Project Management

Project Management Central

Please login or join to subscribe to this thread

Topics: Agile, Construction, Using PMI Standards
Can Agile be implemented in other industries? (other then IT)
Share your opinions

Can the principle of Agile be applied in industry such as Construction, Aerospace, Pharma and other?

What is preventing Agile to be use in other industries?
Sort By:
Page: 1 2 3 4 <prev | next>
Nov 19, 2017 4:06 PM
Replying to Sante Vergini
...
Will you be able to share that course Kiron, or will it be IP for the company? Perhaps modified?
Unfortunately it will be the intellectual property of our company so the only way to benefit from it would be to come visit us in the Great White North and take the course :-).

Kiron
...
1 reply by Sante Vergini
Nov 22, 2017 11:22 PM
Sante Vergini
...
haha that would be a major climate change.
Nov 19, 2017 12:31 PM
Replying to Kiron Bondale
...
Vincent -

The wording of the original values and principles from the Manifesto for Agile Software Development can be slightly modified to address any type of project.

Specific methodologies and the practices within them might be relevant to only specific project types, but even those can be adapted.

For example, pairs programming is obviously a software development-focused practice, but it is just one type of non-solo work which could be applied to any industry.

Coincidentally, I'm just in the process of creating the content for a new one day course my company will be offering early in the new year titled "Applying Agile to Non-Technology Projects".

Kiron
Will love what you can share of the course.
Yes you can. It is about implementing the principles in a way that makes sense within the specific industry.
...
1 reply by Vincent Guerard
Nov 20, 2017 8:27 AM
Vincent Guerard
...
Anton, Thanks for you input.
Gentlemen-
These processes do not apply to the Project Manager in the Construction Industry. Our overall goals, delivery of a Complex Product, our overlapping phases, and the intensity and complexity of the Execution (including extreme safety issues) does not put us in the same hemisphere as the IT processes. We only overlap in process management in Stakeholder Management, Accounting, Planning, Execution, Procurement, QA/QC, Project Controls(EVM) , and Closeout Processes. Add to these a complex Contract (400 to 1600 pages) and a Major Safety Component, 15000 plus P6 tasks that makes the short term and simple applications of waterfall/agile considerations an inherent impossibility.
However, I am anxious to hear feedback from any Construction Project Manager that thinks he/she has implemented one/any of these IT practices in the Construction field.......
...
2 replies by Sergio Luis Conte and Vincent Guerard
Nov 20, 2017 7:46 AM
Sergio Luis Conte
...
That´s the point. Agile is not about process or methods. Is the same if you say that Lean does not apply to construction. The confusion is some people think Agile is a method or process or Agile was born with the Manifesto. I was project manager is a project that won the PMI award in 1999 and it was a construction project sponsored by the goverment. In that case we use an Agile based method named DSDM. BUT you do not need to use a method to apply Agile. After that, I was part of other construction projects where we apply Agile.
Nov 20, 2017 8:33 AM
Vincent Guerard
...
That represent what is being understand by most.

