![]() ![]() That approach has proven to be highly influential in software development and project management as a whole. Development teams were and remain eager to work on software projects in more flexible ways that let them incorporate the lessons they’ve learned from their users and their own findings. Furthermore, when a problem or opportunity is detected in testing, it is then too late to effectively shift the project to incorporate new ideas.Ĭoncerns such as those that Rasmussen highlighted led to the creation of the agile methodology, which has in turn led to several offshoots. He noted some of the challenges with this approach, such as the fact that when projects are called off early, the testing phase tends to be lost, which can lead to quality issues with the finished product. Industry thinker Jonathan Rasmussen describes the linear progress of waterfall development as starting from analysis and then moving to design, coding, and finally testing. Agile methods break a project up among other lines, focusing on individual units of functionality rather than gradually shepherding the whole product through stages. The longstanding way to develop software was through the waterfall methodology, in which a project moves in a linear fashion from one phase to the next. One of the things to keep in mind about the emergence of agile and waterfall development methods is that the former exists in intentional opposition to the latter. This goal can be adjusted to suit any project, with the piece of software replaced by whatever product or service, internal or external, a team is working on. These concepts come from the world of software development, in which the end goal is to ship a product that will meet end users’ specific needs. While agile and waterfall development represent just two of near-unlimited ways of thinking about project management, their popularity and philosophical differences make them worth studying as counterparts. Understanding these strategies and the high-level concepts behind their use may prove critical for employees across departments. Waterfall, the traditional linear way of organizing an extended project, has been somewhat supplanted in the past decade-plus by agile and its various offshoot methodologies. Many of the projects employees will be working on in today’s workplaces have a strong digital component, but even those that don’t can be guided by the principles of the waterfall and agile management methodologies. For instance, graduates of the online Bachelor of Science in Information Systems program at the University of Alabama at Birmingham’s Collat School of Business have learned about the principles, implementation methods, and tools associated with modern project management. Higher education with a business focus reflects this need for management acumen. ![]() There is more than one way to go about project management, and appropriately for today’s technology-driven corporate landscape, the leading methodologies come from the world of software development. ![]() ![]() Breaking work down into discrete units and getting it done in a clear, regimented way are critical parts of operational efficiency. Project management is a high-priority skill for employees of all backgrounds and assignments today. ![]()
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