The Sprint Methodology in Agile Project Management
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Revision as of 17:13, 14 February 2018
Contents |
Abstract
Breaking down projects into smaller parts is paramount to being adaptive and agile as well as for maintaining the interest and momentum towards stakeholders [1]. Working in sprints facilitates a quick and continuous review of results allowing regular feedback and thereby keeping on the right path towards a successful project for all parties involved. This eventually also helps ensuring that the project continues being profitable, which can be critical towards the funding of the project [1]. This iterativeness thus challenges the traditional way of conducting projects, which is characterised by more robustness and formalities involving very thorough planning as well as the need for preliminary and formal management acceptance of the project and thereto funding [2].
This article investigates relevant aspects of the sprint methodology in agile project management.
First, the concept and purpose behind sprints is described, leading to the further description of the actual application of the method.
Second, even though sprints are challenging the traditional way of running projects where the latter can be insufficient in terms of flexibility and agility, there are also some limitations and risks involved with running projects in sprints. These limitations and risks are discussed taking offset in relevant and recent research results and material, which are questioning the risk management processes in agile project management [3].
Finally, relevant references for further reading are outlined allowing the reader to investigate the different matters further.
Sprints
What
What characterises sprints and agile project management?
Sprints as part of scrums that is a frequent Agile Project Management framework.
Why
Purpose of running projects in sprints.
How
Application of tool.
(make figure?)
