Critical Analysis of Traditional and Agile Project Management

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PROJECT PLANNING IN TRADITIONAL AND AGILE PROJECT MANAGEMENT

CMT3342 COURSEWORK
RAIMI MODINAT OLOLADE
M00417758

TUTOR: MR Irshaad Golamaully

Table of content

INTRODUCTION
Project is an effort taken to build something unique within a specific period. (PMBOK, 2004: 20). This means that a project has a starting and an ending which has to be completed within the specified time. For a project to be completed within time limit and with little or no flaws, a plan has to be put in place so as to get a desired result. Project planning is the determination of the progress of a project to be carried out in a serial manner. (Successful Project Management, 2011: 57). Project planning is very essential in managing a project and will be discussed in detail specifically in traditional and agile project management which is the two major project management approaches. Critical analysis of these two approaches in respect to project planning will be given. That is treating the necessary processes in planning a project. Tools, techniques, and project lifecycle models used in project management will be explored.

OVERVIEW
Traditional project management
TPM is a set of technique and tools that can be applied to an activity that seeks an end product, outcomes or service. This is a well taught out planning process which has a very strict control method that makes distinguishable stages in a project life cycle (hass, 2007). Requirement such as scope, cost and time are determined upfront, followed plans are also well laid out and once laid out, it cannot be modified. Due to this, life cycles are easily recognizable. Task are completed one after another once completed, it cannot be revisited. In TPM, a lot of importance is attached to documentation of business needs thereby stakeholders needs are already known (Leybourne, 2009). TPM is based on the fact that situations surrounding project and activities are predictable and manageable (Hass 2007, Yusuf et al 1999). TPM views each project level as a separate process whose outcome or completion has an effect on how and when subsequent levels begin (caddle and Yeates 2008; Thonsett 2012). According to Larman (2004), a well thought out rule on project team members’ responsibilities are determined at the planning phase. This makes team members accountable for the project which ensures control (Saladis and Kezner, 2009). Examples of traditional models are: 1. PRINCE2

2. Waterfall
3. Event chain
4. CA-PPM.
Agile project management
APM is all about incremental iteration, adaptability, agility and collaboration (Scuh, 2005; Larman, 2004). It takes individual and iteration contribution over process and tools. It lays emphasis on short cycles of structure which happen at different levels and also emphasis on feedback (Hass, 2007). All plans are revisited to get certainty of delivery. APM sees the project as product increment. Due to its lack of structure, it requires a considerable amount of discipline and coordination. APM allows project scope to change rapidly and frequently which is done by constant communication with project stakeholders. APM teams consist of skilled members fully dedicated to the project and are co-located (Hass, 2007; Wysocki). The whole idea of what APM is all about is based on the agile manifesto. It was put forward by Martin Fowler and Jim Highsmith (wysocki,). Its content are given below: “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools

Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.”

Types of agile project management approaches are as follows: 1. Agile Unified Process (AUP)
2. Scrum
3. Lean...
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