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Blog Article

6 Methods for Agile Project Management

May 21, 2025 | 7 min

Project and Portfolio Management

Agile working has long been a common practice in the project management context. But before agile project planning can begin, the framework conditions need to be defined: which agile approach suits which project requirements? Terms such as Scrum and Kanban are probably the first things that come to mind for most people. However, there are other methods for working on projects in an agile way. We present six of them in this blog article.

Methods in agile PM

Method #1: Scrum

Scrum is probably the best-known method in agile project management. What was originally used in software development has now spilled over into other industries outside the IT sector.   

True to the agile approach, the Scrum framework relies on an incremental and iterative method. As an empirical process, all decisions are based on observations, experiences and experiments. Scrum is based on three pillars: transparency, review and adaptation. Figuratively speaking, the Scrum method involves working with small experiments and learning from them. If necessary, both what is done and the way in which something is done is adapted. Short learning cycles and flat hierarchies play an important role here. 

All project participants are part of a Scrum team consisting of a Scrum Master, a Product Owner and Developers. Each of these roles is assigned its own responsibilities: 

  • The Scrum Master takes care of the introduction of Scrum and teaches its theory and practice – both within the Scrum team and within the entire organization. Scrum Masters moderate exercises, provide guidance and help employees to become independent. The focus is on effectiveness, collaboration and continuous values.
     
  • The Product Owner is responsible for maximizing the value of the product. He or she provides everyone involved with clarity about the vision and goal of the product. Product owners identify, measure and maximize the value of the product throughout its lifecycle. The approach varies from company to company and from Scrum team to Scrum team.
     
  • The Developers create a usable increment for each Sprint. In other words, they implement all types of product work. They are responsible for the design, creation process, testing and delivery of the product. The skills of the Developers are broad and specific to the type of work required.

Fun fact: according to Scrum.org, the term Scrum is inspired by the scrum in rugby. The team comes together to move the ball forward. In the project management context, the team comes together to move the product forward. 

Method #2: Kanban

The Kanban method is another proven way of optimizing work processes and presenting them transparently. According to Orgmanual, “Kanban” literally means “sign” or “visual cards/signs”. True to this motto, tasks are usually displayed on a Kanban Board with different columns to track progress. When the tasks are completed, they move from one column to the next. The special feature: Kanban is based on the so-called pull principle: once tasks in one column have been completed, they cannot be “pushed” into the new column. They remain in their previous column until those responsible for the following column “pull” them. This makes overcapacity visible.

cplace Kanban Board

Visualization plays an important role in the Kanban method. The workflow is visualized using the Kanban Board. A Kanban Board is comparable to a whiteboard, which is available in classic or digital form. Cards and columns are used to graphically display the workflow. The columns divide the board into its sections, with each section representing a step in the work process. The cards visualize the tasks: sticky notes in analog boards and tiles in digital boards. 

Each card or task contains all the essential information needed to process it. The simplest Kanban Board has three columns: To Do, In Progress and Done. As the process progresses, the cards move to the respective column. Just like cards, the columns also provide information. The so-called process rules define what must be fulfilled before a card can be placed in a column. At best, these rules are coordinated and visualized centrally.   

The Kanban Board is adaptable and can be extended by any number of columns so that complete processes can be mapped. Boards are therefore often designed very differently, and the method does not impose any restrictions. Columns can be subdivided horizontally or vertically to show different states within a column. Dependencies between individual elements are also visually highlighted in this way. 

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Method #3: Scrumban

If you mix the frameworks mentioned above, you get the hybrid method of Scrum and Kanban, or Scrumban for short. Roughly speaking, Scrum basics and Kanban core principles are combined here. The focus is on visualization and the reduction of tasks. Scrum often remains the basic framework of the methodology, while Kanban is used to optimize content and processes. However, this is not a must with Scrumban. The framework is not predefined by strict rules; instead, the teams can combine the ideas from both areas that suit them best. This makes for a flexible and reactive system. However, it is advisable to familiarize yourself with both methods first and then modify them step by step. 

The Scrumban process consists of four simple steps:

  • First, a Scrumban Board must be created. Essentially, this is a Kanban Board with a product backlog, a sprint backlog and the team’s workflow steps. Each team decides for itself which phases are mapped on the board. Scrumban is based on the cyclical nature of sprints: ideally, the team regularly reviews the board and adds cards from the backlog based on the sprint goal.
  • Step two is the Work-In-Progress limits (WiP limits) – i.e. limits for the processing of tasks. To avoid overloading, the Scrumban board only contains a limited number of cards, and the team decides together how many cards may be in which stage. The workflow can be rescheduled at any time during the process.
  • Thirdly, there is no team hierarchy in Scrumban; every member has a say in what the team as a whole works on. What is most important for the end product is prioritized together.
  • In the fourth step, daily stand-up meetings keep the Scrumban team up to date and tasks can be distributed. The workflow is communicated transparently, the development team knows the workload of all employees and can prioritize on this basis. 

