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Interesting your question
Thanks for sharing
There is an interesting video posted in this community that somehow addresses this topic:
More than corcerns i would say challenges, our challenge is to learn how to work in agile. At the end our objetive as a project manager it is make things happen, doesnt matter the framework companies use.
Adapting to learn alternative methodologies can both benefit the business/client and us as Project Managers.
Having experience in various methodologies, I can draw on techniques and a toolkit of complementary methodologies to ensure the smoothest path to completion and addressing any given scenario.
Successful agile transformation is often good for employee engagement and personal growth (HBR has done a couple of articles on this) so it shouldn't be a concern for most. However, if someone's values or goals are counter to the underlying values or principles of agility then they could feel threatened. For example, someone who enjoys "command & control" may not be happy about the shift to self-organization/management.
The concerns to chage to different approches is the same along the years. 1-understand what the approch is. Agile is not what you can read or hear outside there most of the times. 2-understand the difference between leyers from bottom to top: approach, process model based on approach, life cycle based on process model, method based on life cycle, tool based on method. Nothing new below the sun.
There are more challenges than concerns with shift to agile.
The biggest being transforming self to develop a new change driven mindset from a plan driven mindset
From a career / professional development perspective I would reiterate other's advice... be sure to learn multiple (at least two or more) frameworks or methodologies (e.g. Scrum, Lean, Kanban, etc.) to draw from and synthesize into the needs of your specific projects.
Based on the globalization and technological innovation, projects need to switch agile methodology rather than waterfall. Because ultimately we need to satisfy our customer wants and needs.
The only real concern is staying relevant in a changing world.
This should be your concern whether your organization is agile or traditional. I can't think of any industries where a project manager can have a successful 40-year career using the same basic skills they brought with them when they first entered the workforce.
In fact, as we prepare for 2020, imagine how your workplace differed in 1980. Could a project manager who started 40 years ago still be effective and competitive if they learned nothing new since that time?
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