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’!”
So, these two people meet. Discovering they were both teachers, the woman from New Zealand asked of her male English colleague, “What do you teach?”. “Mathematics.” he replied, “How about you?” “Me”, she replied, “Oh, I teach children!”.
How we frame what we do, the way we describe ourselves, what we do, and what we do it with, fundamentally affects how we manage ourselves. That’s just as true in project management as it is in education. As a professional project manager, what is it we say we do, what is it we say we are, and why does it matter? Continue reading “Project management: Have we lost the plot?”
If you are lucky enough to have attended the PMO conference in London in June then you may be already be reflecting on: How could the PMO improve? How can we increase the value of our PMO? What kind of PMO should we be?
A view that PMOs should not be permanent structures has gained ground recently. Todd Williams, in his insightful book on “Filling Executive Gaps”, suggests that PMOs are perceived as essentially bureaucratic and they all tend to outlive their usefulness. The need to re-invent and re-align the PMO every few years to remain valuable has almost become a mantra in PMO circles.
John McIntyre at the 2017 PMO conference talked about “How to survive that tricky third year”: and described how the PMO at Ticketmaster managed by doing more with less, deciding what to continue to provide and what to drop.
Continue reading “Renewing your PMO”
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.
Continue reading “From right-size governance to agile governance”