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I think to set the record straight or start a focused conversation (as you know from all of the other discussions):
In the context of your post, are you interested in agile (with a small "a" as in agility) practices or Agile (with a capital A) as in agile manifesto/principles/"methods" (like Scrum, DSDM, XPM, and what every else is out there).
On the contrary I think all industry can be Agile and agile. Methods use may be different in each industry. the manifesto was written for software, it can be rewritten for other industry.
I would love people to come forward and share their experience, with some details.
Agility in business and projects, yes. However, I cannot see how Agile "Methods" can be used in construction and capital projects.
What part of Agile you believe can't be apply to construction and capital projects?
Is it with Values or with Principles? Which one can't be apply?
I am in a position to offer you some advice on this subject. I agree with Mounir. These IT processes do not apply to the complexity of our relationships and execution of the Build Construction Process.
I cannot begin to delineate the vast differences between IT processes and what the PM in Construction faces every day. We have Sr Staff meetings every morning. We face the Clients/Stakeholders in Contract required EVM/Progress meetings weekly. We face extreme Safety and Environmental hurdles on a daily basis. We have Coordination of all the major Process Departments and thousands of low skilled workers in the field to monitor.
Ours is not the workplace decisions of what temperature to set the environmental controls at each day- I joke- but I am serious in my attempt to try to convince you that until you have walked in the Construction Industry PM's shoes You cannot begin to comprehend that the Agile practices that work for IT will not work in Construction.
The only Caveat would be that some of our Processes traditionally have been iterative as small parts of the traditional Construction Execution process......
Mounir has written some interesting comments on this subject that you should read. Whenever I become frustrated at the various comments from IT members regarding my Industry, I seek out the dialogs from Mounir to confirm I am not losing my mind......
We will try to stay sane together :)
I think you are on the other thread discussing a similar topic. If not, here is what I summarized:
Let me summarize and I know some will not agree.
Agile = agility in business has been around for many years under different names. Sergio has written extensively about this and agility is not limited to software.
Agile = agility practices (whatever the name of practice) can be applied to many projects; small or large but ---- but ---- but NOT AS A PM Methodology. These practices can be applied to ANY methodology you chose or develop for your organization.
Agile = as in Agile Methods DOES NOT apply to all types of projects and definitely NOT in construction and not in capital projects. Agile "Methods" like scrum, are mostly for development of software; although some could be used elsewhere but NOT everywhere.
Lean, Rolling Wave Planning, Integrated Teams, Customer Satisfaction/Communication, and many other practices are NOT Agile-invented practices. These practices have been used by companies with good PM Maturity for decades. Agile (and Agilists) have adopted them but that does not make them Agile Practices, or at least not-agile-invented.
To manage a project, end-to-end, idea to closure, organizations need methods based on project life cycles ---- Agile is NOT those methods. Even in technology-business projects, I am not sure if any can use Agile Methods as a Project Life Cycle (end-to-end). Agile Methods are Development Methods - used in Development Phases of a Project.
Waterfall and Agile:
I think we need to move away from these debates and the arguments (or promotions) of Waterfall vs. Agile. This sounds like you go to a restaurant and you can only have a Soup or a Salad. There are other choices - even in some restaurants, they might allow you to request a special meal.
So what we must do?
Go beyond Waterfall and Agile and understand that PM must be ADAPTIVE - and organizations must build their own customized-adapted-tailored methods.
Thank you for the opportunity to contribute to this thread.
Let me focus on some examples. The challenge is some take a concept and run with it, without fully understanding.
A major Agile principle is about delivering (to the customer) in increment. Those increments will be produced following this process: analysis - design - implement - test - release. Those increments will be produced in short sprints, 2 to 4 weeks.
Now let us take a simple project - a house; not a $1b US project. Can we deliver a housing project using Agile Methods? No - No - Nada - No way - not possible. If someone thinks yes - I would love to hear how.
Some will say build the foundation first - structure - etc. But that will take many months.
Further, can we analyze what we need -- design --- build --- test --- and release a house in 2 to 4 weeks sprint? If someone says yes, I would love to hear how?
Keep in mind, these increments must be (a) value added and (b) workable products.
Since Mark mentioned it - I have written many articles on this on my blog site --- on agile in capital projects.It is not easy to replicate 4 or 5 articles here
I don’t think that in the construction industry we should follow the IT Agile manifesto. But our own.
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