PRINCE2 Agile for Professionals in Agile delivery

Prince2 Agile delivery method users are highly interactive, self-organizing, and capable of taking independent actions. They usually work in a setting where they continuously receive needs, which they then deliver in an agile manner that is consistent with the priorities established by the product owner.

Projects, on the other hand, are not continuing; they have a set time limit and budget, as well as strategic motivations and the requirement for the business to produce a result. Decisions are usually made above the agile development team and usually include reporting to extremely senior members of the organization.

These seemingly incompatible strategies can make agile professionals resistant to such controls. However, PRINCE2® is created primarily for delivering projects, whereas agile is typically used to upgrade existing systems; understanding this enables those adopting agile methodologies to see the significance of additional constraints and control in projects.

The project environment and the agile practitioner

When using Scrum as an example of agile, you have a self-organizing team where the product owner establishes the priorities and the developers adhere to them. The Scrum Master protects the team from outside influences and makes sure the Scrum process is being used correctly. The Scrum team is informed that since they are a self-organizing, independent team, they do not require a project manager. This might be true for small, low-risk, and low-budget sets of needs.

However, larger and more intricate projects will always require an extra level of collaboration. A project manager will come in extremely handy in this situation. Individual teams naturally concentrate on the task at hand rather than the issues affecting everyone else. Therefore, expecting teams to self-organize without a separate directing function is usually unrealistic. There may also be project dependencies and non-agile work components that don’t follow the pace set by the Scrum teams.

PRINCE2 Agile for agile professionals

PRINCE2 Agile® can fill the gap for agile practitioners who are transitioning into a more project management-focused role.

Beginning with the realization that there may be several work parts in the project, not all of which will be agile, PRINCE2 Agile assists the agile professional in understanding that they are concerned with more than just their unique requirements.

They must be aware of the many project contexts, both agile and non-agile, that require some level of control. In order to assist them in doing this, PRINCE2 Agile combines a well-accepted project management technique with a realistic understanding of agile delivery techniques. Additionally, because flexibility is emphasized, the advice is not aligned with any one agile delivery technique.

Instead, it offers the agile practitioner a stepping stone into the realm of project management, but with the guarantee that they will already be comfortable with agile language and vocabulary.

The Hexagon method of project management

The “Hexagon” is a feature that is exclusive to PRINCE2 Agile. This illustrates the six project-related factors that PRINCE2 assists in managing: time, money, quality, scope, benefits, and risk. Hence, the Hexagon aims to bridge the gap between agile and project management for agile professionals.

The most often used tolerances, according to PRINCE2, are time and money.

Agile projects fix time and cost with no anticipated variance. Here, any deviation is really serious. Scope and quality variations are acceptable. But that does not imply that we compromise on quality, which has allowed limits. Any scope adjustments must fit within the allowed limitation, and risk tolerance must also be taken into account.

Bringing agile and PRINCE2 together for project management

When employed in projects, PRINCE2 adds a level of control to agile methodologies that not all agile approaches do naturally.

The PRINCE2 Agile methodology enables professionals with an agile background to recognize and comprehend the benefit of applying controls to meet the increasingly demanding requirements of projects in companies. Usually, higher-level management and regulation are necessary for projects.

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