Agile Project Management: motivations, implementation and evaluation.

Nowadays, we use software every day, everywhere. To handle at best numerous projects launched each year, companies use project management models. In this context, Waterfall and Agile are the most widely known models. While Waterfall principle has been around for decades (the “building a house” principle), Agile made its appearance in the beginning of this century. This recent Agile project management is to be implemented and therefore requires additional management resources. This thesis is an exploratory research focused on the goals, the change management and the assessment of their agile implementation. Through qualitative interviews, we discovered a list of goals that companies consider in the analysis of the implementation. Unfortunately, the human perspective is rarely mentioned as a starting goal during the process. Additionally, every company has a different tactic on how to tackle change as the deepness of change management fluctuates from the use of almost none to all resources. Finally, the evaluation of this implementation is rarely done in practice. When it is done, KPIs or Version One report are used. Mindset is very important for all the interviews and they all conclude that being an agile company is a difficult task that cannot be reached easily. A general conclusion given by companies is that more guidance is needed to facilitate Agile implementation. To that end, some tracks are given at the end of the thesis.