by Cyndee Miller
Agile is the punk rock of project management. After years of living on the fringe, it’s officially gone mainstream—much to the joy of some and the utter dismay of others.
Like punk, it was built around a call to disrupt the status quo.
When a group of software programmers wrote the agile manifesto 16 years ago, the big goal was to embrace change: “to be aware of changes to the product under development, the needs and wishes of the users, the competition, the market and the technology,” Andy Hunt, a co-author of the agile manifesto, told PM Network last year.
While that purpose still holds true, the agile club is no longer limited to software developers, startup leaders and waterfall haters. An HPE survey showed agile’s ascendancy from anti-establishment to mainstream really took off in the past five years, with a significant adoption inflection point occurring around 2010. And check out the current numbers: Ninety-four percent of the survey respondents in the latest VersionOne State of Agile survey said their organizations practiced agile. PMI recently partnered with Agile Alliance on an Agile Practice Guide.
Some of this comes down to the business world’s obsession with digital transformation, which 42 percent of execs say they’ve begun, according to a 2017 Gartner survey. As Jason Bloomberg, president of Intellyx, wrote: Companies are increasingly going agile “to successfully navigate the disruptive waters that threaten to drown them.”
Take South Africa’s Standard Bank. Facing competition from a rapidly expanding fintech sector, this 155-year-old bastion of financial service embarked on a multiyear digital transformation—with a shift to agile software dev at the center, according to McKinsey.
Not everyone, however, was onboard. I know, shocker, right? To change hearts and minds, the company’s CTO and his team held town hall meetings to explain their logic and set targets for the transition, gave teams autonomy to make decisions on how to go about their day-to-day functions, and co-located team members for better collaboration.
So far, so good. In early agile engagements, Standard Bank reported productivity increases of up to 50 percent and unit-cost reductions of up to 70 percent per function point.
But for some, agile’s entrance into the mainstream has given rise to a new challenge: the dilution of the very term. Mr. Hunt told PM Network the word has become “sloganized” and is “meaningless at best, jingoist at worst.”
In that same article, Jordi Teixido, PMP, COO at Strands, Barcelona, Spain, said: “Agile is wonderful when you’re really iterating and collaborating, but it’s also a refuge for mediocre practitioners who are unable to document or express their requirements or forecast what they want to build. If you don’t follow the rules of the game in waterfall, everyone knows it. But in agile, that’s harder to tell from the outside—and because of that, some people use agile on projects that would be far better under waterfall.”
What do you think? Is your organization using more agile? And do companies have a grasp on what the term really means?
Leaders exert influence for success
Education and Training,
Human Aspects of PM,
New to Project Management,
PM Think About It,
PMI Pulse of the Profession,
Reflections on the PM Life,
Categories: Agile, Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, New to Project Management, PM Think About It, PMI, PMI Pulse of the Profession, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Reflections on the PM Life, Roundtable, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis
Whenever I’m in a leadership role I try to be sensitive to the level of influence I gain, retain and lose. Influence is a precious commodity for a leader. And it can be disastrous if you lose your team or if tensions arise that reduce one’s effectiveness to achieve a goal.
I recall one of my client assignments where the goal was to ensure a successful integration of a complex merger and acquisition. The team had slipped on dates, missed key meetings and there were no formalized milestones.
I set up casual meetings to discuss with each member what would motivate them to participate. One clear signal was that management had changed the acquisition date several times. This disengaged the team due to false starts that took time away from other priorities.
During the sponsor review, I reported there was a communication breakdown and that no one shared this effort as a priority. At that point, the sponsor could have used his position of power to pressure everyone to do their part. However, the sponsor did not want to come off as autocratic.
Instead, he asked if I would be willing to find an alternative approach to get the team’s buy in.
I realized my influence was low, but I wanted to help improve the outcome for this team. So I talked again with each team member to negotiate a common approach with the goal to be integration-ready without having an exact date.
Ultimately, our goal was to have all milestones met while a smaller core team could later remain to implement the integration when management announced the final date.
A leader uses influence as part of the process to communicate ideas, gain approval and motivate colleagues to implement the concepts through changes to the organization.
In many cases, success increases as a leaders exert influence over others to find a shared purpose.
Tell me, which creates your best outcomes as a leader: influencing others through power or through negotiation?
By Conrado Morlan
“Those who criticize our generation forget who raised it.” ―Unknown
I had the opportunity to attend PMI® Leadership Institute Meeting 2016—North America in San Diego, California, USA, and met PMI chapter board members from several countries.
An ongoing conversation during that meeting centered on how to renew and refresh chapter membership and appeal to younger generations.
One of the foundations that will help PMI chapters better interact with multi-generational communities is to develop and master “generational competence,” which according to Ceridian “describe the adaptations or competencies organizations must develop today to meet the very diverse needs of four generations in the workforce and the marketplace.”
While discussing the topic with my fellow chapter board members, I found there is a common belief that generations are defined by age when in reality generations are defined by common experiences and key events.
Also much of the research around generations and generational differences has grown out of the United States and therefore is U.S.-focused.
