An environment of increasing uncertainty, due to factors such as networking, globalisation and digitisation, is reflected in the increasing complexity of projects. These changes in the environment demand changes in (project) management. The future working day will be characterized by agility and flexibility. Almost 5000 employees confirm that the use of agile project management already plays an important role in their daily working life – with software development as the dominant field of application. 
Time & cost saving
What distinguishes those companies that already use agile methods from those that still rely on traditional management is the success rate. On the other hand there is also an improvement in results and efficiency. But what quantifiable advantages does this added value really bring?
By using agile methods instead of traditional ones, companies have noticed time savings of up to 80% and cost savings of 50% . In order to achieve this, it is important to understand in which areas the use of agile management methods is helpful and how the implementation of this solution must look like in detail and can be evaluated.
Focus on the users
Instead of separating the phases of the definition of requirements and design from the implementation phase, the definition of requirements is iterative with immediate implementation and testing by the users. This creates a cycle of planning, development and feedback, which is repeated until the desired result is achieved. According to Christine Geier COO Tablet Solutions GmbH, this allows the requirements to be improved again and again and undesirable developments to be corrected at an early stage to avoid additional costs. Ultimately, this also reduces the risk and complexity of projects.
WorkHeld focuses on agility
Both internal and external projects for customers are handled in an agile way. In cooperation with all parties involved, first pilot projects are implemented in selected areas of the customer company.
These projects are implemented in the form of so-called Minimum Viable Products (MVP), which are first, minimally viable iterations of a solution. The purpose of this approach is to provide users with the solution in a comparatively simple and cost-effective form and to collect their feedback again and again in order to expand and improve the MVP in the course of agile development.
Agile development in this context means that no attempt is made to develop a finished solution at the first attempt, but that new feedback is always sought in the form of short development processes (=sprints). This ultimately makes it possible to make the entire development process more flexible and streamlined than is the case with traditional process models.
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 Accenture Strategy, XING, Statista (2019): Digitale Trends und die neue Arbeitswelt. https://blog.xing.com/wp-content/uploads/2019/03/Publication_Accenture_XING_Statista_Research.pdf [18.06.2020]
 Azanha, A., Argoud, A. R. T. T., Batista de Camargo, J. J., & Antoniolli, P. D. (2017): Agile project management with scrum: case study of a Brazilian pharmaceutical company IT project. International Journal of Managing Projects in Business, 10(1), 121–142. URL: https://doi.org/10.1108/17538370810883819 [18.06.2020]