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Resource management in project management and agile management: key differences and advantages

In traditional project management and in the Agile management, resource management is carried out in completely different ways, although the goal of the process itself is the same: to get the necessary resources, to know where those resources are located, to understand when those resources will be freed up. So what are the main differences between project management and agile management when it comes to resource management?

Project management and Agile management: what are the main differences in resource management?

  • One of the most fascinating things about Agile management is that this whole methodology only works when there are 100% dedicated team for each product area. That is, this team works on all the changes associated with a particular product. They will work with different changes throughout the year (or two or three, depending on the decision of the organization), but in the same product area and team.

  • Such resource management in Agile management also greatly helps the organization's budgeting process, i.e. the necessary costs to maintain the team are counted (and all other additional external costs) and that's it . This is also very useful in resource management, because a lot of steps in the process are simply no longer needed: the resources are planned for a year or more and they work with as many changes as the team itself can take.

  • One of the minuses of dedicated teams is that very often, the operational costs of an organization are higher than when carrying out changes in the usual way of managing projects and assigning people, where they are needed and for issues of the highest priority.

  • Another thing that is important to mention is that very often there are areas in organizations (for example, if we are talking about information technology, this can be the case with a "core" system), which are always influenced by all the changes in one way or another. In such cases, in order to have 100% dedicated teams, there must be almost twice as many specialists of this competence.

  • In project management, most often people work on several projects at once, so it is more difficult to maintain focus, to understand where, which person spends how much time on which project and where maybe they need less or more, but this is less costly more often.

  • When we talk about non-human resources, neither the management of projects nor the management of Agile has much of an impact. All sorts of tools, environments, will still be needed and will need to be managed and supervised by people who are certainly not members of the product team (in the case of Agile management) or the project team.

When we talk about resource management, there is no single rule on which change management is more correct. It is always very important to understand how organization works, what changes it usually develops and what is size of the organization.


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