Conclusion: Modern Design Methodologies—Information and Knowledge Management

Abstract

One of the things that must be understood by leadership and management in the future is that just because you deliver a product on time and on budget doesn’t mean the project was an overall success. Delivering a product on budget and on schedule but decimating a development team is not, in the long run, a success for the company. Managers and Leaders must understand all aspects of development teams for long-term success. And while some managers may wonder if they have a role in the new agile development paradigm, the Agile Manager understands that their role is more important than ever to the overall success of the agile development program/project. The Agile Manager must split their time between facilitating each Sprint team to allow them to be as efficient and effective as possible, keeping track of agile productivity metrics, and keeping open and active collaboration and cooperation with the customer in terms of reviewing working software at the end of each Sprint and helping to shape the requirements, capabilities, and needs going forward. These are three paradigm domains that must be attended to by the Agile Manager in order to keep the agile development rhythms sustained throughout the agile development life cycle. A lack of commitment to any of these Agile Management domains or treating any one of them in isolation may result in ineffective Sprint development teams.