Method #4: Lean Management

Even if lean management is not strictly speaking an agile method, its principles justify its being mentioned in this context. The word “lean” means something like “slim”. The agile approach focuses on continuous process optimization; the entire value chain is designed to be efficient and effective. Superfluous elements in project work are eliminated in lean management. One of the key points is to avoid waste of any kind, i.e. anything that does not add value for the customer or the product. Customer orientation is therefore clearly the focus of lean thinking. 

The five principles of Lean Project Management provide a basis: identify the value, adapt the value stream, develop a workflow, focus on demand and work on improvements. 

Lean is a process that constantly strives for perfection – but it is not realistic that this will be achieved. Among other things, workflows should mesh perfectly, resources should be used economically and administrative work should be reduced through flat hierarchies. Constantly changing framework conditions mean that adjustments are always necessary. This is why lean management focuses in particular on the idea of improvement: all employees regularly scrutinize their processes, check for errors and contribute ideas for improvement. Lean must therefore be practiced throughout the entire company, as this is the only way it can be useful as a management method. 

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Lean Portfolio Management

Method #5: PRINCE2 Agile

PRINCE2 (PRojects IN Controlled Environments) is primarily known as a classic project management method, characterized by a structured approach, risk assessment, phase planning, and resource management. The method is divided into various processes, themes, and principles that cover all aspects of project management.

PRINCE2 Agile is a methodological extension of the proven PRINCE2 standard, enhanced with agile thinking and working practices. The goal is to combine the structured control of traditional project management approaches with the flexibility and dynamism of agile methods. While the core framework of PRINCE2 (defined roles, processes, and control mechanisms) remains intact, it is complemented by agile elements such as incremental development, continuous feedback, and iterative work cycles. This creates a project environment that provides clear guidance while allowing for quick adaptation to change.

A key advantage of PRINCE2 Agile lies in its adaptability: it is suitable for both smaller, less complex projects and large-scale programs with multiple project streams. It helps teams remain capable of action even when requirements are unclear or changing rapidly. New roles, such as the Agile Coach, support the integration of agile practices within the team and ensure that the underlying principles are not only known but also understood and truly lived.

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Structured processes for efficient planning, implementation and control of projects 

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PRINCE2

Whether PRINCE2 or PRINCE2 Agile is the better choice depends largely on the project goals and the predictability of the undertaking. While traditional PRINCE2 projects focus on fixed outcomes, stable requirements, and a predictable environment, PRINCE2 Agile excels where flexibility is needed – such as when project goals evolve over time or require frequent adaptation to external factors. In this way, PRINCE2 Agile serves as a bridge between structured project governance and an agile mindset.

Method #6: Design Sprint

Design sprints originally come from digital product development. They provide a framework for working on problems and are known above all for their speed. A specific problem is discussed and countered with a proposed solution in the shortest possible time. All relevant project managers come together for five days to outline, prototype and test the solution.

Fünf Tage Design Sprint

On day 1, a team of business, IT and service providers develops the target image. This is followed by iterative solution design and continuous feedback on days 2 to 4. The fifth and final day is used for a ready-to-use solution. A high level of commitment and commitment is required here.  

The design sprint is characterized by a very concentrated way of working and stringent moderation. The meetings often include product managers, stakeholders and specialist expertise – with a maximum of seven people. During a sprint week, one or two decision-makers are consulted for several work steps, but they are not necessarily part of the sprint team. The basic equipment of this agile methodology is a large conference room with lots of whiteboards and sticky notes.   

Conclusion: Diversity of Methods and Software Integration

Agile project management is as flexible and adaptable as it is versatile. The six methods may be the best known, but there are many other ways to implement agile project management in your company the decision is yours. The process is optimized by suitable software that meets the specific requirements of a method. Whether Scrum, Kanban or Lean: with a platform like cplace, seamless integration and implementation is possible – even beyond agile methodologies. 

About the Author

Julia Gerstner, Content Marketing, cplace

With its Next-Generation Project and Portfolio Management technology, cplace is revolutionizing and transforming the way people and organizations collaborate on complex projects. The flexible software platform enables leading companies to create customized solutions for digital transformation and developing complex products.

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Julia Gerstner

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