Collaborate with clients instead of negotiating contracts
Posted: Sun Jan 19, 2025 10:01 am
This third point is often misunderstood in Agile.
Not all client collaboration is informal, and there are certainly contracts between stakeholders and teams . No one who subscribes to the Agile philosophy would argue with that. However , to avoid misunderstandings, Agile enthusiasts emphasize collaboration over conflict . Using software like Meisterplan , Sciforma , and Eylean , project managers can quickly communicate where their team is on a project in real time, so no customer is left out of the loop on the state of their project.
Agile users understand that the initial contract doesn't always reflect what the stakeholder actually wants - part of the reason the iterative, agile approach is so popular is that stakeholders can fine-tune their requirements as features and functionality become clearer.
In this way, Agile supports flexible sales; having a fixed budget will not necessarily determine the best outcome for the software because it can negate the necessary number of iterations needed to get the software right . The end result is a happier customer and a better product.
If an agile team adheres to this value, the following results will be ideal:
Contracts define when a project begins and its scope.
Contracts may be changed to produce a better quality product.
Changes to the contract are made only for the purpose of boost your business with our doctor database obtaining a better quality product and/or to increase customer satisfaction.
Responsibility for a successful project is mutual between the client and the team.
Communication between the client and the team is regular, and there are regular conversations about iterations and changes.
4. Reacting to change instead of following a plan
Be flexible
The rigidity of traditional project management methods is what motivated the founders of Agile to create a more flexible project management system. Unsurprisingly, their final principle is about the importance of adaptability and rapid response to change.
There are many forces that can easily change the direction of a product. These may include, but are not limited to:
Change of budget or contract.
Changing public opinion.
Changing the knowledge of what the final product should look like.
Change of stakeholders.
Naturally, a lot of change is bad news for a business trying to build a finished product. So Agile has replaced traditional deadlines with burndown schedules , retrospectives , risk assessments , and even story card lifecycles . Agile aims to give team members the tools to prioritize, plan, and deal with any unexpected changes.
The final idea is to ensure that any new challenge brings net benefit to the project rather than delaying it.
If an Agile team adheres to this value, the following results will be ideal:
Team members can easily respond to project changes.
Changes are predictable.
Teams can track progress on what has actually been completed.
Planning is an ongoing activity from the beginning to the end of a project.
The overall status of the project and next steps are transparent to team members.
Not all client collaboration is informal, and there are certainly contracts between stakeholders and teams . No one who subscribes to the Agile philosophy would argue with that. However , to avoid misunderstandings, Agile enthusiasts emphasize collaboration over conflict . Using software like Meisterplan , Sciforma , and Eylean , project managers can quickly communicate where their team is on a project in real time, so no customer is left out of the loop on the state of their project.
Agile users understand that the initial contract doesn't always reflect what the stakeholder actually wants - part of the reason the iterative, agile approach is so popular is that stakeholders can fine-tune their requirements as features and functionality become clearer.
In this way, Agile supports flexible sales; having a fixed budget will not necessarily determine the best outcome for the software because it can negate the necessary number of iterations needed to get the software right . The end result is a happier customer and a better product.
If an agile team adheres to this value, the following results will be ideal:
Contracts define when a project begins and its scope.
Contracts may be changed to produce a better quality product.
Changes to the contract are made only for the purpose of boost your business with our doctor database obtaining a better quality product and/or to increase customer satisfaction.
Responsibility for a successful project is mutual between the client and the team.
Communication between the client and the team is regular, and there are regular conversations about iterations and changes.
4. Reacting to change instead of following a plan
Be flexible
The rigidity of traditional project management methods is what motivated the founders of Agile to create a more flexible project management system. Unsurprisingly, their final principle is about the importance of adaptability and rapid response to change.
There are many forces that can easily change the direction of a product. These may include, but are not limited to:
Change of budget or contract.
Changing public opinion.
Changing the knowledge of what the final product should look like.
Change of stakeholders.
Naturally, a lot of change is bad news for a business trying to build a finished product. So Agile has replaced traditional deadlines with burndown schedules , retrospectives , risk assessments , and even story card lifecycles . Agile aims to give team members the tools to prioritize, plan, and deal with any unexpected changes.
The final idea is to ensure that any new challenge brings net benefit to the project rather than delaying it.
If an Agile team adheres to this value, the following results will be ideal:
Team members can easily respond to project changes.
Changes are predictable.
Teams can track progress on what has actually been completed.
Planning is an ongoing activity from the beginning to the end of a project.
The overall status of the project and next steps are transparent to team members.