Firstly, how would we explain agile as a term and how is it connected to Cora Systems?
Agile, a term now widely used in project management, has gained popularity across various industries. It’s closely linked to change management, allowing for swift incorporation of better alternatives at any project stage.
Utilizing agile methods enables project managers to prioritize projects or aspects based on current information, enhancing timely and budget-conscious project delivery.
Mark Cafferty, Head of Product and Innovation at Cora Systems describes how agile methodologies,
“encourage a project management approach that promotes inspection and adaptation, a bias towards teamwork and accountability, a set of best practices to drive rapid delivery of high-quality software, and a commercial focus that aligns development with client and company goals.”
“Flexible and Agile Management at the Heart of Project Success” by Alison Coleman provides an insightful introduction to project-centered agility. The post elaborates on agile’s rising popularity among project managers, addressing its definition and significance. Coleman acknowledges the buzz around agile in project management and delves into its origins and diverse perspectives.
A key feature of this article is the “five golden rules of project flexibility” which ultimately gives a detailed overview on best practices.
Although this article focuses mainly on applying agile methodologies to software development, it can easily be considered in how the software is used, i.e. in an agile environment.
“Eventually, agile won’t even be a thought, it will just become the way we do things”.
Harvard Business Review is well known for informative and interesting articles with this particular piece by Rigby, Sutherland and Takeuchi being no exception.
The authors explore agile’s evolution in the software sector spanning 30 years and its current expansion across diverse industries. They present a table outlining enabling conditions and potential obstacles for agile implementation.
“Those who learn to lead agile’s extension into a broader range of business activities will accelerate profitable growth”.
Martin addresses the age old compromise of fast, cheap and good with a particular focus on the “Project Triangle”. The paradigms of the project triangle are assessed and different options which may have less limits attached are evaluated.
The article also looks at how to become agile without placing unnecessary pressure on resources to achieve customer satisfaction. This needs to be planned correctly in order to prevent those new to agile from reverting to previous methods.
Nils Davis accurately applies agile methodologies to portfolio management, introducing the reader to agile portfolio management. The differences between agile and scrum or Kanban are explained briefly as well as a basic introduction to the principles of agile.
The benefits of using agile within portfolio management are discussed as well as the overall goal to “deliver more value faster, while being responsive to change”.