Michael St. JohnProject Coordinator| UniversityGa, United States
Project Management in the Public Sector (specifically universities) has not seen widespread adoption of Agile Methodologies. In your experience, how has Agile been integrated into your business practices to leverage quick delivery without disrupting existing business processes? Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Michael, in our case, we adopted a hybrid approach on our construction projects. During design, we use an agile approach then move to a more predictive one during construction with the exception of some activities like procurement where we use Lean Construction.
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1 reply by Michael St. John
Mar 20, 2024 11:24 AM
Michael St. John
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That makes a lot of sense. I had an example of the opposite with Waterfall at the front building out a framework, and Agile modifying it to meet a customer's need. Your example will be great for explaining how Agile is used day-to-day.
I'd disagree with the generalization about adaptive approaches not being used in public sector as certain types of public sector projects definitely do use adaptive approaches - technology implementations as an example.
While there are certainly some constraints when you look at public sector vs private sector, similar impacting constraints exist in other industries (healthcare, product manufacturing) and yet those have not been a barrier to adopting adaptive approaches to the extent possible.
Kiron Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
First of all, Agile is not about using a method, is not a mindset, is not about software. Agile was born in 1990 in manufacturing mainly pushed by the USA state, mainly the DoD and the NSF. Agile is a matter of architecture. Is a top-down approach. Software made it well known but using a bottom-up approach that fails if you do not take into account the genesis which is top-down. With that said I was involved in implementing agile in the state mainly in Universities to accelerate administrative process mainly and giving "clients" a better service than private Universities,
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1 reply by Michael St. John
Mar 20, 2024 11:26 AM
Michael St. John
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I can see how having a faster delivery of processes could be an application of Agile. A minimum viable product especially as relates to student interactions at a university could provide faster value than a large roll-out after 18 months of development.
Saving Changes...
Michael St. JohnProject Coordinator| UniversityGa, United States
Mar 19, 2024 3:21 PM
Replying to Rami Kaibni
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Michael, in our case, we adopted a hybrid approach on our construction projects. During design, we use an agile approach then move to a more predictive one during construction with the exception of some activities like procurement where we use Lean Construction.
That makes a lot of sense. I had an example of the opposite with Waterfall at the front building out a framework, and Agile modifying it to meet a customer's need. Your example will be great for explaining how Agile is used day-to-day.
Thank you! Saving Changes...
Michael St. JohnProject Coordinator| UniversityGa, United States
Mar 20, 2024 5:18 AM
Replying to Sergio Luis Conte
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First of all, Agile is not about using a method, is not a mindset, is not about software. Agile was born in 1990 in manufacturing mainly pushed by the USA state, mainly the DoD and the NSF. Agile is a matter of architecture. Is a top-down approach. Software made it well known but using a bottom-up approach that fails if you do not take into account the genesis which is top-down. With that said I was involved in implementing agile in the state mainly in Universities to accelerate administrative process mainly and giving "clients" a better service than private Universities,
I can see how having a faster delivery of processes could be an application of Agile. A minimum viable product especially as relates to student interactions at a university could provide faster value than a large roll-out after 18 months of development.
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1 reply by Sergio Luis Conte
Mar 22, 2024 6:24 AM
Sergio Luis Conte
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Agile is a matter of applying systemic theory to organizations. As you know a system is composed of parts and relation between parts. So, it is a matter or architecture. Then, to put this in the framework of the PMI but something I used from years, the first is to work running a business analyst role to understand the actual architecture and help to decide the future architecture in the context of the strategy. Important thing is, between other things, to analyze the flow and define value streams to identify bottlenecks This is lean, not agile. To move to agile the components has to be analyzed in terms of distribute the functions/process into the components and create new ones if needed. If you start to define value streams and identifying bottlenecks then at the same time you will analyze the impacts on application and technology layers that supports the business layer (where those process are located)
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Mar 20, 2024 11:26 AM
Replying to Michael St. John
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I can see how having a faster delivery of processes could be an application of Agile. A minimum viable product especially as relates to student interactions at a university could provide faster value than a large roll-out after 18 months of development.
Agile is a matter of applying systemic theory to organizations. As you know a system is composed of parts and relation between parts. So, it is a matter or architecture. Then, to put this in the framework of the PMI but something I used from years, the first is to work running a business analyst role to understand the actual architecture and help to decide the future architecture in the context of the strategy. Important thing is, between other things, to analyze the flow and define value streams to identify bottlenecks This is lean, not agile. To move to agile the components has to be analyzed in terms of distribute the functions/process into the components and create new ones if needed. If you start to define value streams and identifying bottlenecks then at the same time you will analyze the impacts on application and technology layers that supports the business layer (where those process are located) Saving Changes...
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