Whatever you want to achieve: sit down with a few skilled people and you will solve it. No matter how complex it is. Processes can help, but they are only supportive.
Be sure to document if necessary, but make sure the real assessment is in the result.
If you want a happy customer, you work with him.
Adjust your plan – if necessary – based on new insights and changing circumstances, but only if this increases customer value.
You can't see into the future
If a project manager looks deep into his heart, he must surely admit that he has never made a plan that has been executed exactly as he described. Making a comprehensive, detailed plan takes a lot of time. And precisely because you work so hard on it, you are much less willing to deviate from it.
So, just don't make a plan? Bad idea! Real agile and anarchism are not synonyms, even though that is sometimes thought cynically. But don't look ahead in too much detail and accept that you don't yet know exactly what you are going to achieve and when. Do it more roughly. Formulate a clear vision and then make a plan(ning) per sprint, so per period of one to four weeks.
As mentioned, make a plan for a few weeks. Clearly determine the goal for that period and describe the result you want to have. Then work on this in a team. Coordinate with each other in short, philippines whatsapp number free focused meetings. Visualize the work as a flow from left to right on a board. This way you always see the current status of the work, whether there is a backlog or a lead, and who is working on what.
The Agile Planning Board
An agile team always starts with the things that provide the most value to the customer. They deliver something quickly, which means that customer value is also created more quickly. Another goal here is to learn quickly from your experiences: to learn how things can be done better. Agile is about determining by trial and error what the next step should be on the way to the ultimate goal.
Agile approach
The best-known approach to agile working is scrum. The authors spend no less than 20 pages explaining this framework. Unfortunately, there is only one and a half pages for Kanban and Lean and especially about Kanban there is even some negative treatment. Kanban would require a lot of self-discipline and because Kanban has fewer rules, it is more difficult to apply.