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Agile project management is an outgrowth of the agile software development movement. While analyzing common software development processes, it was found that traditional development approaches were not suitable for empirical, unpredictable and non-repeatable processes. The "Manifesto for Agile Software Development" stated four core principles:
(1) Individuals and interactions over processes and tools.
(2) Working software over comprehensive documentation.
(3) Customer collaboration over contract negotiation.
(4) Responding to change over following a plan.
Agile project management is deeply rooted in these principles but slightly modified to make sense in the project management rather than software development, environment. This can be seen in some of the qualities of the agile project management approach. For example, agile project management emphasizes two important concepts. The first is that risk is minimized by focusing on short iterations of clearly defined deliverables. The second is that direct communication with partners in the development process is emphasized in lieu of creating copious project documentation. The reason these two concepts are emphasized is simple: both help a project team adapt quickly to the unpredictable and rapidly changing requirements most development projects are carried out in.
Any projects which cannot be handled using the above criteria cannot be implemented using the agile methodology. On the other hands, there are attempts to implement the agile methodology for such projects as infrastructure projects.
Agile Methodology
The Agile Methodology is used in rapid development of software development process where changes and requirements were surfing (or) changing frequently. These projects have its Timeline (or) Time boxing Viz.,2 weeks,30 days or90 days and need to buy-in stakeholders for realising value.
Traditional Management Projects
The Traditional Management Projects are used in structural development of software development process where requirement are fully covered and its value will realise by the projects at the end phase Viz., SDLC Life Cycle (Requirement > Design > Code / Build > Testing > Deployment / Support). There are other Internal and external factors in organization which influence viz., size, scope, quality, risk resources that makes traditional managements process not suitable to executed in Agile methodology.
Agile is not the best process for Governmental projects
Any statdard or methodology can not cover all needs and situations. As for Agile, the methodology will not work well with big projects and teams where the organizational culture imposes s strict chain of command as the core spirt of agile is against any kind of hierarchical bureaucracy .
Moreover, Agile methods are not aplicable for sequential projects. The methodology is also not suitable when the customer (or it's representative) is not clear what final outcome that he wants.
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