What are the benefits and challenges of using agile methods for project coordination?

Although Agile is not prescriptive, some principles and practices can facilitate a successful Agile and Scrum implementation. First of all, let me define Agile and Scrum. Agile is a flexible and scalable mindset for software development-in my opinion, this can be applied to any industry-, which allows us to deliver production-ready code within every iteration. Scrum is a framework that enable us to follow the Agile mindset systematically. The main benefit of following an Agile mindset for software development is getting our customers feedback as early as possible, iterate based on that feedback, and deliver even more value to our customers.

Agile mindset helps in quick and small deliveries. The scrum framework helps in reviewing the status and priorities the item to deliver. The continuous communications, discussions and decisions process along with development help in releasing workable product (MVP) to market and then enhancing it as per users requirements. The small chunks of delivery which is part of Agile mindset reduces the bugs and thus rework. It also helps us in quickly addressing issue in production if any.

In my experience with design and construction teams, we equate working software to working increments of value like design alternatives (steel frame versus cast-in-place concrete) or completes production sequences (foundations or deep underground utilities). Typically, work is performed and paid for in 30 day cycles. Agile teams using frameworks like Scrum often break these monthly cycles into weeks. This allows for teams to prioritize customer value via project first thinking that is aligned with Agile management principles and practices.

Agile is a game changer. It gives teams flexibility to adapt, customer satisfaction through incremental deliveries, and faster time to market. However, adopting Agile is no walk in the park. The lack of predictability, in contrast to traditional methods, can be daunting. Scaling, especially on larger projects, requires skilled team members well-versed in Agile principles, possibly requiring additional training. Adapting agile frameworks requires experimentation. However, the rewards are significant. Focusing on customer feedback ensures we build the features users really want. Creative freedom and team empowerment encourage teams to come together on tasks. Cross-functional team setups eliminate dependency delays, enabling quick actions.

Agile improves your capacity to interact regularly with the stakeholders. This is key to secure the outcome of the project. The issue is that it implies to focus their attention and avoid diverging on the content. If your stakeholders have more vital ideas each time you meet them, you'll never deliver. So Agile needs Focus and the acceptance by all participants that not everything will be done now.

In design and construction I help teams use the Scrum framework identically as building scaffold. It serves as a means to get close to the work and is designed to be modified for the environment and conditions. Inside of the Scrum framework we pull in elements from other Agile practices like “Epics, stories, tasks” from XP and Kanban for visual management via Scrum boards and sticky notes. Lean serves as the foundation that allows Lean Construction methods like the Last Planner System of Production Controls with Takt planning to work seamlessly inside Scrum to ensure project goals are achieved via regular feedback, collaboration, and active constraint management. These systems are based on the Plan-Do-Study-Act scientific methods.

Change and complications from unplanned scope or variation are so common in design and construction projects that law students study endless construction conflicts as part of their education. Project postmortems are a BIG batch data dump that often are just a “check the box” requirement action. Schedule and budget updates even done monthly don’t lend to making positive changes to keep jobs on track. Agile project delivery is different and special contracts or clauses aren’t required. Daily Scrum meetings make for easier coordination especially where leaders report out on the past, present, and future with statements starting with: 1. Yesterday our team finished… 2. Today our team is working on… 3. In order to finish tomorrow we need…

A recent example of the benefits of Agile project coordination comes from a small healthcare project team I worked with on a construction scope of less than $50 million. They ended the job with a punch list of less than a single handful of items. A punch list is a list of defects that do not meet the contract requirements and must be corrected for final payment. They are like software bugs or technical debt. A project of this healthcare type, size, and scope often has a punch list that goes on for dozens and dozens of pages, often taking more than three months to complete. The benefits of this construction project using Scrum allowed them to surpass their client’s expectations and finish ahead of schedule, nearly defect free.

I agree completely and see the same barriers in design and construction projects implementing Agile and Lean Construction methods. It only takes one leader to challenge the status quo which accepts project delays and cost overruns as normal, typical, and expected. Agile frameworks can be implemented iteratively and slowly at a speed that works for a given team and their unique conditions and capabilities. Starting with a daily standup meeting can then lead to using a Scrum board, increasing collaborative communication, and implementing more elements of Scrum. In my experiences I’ve been able to help teams embrace Agile ways or working no matter the phase or contract type.

Well, The point of Agile or any framework is to standardize important aspects of a project. Agile for example standardizes customer involvement and communication through sprint reviews and encourages to have short sprints, so the customer perspective and market are adapted rapidly. The challenge really, is when the company culture and the project coordination method are not in sync. You can not for example, bring agile methodologies for project coordination when the project and org is following waterfall method. Once we are mindful of that, and bring agile thinking on top of the company culture and process, that's when you will achieve successful project coordination.