ITC Project Management (Agile Methodology)

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ITC Project Management (Agile Methodology)

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ITC Project Management (Agile Methodology)

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Describe about the ITC Project Management (Agile Methodology).

Agile Methodology
In the year 2011, by 17 people the core of the Agile methodology was developed. This Agile methodology was expressed under four main values which are as below:

While following the plan there has to be responding to change.
With the contract negotiation along with customer collaboration.
Over the comprehensive document, we are having working software.
Interactions and individuals over tools and processes. (Collier, 2011)

Role of Agile Methodology in relation to Project Management
This role of the project manager is due to the basis for the authority of managers in the project team stems from the set of the values that will get antithetic for those that are espoused by the methodology of Agile. (Larman, 2004)
The structure of the Agile team will seem to get confirmed the notion that the role of the project manager will be very obsolete.
Difference between Waterfall Methodology and Agile Methodology





This methodology is based on the sequential design process. With this, the project will go to the next step once the previous step completed. There is no chance by which we can go to the previous step and make any changes. For reaching the previous step, the developer has to start the project from the starting.

This methodology will follow an incremental approach. With this, developers can start off with the project design that is simplistic and then can start working on the small modules. Once the current step completed project will take the customer feedback. (Fitzgerald, 2013)


It will stress the meticulous for record keeping. It will allow the ability for improving the existing project in future. In the starting, it was getting the full idea of the timeline, cost, and size of the project. The strong documentation of the waterfall permits for the impact on the project that is minimal.

With the help of this methodology, developers can add new features and make any changes needed in previous steps also. Changes can be incorporated once the initial planning was finalized and the program can be re-written. The priorities of the project would get evaluated after each sprint.


The developer can’t go back to the previous step and make necessary changes. This methodology will totally rely on the requirements gathered initially. If requirement got changed or changes required, then the project has to start from the initial. Testing can be done at the end only. Through testing, the delay in the temptation was very high. There is a need of the client’s involvement and if changes need, then it will impact the budget. (Moran, 2014)

With having less successful of the project manager, there are a series of the code sprints in the product. Due to this, the project will deliver late and this project will be over budget also. The start of the project didn’t have the definitive plan, thus the product that was delivered finally can be different from the one committed in the starting.

When to use

This methodology is used when there is the clear picture of the final product of the project. In this, the client does not have any option to modify the scope of the product.

This methodology is used when the product which was created will be used for an industry and the standards are changing rapidly. When there are developers who are skilled are able to think and adapt independently. This should be used when the final picture of the product is not clear. (Kurian, 2006)

Agile Methodology related to project life cycle
This Agile methodology uses an adaptive approach when there will be no detailed planning and on future tasks, there is clarity only in the respect what is the features required for developing. This is developed based on feature driven and the project team will adapt the product modification dynamically. The frequently product will get tested, with the help of release iterations. The backbone is customer interaction for Agile methodology. The teams will work in very close collaboration with each of the project. (Waters, 2011) 
Collier, Ken W., 2011, Agile Analytics: A Value-Driven Approach to Business Intelligence and Data Warehousing. Pearson Education. pp. 121
Larman, Craig, 2004, Agile and Iterative Development: A Manager’s Guide. Addison-Wesley. p. 27
 Fitzgerald, B.; Stol, K.-J.; O’Sullivan, R.; O’Brien, D., 2013, “Scaling agile methods to regulated environments: An industry case study”. 2013 35th International Conference on Software Engineering (ICSE): 863–872.
Waters, Kelly, 2011, “Agile Project Management – Extending PMBOK”
Moran, A., 2014, Agile Risk Management. Springer Verlag. ISBN 3319050079
Kurian, Tisni, 2006, Agility Metrics: A Quantitative Fuzzy Based Approach for Measuring Agility of a Software Process, ISAM-Proceedings of International Conference on Agile Manufacturing’06(ICAM-2006)

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