Project Management

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Is Agile Project Management different?

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Stelian ROMAN Project Manager| MicroSafety Carlingford, New South Wales, Australia
According to many practitioners Agile is an attribute rather than a different approach to project delivery. Any (traditional) framework can be Agile and any (Agile) framework can become dogmatic. Did Agile impacted significant your life as a Project Manager?
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Matjaz Mozetic CEO| LUXIM d.o.o. Sempeter Pri Gorici, Slovenia
Nov 16, 2018 8:05 PM
Replying to Stelian ROMAN
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Interesting, Partially I agree with you: many techniques and fundamental principles were used before Agile was formally defined. The best examples is the iterative and incremental software development method used (documented) in late 50s, kanban and kaizen.
In my experience moving from planned delivery to Agile approach will change people. It develops initiative, self management skills and most importantly the team spirit. In my experience the hardest thing for people that have long experience with planned approach where they are told what to do, is to start taking initiatives, think outside the box and provide feedback, especially highlight things that can be improved.
There are people that are Agile by nature, people that like change and to challenge the status quo. I hope that I am wrong but they are a small minority comparing with the others,
It does change you in that way. In the local "lingo" of that time, we were called "project operatives" (since we managed the project management "operations", and we had quite a larger "mandate" compared to others).
This kind of approach was largely developed in the construction industry in our country since the end of WW2. It emerged probably because everything had to be built from scratch and there was no time to research and schedule - the learn as you go approach. Some still use derivatives of that approach in infrastructure projects, but it's not that often anymore after the 2008 real estate crisis and the following construction industry collapse, since the experienced managers mostly went in other sectors and the passing of knowledge to the next generation failed.
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