The digital world has always benefited from innovation. The agile methodology to IT management is just one of the latest examples in this trend. For many pundits, this approach promises to revolutionize the way IT projects are executed. The agile methodology began in the software development field in the late 1990s and early 2000s. At the time, developers typically created a finished software product in one go, and then fixed bugs as they were discovered.
Agile development, on the other hand, emphasized rapid incremental product creation. This involved dividing projects into components, or "sprints,” each of which could be finished quickly. Individual sprints were considered finished products in their own right. As a result, software could be ready for release much quicker. These products often had fewer bugs and new features added regularly after launch. In IT management, the agile methodology functions very similarly. Large technology projects are broken down to their base components. Each component is a finished product on its own, but also fits into the greater whole. While this may seem more like a technical distinction than a major change, it actually has significant implications for managing IT projects.