Project Management

Agile management is the application of the principles of Agile software development to various management processes, particularly project management. Following the appearance of the Manifesto for Agile Software Development in 2001, Agile techniques started to spread into other areas of activity.[1] In 2004, one of the authors of the original manifesto, Jim Highsmith, published Agile Project Management: Creating Innovative Products.[2]

In software development, agile (sometimes written Agile)[1] practices include requirements discovery and solutions improvement through the collaborative effort of self-organizing and cross-functional teams with their customer(s)/end user(s),[2] adaptive planning, evolutionary development, early delivery, continual improvement, and flexible responses to changes in requirements, capacity, and understanding of the problems to be solved.[3][4]

Popularized in the 2001 Manifesto for Agile Software Development,[5] these values and principles were derived from and underpin a broad range of software development frameworks, including Scrum and Kanban.[6][7]

While there is much anecdotal evidence that adopting agile practices and values improves the effectiveness of software professionals, teams and organizations, the empirical evidence is mixed and hard to find.[8][9]

Popularized in the 2001 Manifesto for Agile Software Development,[5] these values and principles were derived from and underpin a broad range of software development frameworks, including Scrum and Kanban.[6][7]

While there is much anecdotal evidence that adopting agile practices and values improves the effectiveness of software professionals, teams and organizations, the empirical evidence is mixed and hard to find.[8][9]

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