Discussion regarding the transfer of control from the senior manager to the project team
There are various project management methodologies for managing the projects. However, for the development of the software projects, deployment of the agile method is popular. The main advantage of the agile methodology is that it delivers the outcome of the project in an iterative method. Certain improvisation can be made in each iteration before the delivery of the final project (Hornstein 2015). This mitigates the risks in the software project along with maintain the quality of the project outcome (Conforto et al. 2014). The main attribute of the agile project management is that the control of the project is transferred to the project team from the senior project managers (Gregory et al.2016). The main objective of this paper is to discuss about the significance of this transfer and its consequences in the development process of the project.
The main feature of the agile project management is that this methodology allows the involvement of the team in the development of the project. Project managers and project leaders are present during the development of the project, however, important decision making needs the involvement of the project team. In the agile project management method, the outcome of the project is delivered through different iterations (Serrador and Pinto 2015). These iterations are also known as sprints. During each sprint, project team draws out a small resources and the tasks from the wish list (Špundak 2014). The team decides the way of the implementation of the product using the resources for each sprints. The duration of the sprints has deadline to finish. After the compilation of the sprints the chunk of resources are chosen by the team for the development of next sprints (Conforto et al. 2014). The scrum master is present to keep the team focused regarding its goal. The system shows the control of developing a product using agile method is dependent on the team rather than the senior managers. The transfer of the control helps to enhance the flexibility of working. This method helps to rectify the mistakes during the development quickly. Apart from that the visibility of the development process becomes clear as regular meeting is done regarding the development (Conforto et al. 2014). The resources is chosen by the team members, this increase level of involvement for each of the team member during the development, which eventually increase the productivity of individuals in the team (Conforto et al. 2014). The flow of communication through daily meetings enhances the sharing of the knowledge in the team (Conforto et al. 2014). This helps the tem to identify the problems and issues in the projects along with a speedy correction during the development phase (Rai, Agrawal and KHALIQ 2017). As the management of the development is done by the project team managing cost and the overhead cost in context of the development of the project gets minimal which leads to an effective optimization of the resources of the organization.
Considering all these things it can be said that the transfer of the control for managing the project in the agile project management is beneficial for the organization. Moreover this change in transfer providers effective and fast solutions (Serrador and Pinto 2015). However, there are certain issues those can be raised due to this change in transfer. The development of the project is controlled by the project team members. The delivery of the outcome is done through several sprints. In this case, the scope creep can happen frequently (Conforto et al. 2014). The stakeholders and the clients involved in the project will tempted to add new requirements for every sprints. This will make the project to be completed taking long time (Serrador and Pinto 2015). The absence of the senior project manager will make it difficult to estimate approximate time and cost for the development of the project (Elamin and Osman 2017). This can make the project to be scattered into several sprints (Serrador and Pinto 2015). The development of the project is dependent on the team members of the project. In this case, if the members of the team are not committed enough towards the work the failure of the project may happen. Scrum master is present for leading the team towards its goal (Serrador and Pinto 2015). Sometimes it has been seen that strict control of the scrum master over the team is causing the distraction for the team members for developing the project. In this case the project may not deliver the required outcome.
Determining the effectiveness of the change of control in agile method
Agile method is proved to be beneficial for the development of the software projects. There are different variations of agile project management. Some of the variations like DSDM often used in the construction projects. Mainly, agile methods are useful for the development of the software. There are certain benefits of controlling the project through the project team in agile methods (Serrador and Pinto 2015). Those can be beneficial for improving the quality of the final outcome of the product. However, there are issues those can be happened as the senior manager is not in the charge of control in agile project management (Serrador and Pinto 2015). In this context the frequent changes in the requirements and the way of the implementation can causes the uncertainty in the development process (Conforto et al. 2014). A successful management of the project depends on the dedication of the team members and proper allocation of the resources along with maintain the timeline for each tasks (Baumann et al. 2015). In this case, change in control of the project in agile method can create unavoidable issues. Evaluating both advantages and the issues regarding the change in the control of the project. It can be said that agile project management can be effective and efficient only if the change in the control can be managed by the project management team is managed in a proper way(Serrador and Pinto 2015). In this case, it is the responsibility of the scrum master to develop the team which consists the members who are dedicated towards the work (Serrador and Pinto 2015). Apart from the outline of the project is needed to be given to the project management team at the beginning of the development of the project so that the team do no modify the project frequently for all new and irrelevant requirements. These steps would be helpful for proper implementation of the agile project management.
Conclusion
The discussion is regarding the change or transfer in the control of the developing the project during the implementation of the agile methodology. The transfer of control from the senior project manager to the project team is beneficial This approach can help the development team to identify the flaws in the project. Moreover the interaction between team members and the flexibility of choosing the resources and the products for each sprints by the project team enhances the productivity of individuals. As the team is in the control of the project development the organization can optimize the resources and the cost as the management is not involved in the initial stage of development. However, there are certain issues regarding this change in the control. Frequent occurrence of the scope creep in the project can deceive the project team from achieving the goal. Moreover the level of thee dedication of each team members can also become a determinant factor for the success of the project.
References
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Conforto, E.C., Salum, F., Amaral, D.C., da Silva, S.L. and de Almeida, L.F.M., 2014. Can agile project management be adopted by industries other than software development?. Project Management Journal, 45(3), pp.21-34.
Elamin, R. and Osman, R., 2017, July. Towards Requirements Reuse by Implementing Traceability in Agile Development. In Computer Software and Applications Conference (COMPSAC), 2017 IEEE 41st Annual (Vol. 2, pp. 431-436). IEEE.
Gregory, P., Barroca, L., Sharp, H., Deshpande, A. and Taylor, K., 2016. The challenges that challenge: Engaging with agile practitioners’ concerns. Information and Software Technology, 77, pp.92-104.
Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
Rai, A.K., Agrawal, S. and KHALIQ, E., 2017. Identification of Agile Software Risk Indicators and Evaluation of Agile Software Development Project Risk Occurrence Probability. International Journal of Engineering Technology, Management and Applied Sciences, 5(7), pp.403-408.
Serrador, P. and Pinto, J.K., 2015. Does Agile work?—A quantitative analysis of agile project success. International Journal of Project Management, 33(5), pp.1040-1051.
Špundak, M., 2014. Mixed agile/traditional project management methodology–reality or illusion?. Procedia-Social and Behavioral Sciences, 119, pp.939-948.
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