Don KimPROJECT-TO-PORTFOLIO MANAGEMENT EXPERT| Seeking opportunitiesSacramento, CA, United States
I was having a discussion with a colleague recently about how to implement Agile methods for non software development projects when it dawned on me later how we talk about such tools and techniques as if they were like physical tools outside of ourselves to solve a particular project.
But unlike a mechanic that uses a certain wrench to fasten a bolt or nut for a particular job, our tools are really an application of a mindset. We talk about using Scrum and tools like product backlogs and story points, but when it boils down to it, it is an application of a state of mind among you and your project participants to deliver a project using a certain way that you all agree is more "agile".
Scrum boils down to an agreement to not assume we'll really know if the planning of the next Sprint/iteration will work as we thought, so we all agree to constantly inspect and adapt until a problem is found. When its found, we do something different or reboot the Sprint.
Failure occurs because we did not inspect and adapt like we should have and broke our agreement to collaborate on syncing our state of mind, not because Scrum sucks or because the backlog wasn't prioritized correctly. That's just an excuse because we did not do the harder tasks of keeping to our agreement and staying focused on our agreed to state of mind.
I know I have been guilty of this many times. So what do you think, is it more important to focus on the agile state of mind or to actually doing "Agile" properly? Saving Changes...
Neither. Who is to say any of these approaches is the best given the variety of projects out there. I would say to be open to all types of methodologies available.
However, if you have to deal with a development shop that has adopted Scrum, for example, I would say the agile state of mind is more important. As a PM connecting the dots of strategy or executive expectations versus when development can deliver, you need to keep in mind that there has to be milestones and expectations set although you should do it within an agile environment. Saving Changes...
Don KimPROJECT-TO-PORTFOLIO MANAGEMENT EXPERT| Seeking opportunitiesSacramento, CA, United States
Hi Justin, good point. I think when a team or organization decides to do Agile, the assumption is usually that they are not agile and doing "Agile" will make them more flexible. Regardless, I completely agree that whatever you decide to use on a project depends on what your needs are, project scope, etc. and of course, if the right state of mind is in place for the team and organization whether Agile or some other method is utilized. Saving Changes...
I think you have rightly hit the bulls eye. It all boils down to the frame of mind, to the attitude through which apply any tool, be it scrum, agile or even waterfall. It so happens that we PMs or even SMEs get carried away with the terms and nomenclatures, this incessant infatuation with the techniques and tools essentially take us off from the very purpose of the work. The change of mind, the sync-in of wavelength, need of space, understanding others standpoint, and above all the alignment of the organizational culture which is indeed a great enabler to implement any approach whatsoever. Saving Changes...
Harlan BridgesConsultant, Coach, Trainer, Speaker, Program Manager, Project Manager| EntrepreneurSeguin, Tx, United States
Don,
I agree with your premise that it is a state of mind. Good project management requires leadership, communication, critical thinking and flexibility. One of the aspects I believe that Agile highlights is flexibility.
But I would suggest that even in the more traditional world, planning (for Sprints or otherwise) is a project long endeavor that is supposed to continue throughout the length of the project. As new conditions and greater knowledge arises, planning must be done to take them into account. Remember "plans are useless, but planning is essential."
I advocate that is the "state of mind" that is most important. Processes,of any kind, are only tools to be used as appropriate and the "end" always supersedes the "means."
Agile is only one of many good processes that can be used to successfully achieve project outcomes. Just like any of the others, it is not a magic bullet that will solve everything.
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Wayne MackRetired| RetiredSouth Riding, Va, United States
I may have more of an action-oriented mindset, but I don't see how having an "agile state of mind" is of any benefit if one does not know how to provide actionable steps. If one has actionable steps, however, those steps can be applied whether or not one has an "agile state of mind."
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Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Both are highly beneficial to have and I would slightly lean to the state of mind - especially if the discussion is focused on agile methods as opposed to agile principles. The former have evolved significantly since the codification of The Agile Manifesto; the latter have been with us since the beginning of time. Saving Changes...
