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Practice Areas: Agile, Organizational Project Management
What is the role of Agile Project Management in increasing productivity level?
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Adaptation of Agile project methodologies are now being implemented rapidly by different level of organizations for increasing their effectiveness. How do you see role of Agile project methodologies in increasing productivity of an organization in general? On the other hand What benefits organizations working on Agile derive, in terms of customer satisfaction and outputs they produce?
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Are you familiar with the cliche that new shoes make you run faster? I'm not sure how "American" this is, but the idea is that some children think they can run faster because they are wearing new shoes. This belief is often encouraged by an authority figure.

This is often what I think of when people talk about the benefits of agile. Not because there are no benefits - there are - but because not all of the benefits can be ascribed to agile, and it may take a while to realize the benefits. Just as new shoes don't guarantee you'll run faster, just switching to agile can't guarantee you'll be more productive.

V. Lee Hanson explained it well in a conference session I attended, yesterday. I'm paraphrasing. If you want to be more effective with agile, your organization needs to do fewer things at once. If all you're doing the same amount of projects, using agile instead of waterfall, you could easily end up with the same results, except for one thing: using agile, you're more likely to have delivered shippable product sooner, so you might see revenue/roi faster.

This is, of course, assuming you are doing a project where you can use a flavor of agile, and your team is experienced using agile. When you first switch, it might take a while to get good at it. If you want to run faster, you need to practice and exercise.
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2 replies by Fazal Hussain Aasar and John Tieso
Apr 14, 2017 8:56 AM
Fazal Hussain Aasar
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Amazing answer can it be concluded that benefits of Agile Management Methods would depend on the business modal your organization follows or as per the market structure and conditions your company is operating in such as Monopolistic competition or Perfect competition.
Apr 14, 2017 11:07 AM
John Tieso
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Fazal:
I might suggest it is more likely that culture will be an inhibitor to adoption of agile methods than the business model. A business model can be changed a lot mo0re easily to confront new techniques, while culture is inbred in an organization and has to be (1) identified, (2) analyzed for how deeply rooted it is, and (3) whether the organization is ready for cultural change.

What i often recommend is that adoption of agile methods and practices can work within many business model models, just not with the intensity of having pep rallies and discussions of the manifesto. Working in smaller, more concise and organized chunks of activity, planned out in phases can still be modeled in a WBS, costed out, and dependencies set which make sense. Included in the WBS would the weekly update sessions but its principles and practices are sound and worth considering as a mode for working through a project.
Network:1059



First: Agile Project Management does not exits.What exists is project management performend into Agile environmentes, where you have to take into account that Agile is not software or IT, Agile is not a method or process, Agile did not estar with the Manifesto. Second, you have to define what productivity mean for your organzation. Thrid, Agile is nothing to do with productivity if you take the definition of productivity that becomes from centuries ago from the economic theory.
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2 replies by Fazal Hussain Aasar and John Tieso
Apr 14, 2017 8:25 AM
Fazal Hussain Aasar
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When the focus is shifted from being quality orientation to making the product just effective, Why you believe productivity would not increase? as things get focused in Agile while time which gets spent in planning for producing finest product is also spared.
Apr 14, 2017 11:10 AM
John Tieso
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I have to respectfully disagree here as well. When you adopt agile-type methods, you are producing working products and services much earlier than more traditional approaches. employees have the ability earlier to learn the new products and/or services and use them when finally delivered at a higher production rate, and with less down-time for training at the end of the project. it seems sound to me to agile some of these methods incorporated in your project plans.
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Project management in an Agile environment should make you maximize project benefit.
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On the other side, I am leading my seventh initiative to implement Agile at enterprise wide in order the organization gaining in Agility. Agility is the ability to react to environmental changes and to create environmental changes. Is the way to put the organization in reactive and proactive way. You have to think the organization from the systemic point of view (Bertalanffy, Bunge, Ackoff, Prahapad are Masters on that field). Organization is an adaptable and open system. The organization answer the environment thru functions and process. If you take the project management process and you apply Agile porinciples to them the organization will be ready to fucus on client (external and internal) needs each time the organization needs to be reactive or proactive. That is not new. Ford Mottors company in 1917 and then Toyota Mottors in 1934 used those principles that time after was named "Lean" by the MIT (Lean is not the same than Agile).
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Apr 13, 2017 3:33 PM
Replying to Sergio Luis Conte
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First: Agile Project Management does not exits.What exists is project management performend into Agile environmentes, where you have to take into account that Agile is not software or IT, Agile is not a method or process, Agile did not estar with the Manifesto. Second, you have to define what productivity mean for your organzation. Thrid, Agile is nothing to do with productivity if you take the definition of productivity that becomes from centuries ago from the economic theory.
When the focus is shifted from being quality orientation to making the product just effective, Why you believe productivity would not increase? as things get focused in Agile while time which gets spent in planning for producing finest product is also spared.
...
1 reply by Sergio Luis Conte
Apr 14, 2017 8:45 AM
Sergio Luis Conte
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Quality, productivity are terms that must be defined at strategic level. For example, time ago I worked into an organization (one of the top 10 in the world) where productivity was related to reduce cost by eliminating wasted (mainly). If you ask me, if you take the economic definition of the term, that is not productivity. I am leading my seventh initiative to implementa Agile at enterprise level (that is the way Agile was born). And each time somebody hire me to implement Agile I spend a lot of time trying to explaining what Agile realy is or what Agile is not what they think it is. For example, taking your words, what does mean "making the product just effective"? Those are the key to be successful.
Network:1059



