Coding project collaboration has recently launched a platform to support traditional project management“Classic project management”.So far, coding has fully supported agile project management and traditional project management. So here comes the question…,“Classic project management”and“Agile project management”, what should I choose? This paper will provide selection references from the perspectives of concept differences, common R & D models, applicable scenarios and practical applications.
First, let’s look at the difference between the two in terms of concept.The iron triangle of project management revolves around scope, cost and time. Traditional project management is characterized by strong plan drive, after the demand scope is fixed, personnel and time can be allocated, and risks can be actively tracked and controlled in the process of project promotion. Agile project is value driven. In agile project management, cost and time are fixed first, requirements are frequently refined during delivery, and priority is given to delivery in a fixed time boxHigh valueThe needs of.
Behind traditional project management and agile project managementPredefined processandExperimental processDifferent ideas. Predefined processes focus more on planning and controlling change. The experimental process is more embracing the change, obtaining feedback through rapid practice, and then adjusting the progress. Pmbook divides the development life cycle of the project into predictive (plan driven), adaptive (Agile), iterative, incremental or hybrid.
A project may have one or more of the above stages, and different teams in an enterprise may use one or more project management modes. For example, for enterprise core systems, outsourcing projects and projects with strong delivery nature, they will be carried out in the way of traditional project management. These systems either have little demand change, or need detailed project plan and business commitment. For Internet products, their needs and users are often unstable. Adopting agile mode can get market feedback faster. In this case, it is impossible and inappropriate to make long-term and detailed plans.
R & D model
After understanding the conceptual differences, let’s take a look at common R & D models. The waterfall model is the most common model in traditional project management, and the scrum framework is the most common model in agile project management.
It is generally believed in the industry that the waterfall model was proposed by Winston Royce in 1970. The core idea of waterfall model is to simplify the problem according to the process, and separate the realization of function from design, so as to facilitate cooperation. The waterfall model divides the software life cycle intoThere are six basic activities: planning, requirements analysis, software design, programming, software testing and operation and maintenanceIt also stipulates the fixed order of their connection from top to bottom, like waterfall water, falling step by step.
In addition, the waterfall model attaches great importance to the document. The output of the previous stage is the input of the next stage. The document is the only information connected to each stage. From the perspective of waterfall model, in the case of insufficient design and records, if team members leave before the completion of the project, knowledge will be lost, and the project may be difficult to recover from the loss. If it exists, you canDesign documents for normal use, new team members or even new teams should be able to take over the project by reading the documentation.
In fact, when Royce first proposed this model, it was not to support the waterfall. On the contrary, he pointed out that the waterfall model may be risky because it is worthless in the face of projects with constantly changing needs.
But perhaps accidents often imply some inevitability. Waterfall model provides a structured and easy to understand stage linear process; It also provides easily identifiable milestones in the development process. For this reason, the waterfall model is used as a starting example for developing models in many software engineering textbooks and courses. Up to now, it is still one of the important development models used by software development enterprises. Waterfall model can be applied to projects with fixed requirements and scope, firm and stable product itself and easy to understand technology.
Royce really puts forward the improved waterfall model. He puts the prototype design in the same position as the waterfall model, and this prototype design is similar to an iteration in agile, which verifies the enforceability of the project through an iteration, so as to reduce the risk. Next, let’s look at how iterative ideas are deeply used in scrum.
Scrum is a solutionComplex and changeable problemsThe framework of. Based on empiricism and lean thinking, an iterative and incremental method is adopted to optimize the predictability of the future, control risks and help teams and organizations create value.
In 1986, Hiroko Takeuchi and Yujiro Nonaka elaborated a new holistic approach. They compared this new holistic approach with rugby: a cross functional team completed the whole process at different stages“Move forward as a whole and pass the ball around”。 This method can improve the speed and flexibility of commercial new product development.
After several years of citation and evolution, this analogy was finally held in Austin in 1995. Jeff Sutherland and Ken Schwab jointly published a paper and put forward the concept of Scrum for the first time. In the next few years, they will cooperate to combine ideas with experience and industry best practices to form what we now know as scrum. In 2020, they released the latest version of Scrum agile guide, which interested readers can continue to refer to in the relevant readings.
