Agile work or delivery is only possible if necessary decisions can always be called up. It also does not work without appropriate governance. There is huge similarity in turnaround situations of classical projects with the approach of agile projects. The focus here is on short iterations and close coordination with the customer. The introduction of agile principles should be based on this observation. Agile principles will continue to spread differently in different industries. But whoever thinks of agility about method or technology is wrong! Early results in the project and close coordination with the real customer are not method or tool results.
Agile project management does not work without appropriate governance
Agile work or delivery is only possible if necessary decisions can always be called up. In my article “Communication Principles in a Project” it is easy to see that the short time until a decision is made is extremely important. This is often slowed down or even blocked by the middle layers of management in a company. This so-called permafrost cannot comprehend the need for agility often sensibly identified by top management. Likewise, decisions necessary in the course of the project cannot be made by the senior management themselves, as are not be placed correctly with them.
Agile project management is very similar to the approach of classic projects in turnaround situations
In both cases, the focus is on short iterations and close coordination with the customer. The introduction of agile principles should be based on this observation. The classic project plan is then usually only a reference for contract-relevant delivery items. The chain of failure in projects is the customer relationship and thus the governance structure, then the tools and processes and at the latest the employee frustration. When introducing agile principles, the sequence is exactly the other way around. In my experience, the team atmosphere in project organizations can indicate a wide variety of problems at any time, and not only that “something” is wrong, but also in which project management domains (see my article SmileyPoints). It would also be interesting to use this method when introducing agile project management.
How will the agile vortex spread now?
As can be deduced from my article “Project Manager in 2030“, the agile principles will continue to spread differently in different industries. What this “agility” will look like, whether pure SCRUM, SRUM of SRCUM, Kanban, scaled agile, SAFe, LeSS, Spotify will be shaped by the customer and company environment (i.e. products, services, industry, size, etc.). Is “classic project management” dead? Certainly not, because there are certain complex (very large programs) and complicated (repetitive projects) for which classical project management will be the better alternative. Nevertheless, it makes sense for the classic project manager to make tool picking out of the agile box. But whoever associates agility with method or technology is wrong! Early results in the project and close coordination with the real customer are not method or tool results. Concepts and planning are required in both approaches. Approaches such as scaled agile approaches e.g. SAFe take this aspect particularly into account.
The challenges for product owners or project managers
The challenge for the drivers of ventures, whether product owner, project manager or program manager, will now be that they should play different instruments in different environments. Because the dogmatic orientation “we only do agile single projects” can only take place in companies that have no need for diverse interfaces and environments. The exclusive product owner or program manager will therefore rather remain the rare species. A stigmatization of the two approaches is therefore certainly not meaningful, but the combined application or simply said the agile classical project is the future. Early and constant results and close end customer coordination are the success factor in all projects.