Turnaround Management &
Large Projects


  • Management of LARGE PROJECTS AND TEAMS with hundreds of contributors



  • Execution of measures to achieve MAXIMUM PERFORMANCE of entire teams

  • Introduction of technologies for automation and ARTIFICIAL INTELLIGENCE

  • International management of GLOBAL PROJECTS

  • Motivational training and SUCCESS COACHING

  • RESCUE of large projects in crisis


  • In-depth implementation of classic and AGILE PROJECT MANAGEMENT methods, in particular PRINCE2®, Scrum®, Kanban, Design Thinking and SAFe®


Agile Project Management and Its Importance

Agile Project Management was first introduced in the early 1990s as an alternative to the old rigid project model used by most businesses. Agile is an ever evolving discipline that helps to manage business growth and organizational complexity. This highly adaptable, granular form of software project management relies heavily on a disciplined approach and transparent process execution. Business projects are broken down into micro-jobs that can be individually executed within a team or at the enterprise-wide level.

In the past, Agile has been known for its flexibility. However, in recent years, there has been a steady movement towards an increased focus on Agile being a primary method for project delivery. Proponents of the change include leaders who want to move the focus of project management away from lengthy stakeholder negotiations, management by committee, and management by individual specialists who have no management experience. Some analysts argue that there has been a change in attitude because of the downturn in the global economy. Others point out that software developers have become more versatile and capable of meeting business challenges in the modern era, and that the term agile project management has been co-opted to refer to this umbrella of capabilities.

Many experts argue that agile project management methodology was adopted in software development because it provides a cost effective way of managing changes in a business environment. Agile project management also relies on a small number of deliverables which reduces the risk of sustaining changes and funding rework. The approach enables a high degree of flexibility within software development processes. Agile has been widely adopted throughout the world and is now gradually becoming the majority choice for software development. The term itself means "incremental improvement." The Agile development process has come under fire from some quarters claiming that the methodology does not deliver an initial benefit of value.

Lean manufacturing and Lean product development methodologies are two of the most popular agile project management methods being used in the business environment today. These methodologies have come under fire from some quarters claiming that they do not deliver a benefit of value. Agile can be defined as being lean and using a de-scoped approach. Agile methodologies rely more on "human resources" instead of on development teams to manage quality issues. Agile is also designed to improve quality and speed up decision making. It also relies less on comprehensive documentation and relies heavily on user testing.

Scrum, another well-known agile methodology, has also come under fire from some quarters. Scrum refers to a distilled version of Agile and focuses more on the fast generation of product prototypes. Some claim that Scrum is too tightly knit to be applicable to most business requirements and is therefore unsuitable for agile project management. The core value of Scrum is to provide a seamless innovation cycle which is, essentially, a collaborative process that allows input from multiple stakeholders at any stage of the innovation process.

Lean manufacturing is currently being used in the United States and in some parts of the world to reduce the cost of production. Many software development methodologies like Six Sigma and Lean are being used in civil construction. Lean manufacturing focuses on customer satisfaction and it tries to find ways of reducing costs and improving quality at the same time. In the long run, these changes could lower the cost of construction projects overall, which would in turn lead to a decrease in the amount of total labor required by contractors.

Scrum was developed by Robert Kiyosaki, John Templeton and David Norton in the late 1980s. These three men based their idea on the "lean" manufacturing principle, which is the process of continuous improvement through eliminating waste or fixing problems as they occur. By observing the behavior of the Agile team, they were able to identify a series of patterns that turned these problems into advantages for the Scrum team. As a result, Agile Project Management methods became the most popular methodology for software development at that time. Today, Agile Project Management is still in wide use and is often referred to as the Kiyosaki style or Lean methodologies.

Agile project management has been criticized on the part of some software developers who feel that the discipline lacks a structured planning aspect. However, this criticism fails to take into account the fact that Agile is a predictable development process which allows for pre-planned stages of testing and refinement. Furthermore, Agile does not aim for anything close to a perfect solution. It aims for a maximum improvement in the processes instead of trying to create a perfect system. Because of these reasons and more, Agile Project Management is fast becoming a favorite choice among software development teams throughout the world.

The Agile Manifesto, twelve Principles of Project Management and the Agile Scrum Methodology

Agile Project Management is a set of strategies, processes and tools to help managers achieve Business Success through efficient project delivery. Traditional project management styles focus on five main steps: planning, implementation, monitoring, control and completion. Agile project management, on the other hand, is a completely different approach to project development. With the agile approach, there may well be more than five phases involved, but that does not mean that the project will take less time. Here I will highlight some of the key Agile Project Management concepts and describe how they can help your business.

Traditional project management methods are designed around the concept of the waterfall approach, where everything needs to be done in a sequential order. Agile differs slightly; it focuses on the principle of" iterations" over time as opposed to "steps". The iterative approach allows for very rapid feedback cycles and therefore delivers quicker results than the traditional model. Agile project managers will strive to deliver quality et, which in turn increases their customer satisfaction and builds better ties with their customers.

Agile project managers will have their team's work in teams. They will enable innovation by encouraging members to collaborate closely on small projects until the solution is complete. Working in teams enables individuals to quickly identify problems or issues and get to the root of them. Each individual in a team has an important role to play within the team and this is one of the main benefits of the Agile project management methodology. Agile allows teams to work together in a more efficient manner. The Agile project manager will focus on the activities of each team member and not the overall goal of completing the project.

Agile differs from traditional methods in that the primary method for software engineering is waterfall. The Agile project manager will apply the waterfall method to the software development process, however, every phase will be reviewed and tweaked based upon feedback from the teams. In the Agile method, this cycle does not exist, however, there are some exceptions to the rule. For example, the iterative concepts of waterfall and agile can be combined in some cases.

There are four key values that an Agile Project Management Program upholds: transparency, risk, participation and responsibility. Transparency is vital for the success of Agile because if the project does not proceed in an efficient or timely manner, this can result in significant backlash against the developer. In a traditional project management methodology, the entire team may not be aware of every step in the process and as a result, communication channels are limited and can lead to unwanted situations such as "on the job training" where the wrong information is provided to a certain individual.

However, in Agile projects, the developers need to be aware of every step so that they can communicate with each other about changes that have been made. The Agile project management philosophy does not place limitations on what should be discussed in meetings, just that everybody needs to understand what is taking place. Transparency is related to risk because the developers need to know what methods, processes, code, specifications, etc.

The Agile Manifesto, also referred to as the Agile Scrum Methodology, was first published in 2001 by the software giant Agile Learning and Development. This manifesto includes twelve principles which relate to the development cycle of Agile projects. These include the principle of having "a well-defined, defined, and testable product as a starting point; and, continuous improvement of that product through its completion." Another principle states, "Changes in the scope of work are better understood when they are part of the design of work in progress rather than as separate stages." A further principle states that the "model and methodology should guide the development rather than define the end state."

The Agile Manifesto is continuously being revised based on its success in helping software companies meet their product quality goals and objectives. There are two main ways that these Agile Project Management methods can be applied in the software development cycle: using manual processes or using self-organizing teams. Both have their advantages and disadvantages. The use of manual processes can speed up the Agile process and can be more efficient than some self-organizing teams. However, teams may not be as efficient if they are not self-organized in nature.