¿Cuáles son las mejores prácticas para la gestión ágil de proyectos?

I completely agree that the Agile Mindset needs to start at the TOP with leaders and managers accepting the inherent uncertainty of not doing 4 months up-front Waterfall Assessment and Planning. However, I have seen way too often that the Agile Mindset stops and gets killed at the Budgeting and Finance processes. This is often were people did not change their mindset and want a fixed scope, fixed budget and fixed scope on Jan 1st to Dec 31st. Without significantly revamping how finance and budgets are done in organisations to a flexible and fixed capacity model that accepts uncertainty when all scope will be delivered but trust that value will be delivered earlier.

The best way to start adopting agile mindset is from TOP down or at least within a Department/Project. Based upon feedback and learning then whole organization can further adopt. Some of the key aspects are - Always follow Agile basic principles - Iterative and incremental development and always push ready to ship product to PROD or in a PROD-ready state - experiment and innovate - The most important is feedback and improvement (Retrospective). - Collaborate and tools are enablers

-Focus on flexibility,collaboration & delivering value incrementally -Break the project into short,manageable sprints (typically 1-4 weeks) -Embrace Iterative Development -Work in short sprints -Prioritize customer collaboration -Product Owner Involvement -Use Adaptive Planning & Prioritize feedback -Have a roadmap for the entire project,but keep detailed planning flexible for each sprint -Deliver value to the customer through functional, incremental product updates -Implement continuous integration (CI) to frequently merge code and run automated tests. -Automate Testing & Deployment\ -Create a definition of Done(DoD) -Regular Sprint Retrospectives -Use agile project management tools like Jira,Trello or Asana to manage user stories

Adopting Agile should not be seen as a process but as a cultural shift, primarily enabled by corporate leadership. Leaders must set the tone by embracing adaptability, empowering teams, and prioritizing customer value. Collaboration across teams and stakeholders becomes key, breaking silos and fostering open communication. Agile thrives on incremental progress, frequent feedback, and continuous improvement. Transparency and learning from failures are essential. By leading this cultural transformation, leadership ensures that agility becomes a mindset driving innovation and responsiveness across the organization.

Not following “predefined scope or schedule” is probably the most difficult agile mindset for established companies to adopt. It’s important to make sure the company and stakeholders are aligned on a goal. Also delivering value quickly in the form of a minimal viable product (MVP) is crucial so stakeholders can see results and provide feedback in a reasonable timeframe. Without quick iterative cycles your team is not likely to get the time to agilely deliver some massive deliverable some time in the undefined future.

While Scrum and Kanban are popular choices, you might also consider exploring frameworks like Lean Software Development or Extreme Programming (XP). Each framework has its own unique set of principles and practices, so it's important to evaluate which one best aligns with your team's size, domain, and project requirements. Additionally, consider combining elements from different frameworks to create a hybrid approach that works best for your specific needs.

Scrum is currently the most widely used, followed by Kanban and SAFe, which is particularly popular in large and traditional companies. XP is very powerful and effective, but has unfortunately not been able to establish itself as a formal method in the community, although many XP components have become standard. Scrum is particularly suitable for beginners, as the strict rules help them to learn new behaviors and ways of working. Strong Scrum teams usually develop into Kanban teams. Kanban is more suitable if the focus is on reducing throughput times and productivity. SAFe is dangerous. It really does contain everything that is available in the community, but usually overtaxes companies.

Upon analyzing project performance, the execution teams, project managers, and managerial personnel, I've concluded that Agile management possesses critical nuances that must be understood before embracing it for a project, with consensus from all stakeholders. Only with a thorough grasp of these intricacies should a decision be made to adopt the methodology, let alone integrate it into the company's project management framework – including the initiation process, the sequential steps of implementation, and the evaluation of potential risks throughout.

You don’t need to choose a framework to be agile. Furthermore, if you lock yourself in one, despite seeing it’s not giving the expected results, you are absolutely not being agile in any meaningful sense. Anyway, since beginning with something existing can help, I would recommend a mix between Extreme Programming (XP) and Kanban. XP will give you the engineering practices needed to apply agility at the code level, and Kanban will give you continuous flow instead of iterations. By the way, doing it well will inevitably lead to Continuous Delivery.

Selecting an agile framework is like choosing the right dance for your project's rhythm. You've got options: - Scrum: The tango of agile. Structured, passionate, and intense. - Kanban: The waltz of agile. Smooth, flowing, and visualized. - XP (Extreme Programming): The breakdance of agile. Technical, challenging, and cutting-edge.

Using Jira, as an Agile tool, aids an effective way to project management. The key features of Jira are: 1. Task Tracking: Organize tasks into user stories and epics, track progress, and assign responsibilities to team members. 2. Issue Management: Quickly track bugs, identify issues, and prioritize resolution. 3. Real-time Collaboration 4. Integration Capabilities: Integrate with other tools like Confluence, Bitbucket, etc. across the project lifecycle.

Agile tools are your project management Swiss Army knife. They're the difference between herding cats and conducting a symphony. Consider: - Digital boards: Trello, Jira, Asana - your virtual project canvas - Collaboration tools: Slack, Microsoft Teams - keep the conversation flowing - Version control: Git - because history matters, especially in code

Using tools cannot make you agile. Trying tools to see if they can bring value then discard them if they don’t is very agile though. Retrospective is not a tool by the way, it’s the way you can improve continually, and it doesn’t need a specific date and time.

Effective communication in Agile is all about clarity, transparency, and collaboration. It’s essential that everyone in the organization, from top management to team members, lives and breathes this mindset. Regular stand-ups, retrospectives, and sprint reviews are key practices that ensure everyone is on the same page. Use clear, concise language and actively listen to feedback. Foster an environment where open dialogue is encouraged, and information flows freely. By embedding these practices into the organization’s culture, we can ensure that communication is not just a process but a core value that drives success.

In my experience, looking for early feedback is crucial to delivering direct value to users. While not easy to obtain, actionable user feedback should be on the forefront of any type of agile approach. At the very least, the team should ask users frequently for feedback and build an easy way for feedback to be given straight from any application being built. Ignoring gathering and acting on user feedback is a sure way to build unwanted features and even products.

I can not stress enough how short iterative cycles and a reasonable minimal viable product (mvp) are to successfully implementing Agile concepts in the real business world. Quickly getting value out to production, monitoring, testing, and iterating to increase its value over a reasonable period of time is the best way to prove and secure resources. Often businesses, especially retail, plan their budgets yearly. They want to justify the expenses and manpower with an in-year ROI. For an e-commerce that means delivering a product to production and iterating on it multiple times within the year’s first 3 quarters.