Here are some alternatives to the typical generational buckets:
Even individuals born in the same approximate marker years are defined differently by the events they have experienced. For example while the U.S. Baby Boomer generation is associated with the notion of the "American Dream,” the Unlucky Generation in China lived through three years of famine and cultural revolution.
At the same time, many of these generations are tied to stereotypes. For example, “Millennials are entitled narcissists,” “Gen Y looks for instant gratification,” “They are not capable of interacting offline,” are some of the comments I’ve heard. Stereotyping, however, fuels conflict within a multigenerational community.
What Generation Y Thinks
During the Leadership Institute Meeting, I looked for opportunities to speak with Generation Y attendees. Across the board, they felt PMI board members from older generations need to develop generational competence to bridge the gap of understanding. This competence will help them learn how to communicate, connect and engage with potential PMI members of different generations.
Membership campaigns will need to align with Generation Y values—happiness, passion, diversity, sharing and discovery, according to Patrick Spenner, a strategic initiatives leader at CEB.
PMI chapters will need to promote the profession as one that:
Perhaps the most important takeaway in my discussions with Generation Y members was that they reject generational labels. Call them young professionals
As a project manager volunteering for a PMI chapter, what is the most challenging situation you have faced within a multigenerational community?
Project Leaders as Ethical Role Models
Human Aspects of PM,
New to Project Management,
Nontraditional Project Management,
PM Think About It,
Reflections on the PM Life,
Categories: Best Practices, Career Help, Communication, Communication, Complexity, Ethics, Facilitation, Generational PM, Human Aspects of PM, Leadership, Leadership, New to Project Management, Nontraditional Project Management, PM Think About It, PMI, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Roundtable, Social Responsibility, Stakeholder, Strategy, Talent Management, Teams, Tools
By Peter Tarhanidis
This month’s theme at projectmanagement.com is ethics. Project leaders are in a great position to be role models of ethical behavior. They can apply a system of values to drive the whole team’s ethical behavior.
First: What is ethics, exactly? It’s a branch of knowledge exploring the tension between the values one holds and how one acts in terms of right or wrong. This tension creates a complex system of moral principles that a particular group follows, which defines its culture. The complexity stems from how much value each person places on his or her principles, which can lead to conflict with other individuals.
Professional ethics can come from three sources:
In project management, project leaders have a great opportunity to be seen as setting ethical leadership in an organization. Those project leaders who can align an organization’s values and integrate PMI’s ethics into each project will increase the team’s ethical behavior.
PMI defines ethics as the moral principles that govern a person’s or group’s behavior. The values include honesty, responsibility, respect and fairness.
For example, a project leader who uses the PMI® Code of Ethics to increase a team’s ethical behavior might:
Please share any other ideas for elevating the ethical standards of project leaders and teams, and/or your own experiences!
By Kevin Korterud
As both a project and program manager, I’m always keen to have projects and programs take the right first steps toward success. In the past, this would involve selecting the unified delivery approach used for all of the projects on a program. The idea was to impart consistency to the way projects were managed as well as produce common metrics to indicate progress.
It’s not that easy anymore. Today’s programs have projects with agile, waterfall, supplier, corporate and sometimes regulatory-mandated delivery approaches. In addition, these approaches as well as the different arrangements made with suppliers (e.g., time and materials vs. fixed price with deliverables) have dramatically increased the level of complexity and diversity of delivery approaches within a program.
So as a program manager, how do I keep all of these projects in sync no matter the delivery method? As a project manager, how can I execute my project in concert with the overall program in order to maximize the value that will be delivered, while avoiding schedule and cost overruns resulting from projects not operating in harmony?
These are emerging challenges for which there are no single easy answers, of course. But I have found a handful of tips useful in getting a program’s projects to operate in a synchronized manner. I’ll share the first few in this post and the final ones in my next post, appearing later this week.
1. Remember: There’s No Such Thing as Agile or Waterfall Programs
Given the mix of project delivery approaches, the program needs to properly segment work to manage the budget, resources and schedule regardless of the project delivery approach. In addition, the schedule alignment points, budget forecast process and deliverable linkages need to be identified between the various projects.
Typically, I find that while there is effort to plan for these items at the project level, the upfront effort for this harmonization at the program level is underestimated or sometimes left out altogether—program managers think the project teams will figure this out themselves. This sets the program up for schedule and budget overruns as well as overall dilution of the program business case.
Some ways for a program manager to harmonize projects on a program include:
2. Make the Correct Delivery Approach Choice Before a Project Begins
The type of delivery approach for a project is determined by the type of work being performed and the end consumer of the project’s deliverable.
For example, a project on a program that is slated to create a consumer portal would be a desirable candidate for an agile delivery method. Another project that involves heavy system integration that a consumer never sees would be a candidate for a waterfall approach. A project to pass data into a government system would likely have its delivery approach set by the governmental body.
So before a project starts, program and project managers should agree on the optimal delivery approach that is the best fit for the project.
Look for more advice in my next post on synchronizing a program’s projects, regardless of delivery method.