Apr 14, 2017 8:25 AM
Replying to Fazal Hussain Aasar
...
When the focus is shifted from being quality orientation to making the product just effective, Why you believe productivity would not increase? as things get focused in Agile while time which gets spent in planning for producing finest product is also spared.
Quality, productivity are terms that must be defined at strategic level. For example, time ago I worked into an organization (one of the top 10 in the world) where productivity was related to reduce cost by eliminating wasted (mainly). If you ask me, if you take the economic definition of the term, that is not productivity. I am leading my seventh initiative to implementa Agile at enterprise level (that is the way Agile was born). And each time somebody hire me to implement Agile I spend a lot of time trying to explaining what Agile realy is or what Agile is not what they think it is. For example, taking your words, what does mean "making the product just effective"? Those are the key to be successful.
Network:27



Apr 13, 2017 7:46 AM
Replying to Aaron Porter (MBA, PMP, CSM)
...
Are you familiar with the cliche that new shoes make you run faster? I'm not sure how "American" this is, but the idea is that some children think they can run faster because they are wearing new shoes. This belief is often encouraged by an authority figure.

This is often what I think of when people talk about the benefits of agile. Not because there are no benefits - there are - but because not all of the benefits can be ascribed to agile, and it may take a while to realize the benefits. Just as new shoes don't guarantee you'll run faster, just switching to agile can't guarantee you'll be more productive.

V. Lee Hanson explained it well in a conference session I attended, yesterday. I'm paraphrasing. If you want to be more effective with agile, your organization needs to do fewer things at once. If all you're doing the same amount of projects, using agile instead of waterfall, you could easily end up with the same results, except for one thing: using agile, you're more likely to have delivered shippable product sooner, so you might see revenue/roi faster.

This is, of course, assuming you are doing a project where you can use a flavor of agile, and your team is experienced using agile. When you first switch, it might take a while to get good at it. If you want to run faster, you need to practice and exercise.
Amazing answer can it be concluded that benefits of Agile Management Methods would depend on the business modal your organization follows or as per the market structure and conditions your company is operating in such as Monopolistic competition or Perfect competition.
Network:899



"Agile projects have a lower failure rate than traditional waterfall projects. According to the 2011 CHAOS report, agile projects have a 9 percent failure rate. In contrast, the study found that waterfall projects had a 29 percent failure rate."
Source: http://www.cio.com/article/3021336/leaders...with-agile.html
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1 reply by Aaron Porter (MBA, PMP, CSM)
Apr 14, 2017 10:30 AM
Aaron Porter (MBA, PMP, CSM)
...
In the conference session I was in on Monday, Lee gave the current failure rate for agile projects as closer to 40%
Network:410



Apr 14, 2017 10:03 AM
Replying to Diego Ferrer
...
"Agile projects have a lower failure rate than traditional waterfall projects. According to the 2011 CHAOS report, agile projects have a 9 percent failure rate. In contrast, the study found that waterfall projects had a 29 percent failure rate."
Source: http://www.cio.com/article/3021336/leaders...with-agile.html
In the conference session I was in on Monday, Lee gave the current failure rate for agile projects as closer to 40%
...
1 reply by Sergio Luis Conte
Apr 14, 2017 1:56 PM
Sergio Luis Conte
...
Thats the problem with this type of statistics. Each person can read it as their convenience. While I am working with Agile from years nothing demostrate that its use will assure not fail.
Network:331



Apr 13, 2017 7:46 AM
Replying to Aaron Porter (MBA, PMP, CSM)
...
Are you familiar with the cliche that new shoes make you run faster? I'm not sure how "American" this is, but the idea is that some children think they can run faster because they are wearing new shoes. This belief is often encouraged by an authority figure.

This is often what I think of when people talk about the benefits of agile. Not because there are no benefits - there are - but because not all of the benefits can be ascribed to agile, and it may take a while to realize the benefits. Just as new shoes don't guarantee you'll run faster, just switching to agile can't guarantee you'll be more productive.

V. Lee Hanson explained it well in a conference session I attended, yesterday. I'm paraphrasing. If you want to be more effective with agile, your organization needs to do fewer things at once. If all you're doing the same amount of projects, using agile instead of waterfall, you could easily end up with the same results, except for one thing: using agile, you're more likely to have delivered shippable product sooner, so you might see revenue/roi faster.

This is, of course, assuming you are doing a project where you can use a flavor of agile, and your team is experienced using agile. When you first switch, it might take a while to get good at it. If you want to run faster, you need to practice and exercise.
Fazal:
I might suggest it is more likely that culture will be an inhibitor to adoption of agile methods than the business model. A business model can be changed a lot mo0re easily to confront new techniques, while culture is inbred in an organization and has to be (1) identified, (2) analyzed for how deeply rooted it is, and (3) whether the organization is ready for cultural change.

What i often recommend is that adoption of agile methods and practices can work within many business model models, just not with the intensity of having pep rallies and discussions of the manifesto. Working in smaller, more concise and organized chunks of activity, planned out in phases can still be modeled in a WBS, costed out, and dependencies set which make sense. Included in the WBS would the weekly update sessions but its principles and practices are sound and worth considering as a mode for working through a project.
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