From right-size governance to agile governance

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. 

Is Agile a planning-free approach?

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?”.

When failure is not an option

When fix-on-failure is not an option

There are projects in which some, maybe even most, of the possible outcomes are so threatening that their occurrence cannot be tolerated. Should something go wrong–should it not go to plan–there is no mitigation available. If you are driving a car and the engine malfunctions, it can be annoying, even frightening, but it’ll be a whole lot more final if the engine malfunctioning is in a spacecraft!

There are degrees of criticality, ranging from safety-critical performance in a nuclear power station to life-and-death rescue missions, to correct compliance to regulations set out in legislation–and in each case project failure always incurs severe penalties.

In these projects, the avoidance of risk drives the planning. This forces a modification to the usual planning process. The focus is to avoid the possibility of events occurring that cannot be managed; it is on the use of processes where the known performance indicates very high levels of reliability with no surprises.

Are projects the right vehicles for innovation?

One of the most interesting changes is the growing involvement of project management with the delivery of innovation. It’s not that innovation within projects is new. Far from it! What is becoming more prevalent is the deliberate use of projects to create and manage innovation.

Kavanagh and Naughton (2016) looked at the correlation between how a country valued project management as a discipline with the level of innovation reported by that country.