Sprint is the core of scrum, where creativity is transformed into value. They are fixed duration events, lasting for 1 ~ 4 weeks. After the previous sprint ends, the next new sprint starts immediately. All work required to achieve product objectives takes place within sprint, including sprint planning meeting, daily station meeting, sprint review meeting and sprint review meeting.
Scrum’s vitality lies in the small step fast running idea it provides in the face of a changeable market. The production research team gets quick feedback on the product through “dirty hands”, so as to improve the product. In order to maintain a compact iterative rhythm, Scrum framework requires high “transparency” of information and processes in the project management process.Transparency makes viewing possible, regular “review” can quickly find problems in the project.Inspection makes adaptation possible, you can quickly adjust the problems found. Scrum practices can give organizations the ability to respond to change.
We do not think that the traditional project management mode and agile project management mode are completely mutually exclusive. They have their own characteristics and applicable scenarios, and both projects have digital demands.Coding project collaboration, in addition to agile management mode, has recently launched a classic management mode. You can use waterfall development, incremental development, Scrum framework and other R & D modes based on coding practice.We hope to provide diversified project management solutions to more organizations and teams, rather than hitting all the nails with a hammer.
The following figure lists the workflow comparison between agile project management mode and classic project management mode in coding project collaboration:
Coding’s recently launched classic project management aims to solve the five problems of traditional project management:
- Unified coordination, the information of different stages and functions is summarized on the same platform;
- Global view, the plan page summarizes the project progress and grasps the progress and situation of multiple iterations in real time;
- Project schedule, plan, iteration overview and other pages track the progress, the process is transparent and the progress is controllable;
- resource managementOn the plan page, you can view member tasks, assignments and coordinators at any time;
- Quality control, track the test progress and defect repair progress at any time through test management, defect management, etc.
In addition to the above capabilities, coding basedFile network diskas well asWiki knowledge base, the team can also easily manage the documents in the traditional project management process, which can be directly accessed and shared through the web at any time, and the file history can be traced back to the historical version of the file at any time; You can also locate relevant documents by referencing functions in requirements, tasks and other matters, saving time and worry.
The classic project management mode is very flexible. The following two examples can practice the great waterfall mode and the small waterfall mode:
A project is defined as a software development project with a start and end time. Using iteration, the project is divided into six stages: planning, requirements analysis, software design, program coding, software testing and operation and maintenance. Complete in chronological order. After the completion of each stage, the output documents (requirements documents, design documents, test documents, etc.) can be entered into the file network disk and wiki. The completion of the last iteration indicates the completion of the whole project.
In the usage scenario of little waterfall, each requirement has six states: definition, design, implementation, test, operation and maintenance. The workflow of setting requirements can flow only in adjacent status, and jumping is not allowed. Corresponding to these six states, the requirements are divided into six stages of tasks. After the tasks in each stage are completed, the requirements enter the next state.
Taking the requirements of “user management” in the figure below as an example, at present, the tasks related to the two stages of requirements analysis and design have been completed, the tasks related to coding implementation are being processed, and the tasks of test, operation and maintenance in the subsequent stages are not started.
In addition to the above two methods, the team can practice more collaborative methods under the classic project management mode.
After having a basic understanding of the concept, model and application practice, at the end of the paper, we provide a simplified evaluation to match agile with the classic project management model. You can check it based on the current situation of the team and calculate it by heart for a rough reference.
1 Demand stability
0 point for stable demand – 10 points for unstable demand
2 Business and it interaction
The difficulty of business and it interaction is 0 points higher – the difficulty of business and it interaction is 10 points lower
3 Project impact
0 point for high relevance of key systems – 10 points for low relevance of key systems
4 System modularity
0 point for low system modularity – 10 points for high system modularity
5 Environmental openness
0 point for low environmental Openness – 10 points for high environmental openness
With a score of 0 ~ 20, we recommend using the classic mode
With a score of 30 ~ 50, we prefer to use agile mode
- Jim Highsmith. “Agile Project Management”
- Project Management Institute. PMBOK Guide (6th Edition)
- Robert C. Martin, translated by Shen Jian, he Qiang and Luo Tao, the way of agility and neatness