I think Agile can be implemented in most if not all industries
Nov 20, 2017 6:00 AM
Replying to MARK A ANNUNZIATA, Sr
...
Gentlemen-
These processes do not apply to the Project Manager in the Construction Industry. Our overall goals, delivery of a Complex Product, our overlapping phases, and the intensity and complexity of the Execution (including extreme safety issues) does not put us in the same hemisphere as the IT processes. We only overlap in process management in Stakeholder Management, Accounting, Planning, Execution, Procurement, QA/QC, Project Controls(EVM) , and Closeout Processes. Add to these a complex Contract (400 to 1600 pages) and a Major Safety Component, 15000 plus P6 tasks that makes the short term and simple applications of waterfall/agile considerations an inherent impossibility.
However, I am anxious to hear feedback from any Construction Project Manager that thinks he/she has implemented one/any of these IT practices in the Construction field.......
That´s the point. Agile is not about process or methods. Is the same if you say that Lean does not apply to construction. The confusion is some people think Agile is a method or process or Agile was born with the Manifesto. I was project manager is a project that won the PMI award in 1999 and it was a construction project sponsored by the goverment. In that case we use an Agile based method named DSDM. BUT you do not need to use a method to apply Agile. After that, I was part of other construction projects where we apply Agile.
Nov 18, 2017 5:49 PM
Replying to Vincent Guerard
...
Thanks Linda,
What is frequent feedback for you? Daily, weekly, monthly,...
An Agile of 'adaptive' project requires frequent feedback from all stakeholders to ensure that time and resources are optimized. Feedback is built into the approach with verbal feedback by developers during daily scrum meetings of 15 minute duration or Kanban boards which provide visualization of workflow which are updated any time there is a change. Furthermore, testing is built into each Sprint or Iteration thus providing feedback for current development status. Feedback in Agile is frequent through the project compared to feedback at the end of a Traditional Waterfall project. It is up to PMs to apply Agile only when appropriate i.e. dependent on changing conditions that require 'frequent feedback', phased deployment, and investment in enhanced quality. Agile approach includes both incremental and iterative characteristics.
...
1 reply by Sergio Luis Conte
Nov 20, 2017 9:26 AM
Sergio Luis Conte
...
Linda, I agree with you but let me just one comment. Feedback at the end is in sequential process not in waterfall.
Nov 20, 2017 5:01 AM
Replying to Anton Oosthuizen
...
Yes you can. It is about implementing the principles in a way that makes sense within the specific industry.
Anton, Thanks for you input.
Nov 20, 2017 6:00 AM
Replying to MARK A ANNUNZIATA, Sr
...
Gentlemen-
These processes do not apply to the Project Manager in the Construction Industry. Our overall goals, delivery of a Complex Product, our overlapping phases, and the intensity and complexity of the Execution (including extreme safety issues) does not put us in the same hemisphere as the IT processes. We only overlap in process management in Stakeholder Management, Accounting, Planning, Execution, Procurement, QA/QC, Project Controls(EVM) , and Closeout Processes. Add to these a complex Contract (400 to 1600 pages) and a Major Safety Component, 15000 plus P6 tasks that makes the short term and simple applications of waterfall/agile considerations an inherent impossibility.
However, I am anxious to hear feedback from any Construction Project Manager that thinks he/she has implemented one/any of these IT practices in the Construction field.......
That represent what is being understand by most.

I think Agile can be implemented in most if not all industries
Nov 20, 2017 8:23 AM
Replying to Linda Deen
...
An Agile of 'adaptive' project requires frequent feedback from all stakeholders to ensure that time and resources are optimized. Feedback is built into the approach with verbal feedback by developers during daily scrum meetings of 15 minute duration or Kanban boards which provide visualization of workflow which are updated any time there is a change. Furthermore, testing is built into each Sprint or Iteration thus providing feedback for current development status. Feedback in Agile is frequent through the project compared to feedback at the end of a Traditional Waterfall project. It is up to PMs to apply Agile only when appropriate i.e. dependent on changing conditions that require 'frequent feedback', phased deployment, and investment in enhanced quality. Agile approach includes both incremental and iterative characteristics.
Linda, I agree with you but let me just one comment. Feedback at the end is in sequential process not in waterfall.
...
1 reply by Vincent Guerard
Nov 20, 2017 9:48 AM
Vincent Guerard
...
In any project Feedback should be frequent.
Nobody is available at the end ! All in other projects.
Nov 20, 2017 9:26 AM
Replying to Sergio Luis Conte
...
Linda, I agree with you but let me just one comment. Feedback at the end is in sequential process not in waterfall.
In any project Feedback should be frequent.
Nobody is available at the end ! All in other projects.
Page: 1 2 3 4 <prev | next>  

Please login or join to reply

Content ID:
ADVERTISEMENTS

"Golf is a good walk spoiled."

- Mark Twain

ADVERTISEMENT

Sponsors