Agile management: a key lever for project management

Invented by Toyota in the 1950s, agile management, or Lean Management, is a method of managing and organising work that aims to improve a company's performance and, more particularly, the quality and profitability of its production. Its fundamental principle is therefore to eliminate the superfluous in order to become more efficient. But how can this method be applied to project management?

WHAT IS AGILE MANAGEMENT?

Definition and core values

Born in the 1950s but developed mainly in the 2000s in the IT world, agile management has gradually established itself as an essential project management method for many sectors of activity. At the crossroads of flexibility, collaboration and innovation, it is based on a set of principles set out in the Agile Manifesto, written in 2001 by 17 American software developers.

This manifesto values four main priorities: individuals and their interactions over processes and tools; working software over documentation; collaboration with the client over contract negotiation; and adapting to change over following a rigid plan.

In practice, agile management favours an organisation in short cycles (sprints), allowing frequent deliveries, regular feedback and continuous adaptation. This approach revolutionises the classic so-called “waterfall” methods, often perceived as rigid and slow to react to the unexpected.

A people-centred approach focused on responsiveness

Beyond the method, agility is above all a management philosophy that puts people at the heart of projects. In a context of rapidly changing markets and usage, it allows companies to adapt more quickly to their clients' needs, while empowering teams.

Agile management thus encourages autonomy, interdisciplinary cooperation and the right to make mistakes as a driver of learning. It also fosters agile leadership, based on trust, listening and support rather than traditional hierarchical control.

This change in management stance is often part of a broader organisational transformation, in which silos fade in favour of cross-functional projects, carried by well-trained, motivated teams who want to prioritise a culture of results.

WHY ADOPT AN AGILE APPROACH IN PROJECT MANAGEMENT?

Flexibility, collaboration and performance

Everything moves faster today! Needs change, technologies evolve, and client expectations sometimes transform overnight. In this context, sticking to a plan drawn up six months earlier means risking missing the point. This is where agility makes all the difference.

Adopting an agile approach to project management means choosing to move forward step by step, with flexibility and pragmatism. Short cycles make it possible to test, adjust and correct quickly in response to feedback. The aim is not perfection from the outset, but a concrete, useful result that can above all be improved.

Team dynamics are another fundamental asset of agile management. Agility relies on collaboration between everyone involved in the project, each bringing their own voice, skills and perspectives. The manager becomes a facilitator, helping ideas to flow better. Decisions are made together. And this collective intelligence often translates into better results than expected.

The agile approach is therefore not just a method: it is rather a mindset that allows smoother, livelier management that is more connected to reality.

A skill valued in the job market

But what does this new type of management change for future managers? First of all, it can be a serious asset, because companies are looking for profiles able to adapt quickly, manage uncertainty and move projects forward in a changing environment.

Knowing how to manage a project the agile way is a real plus. It shows that you know how to work in a team, listen, decide and bounce back. That you are able to lead a sprint meeting as well as run a retrospective. In short, that you are ready for a more horizontal, more collaborative world of work.

To acquire these highly sought-after skills, EDC Paris Business School offers a Master in Business Project Management that trains future project managers in agile methods and the challenges of strategic management. A comprehensive, career-focused and internationally oriented programme that prepares you to lead complex projects with method, agility… and leadership.

WHICH AGILE METHODS ARE MOST WIDELY USED?

Scrum, for an iterative and structured way of working

Of all the existing agile approaches, the Scrum agile method is probably the most widespread in companies. Why? Because it offers a clear framework while leaving great freedom to adapt to different projects.

Scrum is based on short cycles called sprints, generally lasting two to four weeks. In each sprint, the team sets itself a precise goal, delivers a testable version of the product or service, then analyses the feedback to adjust what comes next. A very simple but remarkably effective process.

Several clearly defined roles revolve around this way of working: the Product Owner is responsible for business needs, the Scrum Master acts as a facilitator for the team, and of course the team itself plays a central role, at the heart of the action. This organisation fosters a more distributed form of agile leadership, in which everyone takes responsibility and actively contributes to decisions.

Scrum is therefore an ideal method for moving fast without losing rigour. A good compromise between structure and agility.

Kanban, for smooth task management

Kanban is another very popular agile method. Less formalised than Scrum, it appeals through its simplicity and its ability to make work visible at a glance. It takes the form of a board with “to do”, “in progress” and “done” columns, and cards that move along as work progresses.

The idea is to visualise the workflow, limit the number of tasks in parallel and optimise the flow of processes. It is a method particularly suited to teams that have to handle many requests, such as customer support or marketing teams.

Kanban does not require major upheaval in the organisation. It can be introduced gradually, adapting to existing habits. This is where its real value lies: allowing everyone to manage their work better day to day, while encouraging continuous improvement.

HOW DO YOU MAKE THE TRANSITION TO AGILE MANAGEMENT A SUCCESS?

Supporting change within teams

It is inadvisable to impose agile management. It is better to have it adopted after consultation, because it is not simply a new method to apply but a genuine change of culture.

The first step is to explain the “why” properly: why we are changing, and why we are adopting a more flexible, more collaborative approach. Teams need to understand the meaning of this transformation in order to buy into it. The point is not to impose a new way of working on them, but to bring them on board with a shared project.

Next, you need to train, test and adjust. Put simple tools in place (such as a Kanban board, sprints or daily check-ins), encourage initiative and recognise progress, however small. Some people adapt very quickly, while others will need a little more time.

The role of managers is then essential. They must adopt the stance of a facilitator and coach, no longer that of a supervisor. Good agile leadership is leadership that guides without directing, that trusts, and that knows how to create the conditions for engagement.

Measuring the impact on project performance

Of course, adopting a method is not enough: you also need to be able to measure its results. But how do you know whether the transition to agility is really working?

Several indicators can help: meeting deadlines, client satisfaction, the quality of deliverables and team involvement. You can also look for less quantifiable but equally revealing signs: a better working atmosphere, more effective meetings, ideas that emerge more easily.

Here again, agility invites continuous improvement. Nothing is fixed. You test, you learn, you correct. The aim is not to get everything right first time, but to make progress as a team. Many companies that have adopted this method report smoother projects and more responsive, motivated teams. Agile management then becomes a genuine lever for lasting performance.

Agile management is not simply a buzzword. It is a skill firmly rooted in today's world. It is also often a differentiating factor in an interview, especially if you are aiming for positions of responsibility or hope to take part in an organisational transformation. So, are you ready to become an agent of change?