The more traditional “waterfall” approach to project management, which all the major project frameworks such as PRINCE2®, APM BoK and PMBoK® came from, works well in stable contexts.
There is a clear case that the world we operate in since PRINCE2® was launched in 1996 is now far more volatile, uncertain, complex and ambiguous. Waterfall approaches that encourage thorough big design at the beginning are still relevant where we can be confident before work begins that requirements will not need to change significantly during the life of the project.
However, such are the volatility of operational drivers that bear upon businesses that often the customer simply must adapt. The urgency of these drivers will not allow them to wait until the end of the project. This might require frequent changes throughout a project. With a waterfall process this probably means expensive re-working of the plan and wasted effort.
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That leads to our belief that taking the
The beauty of
4 key elements of
The success of
Then there’s ‘timeboxing’ where the emphasis is on fixing the time and cost elements of a project but also allowing the plan to evolve. Requirements can be prioritised with crucial input from a customer representative as work progresses. The
Finally, people engagement is a critical part of
Of course, not everyone is ready to embrace
That rather misses the point. There is no one right way of organising and managing an
Some try to adopt
Lastly, there are those who think
One of the main reasons why
Other issues are likely to include weak team leadership or trying to implement it in organisations where the nature of the work is such that working releases is inconceivable in small iterations.
Agile is here to stay
Apple, Amazon, GE Healthcare and Salesforce.com are among those organisations already using
Faced with those conclusions – why wouldn’t you want to be more