Provocative thinking from the field.
Too many organizations do not understand that Agile itself is not a methodology; it’s a mindset. No wonder they are rarely successful using Agile. They’re chasing the benefits of Agile without differentiating between methods, or even considering when one approach might be better than another.
No matter how carefully one might order up a project, the politics still show up, too. The notion that any project might succeed by merely employing rational methods should seem irrational to all of us by now. We must work the system so the system can work.
Too many projects resemble a trance-like state, contingent on ignoring a host of 'iffy ifs.' We can’t take these Projects In Name Only (PINOs) at face value. We must peer inside to see their context in order to understand what they might actually be, and what they might be capable of becoming.
Choosing the right process to manage your projects is a decision that should be based on need, not rhetoric. What works in one organization might not be suitable for another, or it may require modification. Agile is no different. What is important is the success of the project, not how well it adheres to a specific approach.
The “consumerization” of project and portfolio management tools can help to create a larger universe of users across the enterprise and expand the discipline beyond IT. It requires software that is more intuitive, optimized for mobile use, and leverages the advantages of cloud computing.
We need to redefine the concept of project management and embrace the future of work. It’s a future that is more social, personalized and empowering for workers at every level. This future will also require new solutions for promoting teamwork, encouraging participation, connecting remote teams and easing the burden on project managers.
You've probably heard about “paralysis by analysis” but relying on gut instinct to solve problems and make decisions also lead projects astray. Understanding the psychology of decision biases can help us become better decision-makers and project leaders. Ultimately, we must incorporate a balanced approach that uses both intuition and analysis.
Federal agencies are turning to Agile methods to lower costs, increase efficiencies and improve IT success rates, but entrenched cultural and operational realities are holding back meaningful change. Here’s a critical analysis of why Agile is stalling in the federal sector and what needs to be done to jump-start it.
We all know the benefits of positive thinking, but seeing the glass half-full does not make it full. The fact is, many failed projects overdose on optimism first. So whether it's called cynicism, skepticism or negativity, questioning rose-colored project assumptions and expectations is a healthy habit for all team members.
Teams, not individuals, drive performance. No one person, however talented, can match the power of a team’s combined skills. But managing teams, with their hidden politics and complex interplay of human differences, is very different from managing individuals. Here are eight insights on what a well-run team looks like.