefore, we prioritize value to the client or user rather than adjusting our work in response to criteria like pre-defined scope.
Agile constantly calls for a SCOPE that is adaptable
Agile constantly calls for a SCOPE that is adaptable
Every project, whether waterfall or agile, involves some planning, even if the software requirements frequently change (changing scope). In contrast to the waterfall methodology, where the project plan is a static document, agile methodology views it as a living, evolving document (agile principle #4).
It is also advised that scope should always be fluid (not fixed) in Agile because it is a component of the project plan.
FIXED-TIME and FIXED-COST guarantees that the ORIGINAL SCOPE will not be met.
In Agile, discussing TIME and COST should only occur after 3-4 sprints.
In Agile, discussing TIME and COST should only occur after 3-4 sprints.
Velocity is a concept used in Agile. This is the amount of work the team can complete in a given sprint (say, two weeks), assuming that all development team members are working on that specific sprint at full capacity.
Story points are a common unit of measurement for velocity.
To calculate its velocity, the team needs at least three to four sprints.
If we increase the budget (FLEXIBLE COST) and FIX THE TIME to accommodate the CURRENT SCOPE, then:
If we increase the budget (FLEXIBLE COST) and FIX THE TIME to accommodate the CURRENT SCOPE, then:
(1) Only after three to four sprints can the team forecast how many team members will be needed to meet the deadline based on the existing scope at that specific time.
(2), then we also need to account for the time it will take to prepare the onboarding materials (if they are not already available), as agile
aims to reduce early-stage paperwork,
prefers stable teams throughout the development process
prefers only 7-9 people per team.
The Epiphany
The Epiphany
Triangle restrictions can be used in any way, despite the distinctions between the Waterfall paradigm and Agile development.
What project management approach is suitable for you and whether your team will benefit from the agile triangle are questions without the need for a right or wrong answer.
For that reason, to accomplish your company objectives, you must be capable of setting priorities efficiently and realistically.
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