Not Just in Project Management! Being Agile in Department Management as Well!

"Agile Methodology in Project Management" is a common phrase. This title alone is an indicator of how differently the topic is understood. Agile is about prioritizing strategy while also responding quickly to the expectations of the sector/market/management/business units, both in terms of the way we do business and the way we approach issues. If we limit the topic only to a project basis, we would be mistaken.

So, when we think about what lies at the core of the Agile approach, I believe the fundamental concept is "self-managing." What does "self-managing" mean? The term literally means "self-governing." To elaborate further, a self-managing team is a team that internally decides who does what, when, and how.

What are their guidelines while doing this? These include the expectations and strategies of upper management, and the expectations of the sector – market – business units.

If the goal is to produce a product, what is the product? We can define a product as anything that delivers value. It has a clear boundary, known stakeholders, and well-defined users or customers. A product can be a service, a physical object, or something more abstract.

Now that we have come this far, let's briefly define who will do this: "Developers." These are not the conventional software developers but rather members of the Agile team responsible for producing any usable output, emphasizing a strong "one team" mentality.

I didn't want to finish this article without mentioning DoD. 😊 "Definition of Done," that is, the criteria for completion/delivery. Clearly defining the DoD during the planning phase of the relevant Sprint is critical. If a "Backlog item does not meet the Definition of Done, it cannot be published or even presented in the Sprint Review. Instead, it goes back to the Product Backlog to be considered later."

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