The best approach to project management is a widely debated topic. Today, we’re diving into the key components of the Lean and Agile philosophies, Scrum, the Kanban methodology, the Waterfall practice, and the DevOps approach. The underlying point of this exercise is to extrapolate the differences, and illustrate the merits of each.
The Scrum variant provokes the opposite complaints. Developer micromanagement during the sprint is a pain point. Friction between IT and technical creatives can arise without the necessary soft skills to drive the project. The framework tends to be meeting-heavy, which presents challenges in and of itself.
Lean doesn't succeed because of poor implementation over 90 percent of the time. Lean works—but not as a Band-Aid. Misguided directives lack creativity; management often attempts to slap “lean” processes on top of a foundation unaligned with the rules. Lean seems simple, but actually requires a complete shift in mindset which managers are not often prepared to lead.
Over 80 percent of failed software projects used the Waterfall methodology. Personnel have a hard time adapting to changes in direction, which in a programming context, involves backtracking and re-documenting everything. Costs skyrocket and work slows when this occurs on a large scale project leading to its demise. Use Waterfall on smaller, simpler projects for a better effect.
Kanban doesn’t succeed 75 percent by experts who equate it to a fad diet—maintaining the process is too intense to attain over time. Since it is a relatively new approach, managers might not have the expertise and wherewithal to maintain the board. Some engineers do not appreciate abolishing outright multitasking on the job; other times teams become confused by the storyboard workflow and it mutates into something ineffective and not-Kanban.