Increasing the pace of delivery of projects takes a lot more than just working faster. For most projects the biggest time-thief is decision-making. It’s not the effort, it’s the elapsed time it takes to appraise the various stakeholders of the issue, get a consensus and then transmit their response to the project. If you really want to increase pace of delivery, then it is the elapsed time-stealers that have to be streamlined… and of these, the most important? Governance.Continue reading “Want more pace in your projects? Governance is the key”
My construction project management students will generally tell me that Agile has no place in construction. Indeed, many feel that the PMI has alienated engineering and construction by their insistence of the integration of Agile in the Body of Knowledge. When it comes to the Agile frameworks such as SAFe and Scrum maybe the students are right.
However, I do have a deep suspicion that construction does, and has for some time, used agile approaches we just don’t call them Agile! Take the idea of ‘gamification’ which features in many Agile facilitation approaches.
Gamification is more than just playing games Continue reading “Being agile without a capital ‘A’!”
If you’re working in a structured project environment with a project office, the chances are that you are using a right-size governance approach.
What does that mean? Essentially, the level of management attention and oversight varies appropriately, depending upon the characteristics of the project, such as size and complexity, or the level and significance of the impact of the project on the organisation.
The introduction of Agile as a software product development approach is having a significant and positive impact upon the way IT projects are delivered. However, in our coaching interventions, we are finding some confusion among project managers. Some experienced project managers quickly learn how to adapt and integrate Agile practices into their toolset. It is just another approach, which used appropriately in the right projects increases their ability to deliver. Others move straight to denial; change-weary, they avoid or downplay the usefulness of the Agile framework– “It’s nothing new.” That is their loss! Of greater concern are the more junior project managers who, faced with Agilists, lose their bearings. “What is my role in this?” “How does the governance work?” “How do I plan?” And most worrying–“Do I need a plan?”.Continue reading “Is Agile a planning-free approach?”