Agile Project Management
Our approach on agile software project management
With agile project frameworks, our expertise is build around Scrum, as it provides excellent tools for managing complex software development projects and we have the knowledge of adjusting and iterating Scrum processes.
When operating within agile software development projects, structure of the team tends to be build on similar approach, where team consists from the developers, testers and product owner. Communications with in-house team is relatively easy to organize due to face-to-face communications, but with remote teams processes are expected to be more predefined in order to run operations successfully.
What it comes to the best practices, according to our experiences there are advantages when organizing remote dev team Scrum events (retro, review, planning and dailies) with alternative approach than what is commonly recommended as the best practice for the in-house dev teams.
To be considered in order to avoid common flaws in project management:
- Ensure that projects are organized with sufficient domain knowledge
- Place a lot of effort in communications within the teams, as to get the communications right usually requires specific effort from the team members
- Ensure that the tools are properly configured for the project requirements
- Adjust Scrum processes to support operations properly, incl. elements such as:
- Set lanes in the Scrum board to support your project initiatives (e.g consider what brings value for your operative process, what type of lanes should you include into the process, such as code reviews or QA specific phases such as writing tests etc, as part of the work flow…)
- What is optimal length for your sprints and why? If you don´t have pressure to release, its easy to say 3 or 4 weeks is “optimal”, but if you measure what is actually produced during the sprint compared to initiatives set in the planning, can you still agree with it or does the scope vary radically during the sprint?
- Define methods for story points properly in order to achieve valuable information of the teams capacity
- Define ticket types required in your operations properly (bugs, stories, feedback etc)
- Set standards, such as definition of done
- Define in collaboration with the teams what is sufficient amount of documentation for each ticket processed in the lanes
- Organize plannings and roles in the plannings properly, which is actually relatively complicated, if you really want your teams to succeed and contribute properly. In order to have successful sprint plannings, backlog needs to be prioritized and there are variable methods for getting the content right for the tickets to be implemented
- When having sprint retrospectives, always try to learn as a team instead of using it only as some brief check. Encourage your team to improve performance by discussing openly even from the potential failures during the sprint
All elements, such as the ones listed above, are key factors in either succeeding or failing with your project management model. Nearshored.com is specialized in optimizing agile project management processes, contact us and let´s figure out if we are able to help you in organizing your agile project.
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