Hau Doan HuuAsst CEO in IT and DX, cum DCIO| Vietnam PostHanoi, Hanoi, Viet Nam
I recently moved to consulting sector, thus almost my project is consulting. This type of project very different from development or implementation ones. I found that consulting project has some features which make the traditional project management does work as well as agile approach such as a lot of thing both the client and the contractor can not image fully from the start time, thus it needs to get feed back from the client and adjust time after time. It is my personal view. What is about your view? Please share with me your opinion about that matter. Saving Changes...
Based on your title, I assume you are talking about IT projects? I think the answer depends on the nature of your project, but lately I have been using a mixed approach - smaller incremental, iterative, waterfall cycles. Tighten up whatever is relatively stable scope and deliver it now, while leaving the unstable components to later. (This is all subject to interpretation, so let the critiquing begin).
In your case, I think you also need to consider the 'consulting' component - which I assume implicitly includes contracts, and identify how best to structure those contracts. Here is a link to a discussion regarding Agile and Fixed Price: http://www.projectmanagement.com/discussio...uch-a-project-- Saving Changes...
Denise CantyAgile Coach, Life Coach, Author, Senior Project-Program Manager| Cenden CompanyWashington, Dc, United States
I chose agile if it is feasible. Traditional project management is never going away and it more appropriate for large efforts that are less uncertain when compared to agile projects. Saving Changes...
Hau Doan HuuAsst CEO in IT and DX, cum DCIO| Vietnam PostHanoi, Hanoi, Viet Nam
Hi Samuel,
Thank you for your reply, I think I should make it a bit clearer for you to prevent confusing. What I mean by consulting project is the project with its deliverables are advice in some fields such as Risk management, best practice and regulation compliance, or even IT leading practices etc. Almost subjects are quite unfimiliar with the client, thus they need alot of people from variety related business units to study about what we delivered. Then they give their feed back time after time. That why I think Agile approach is better. And in pratice, it really shows its advantages. Saving Changes...
Hau Doan HuuAsst CEO in IT and DX, cum DCIO| Vietnam PostHanoi, Hanoi, Viet Nam
Hi Danise,
Thank you for your reply. I agree with your point here. Traditional project management is more appropriate for less uncertain projects (I think the size of projects or the efforts we have to spend is not really relevant here. A lot of big projects with unclear scope or ambiguous deliverables go very well with agile approach). Saving Changes...
Andrew BurnsAgile Coach| Siemens PLM SoftwareEdgewood, Ky, United States
Defined frameworks are probably plan driven, iterative, or agile (adaptive). Agile would include Scrum / XP / Crystal / etc. Iterative RUP. Plan driven most likely to be home grown. Agile works best in Domains of Emergence. Domains of emergence are ones requiring innovation, where the answer can only be known in hindsight (like when the customer sees the work), where things are more unpredictable than predictable. A Domain where the answers must emerge. Agile is the only valid project management methodology in this Domain presently. Projects where there is a best answer but it takes experts to find it generally benefit from iterative methods. Projects with simple obvious answers are actually harmed by agile. There is no real reason to be iterative or adaptive about painting a room if you have painted 100 rooms before. Saving Changes...
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