The benefits of managing business projects using an agile approach include higher quality products, increased customer satisfaction, decreased risk and better business value. So it makes sense that businesses who regularly implement major projects could benefit from a formalised agile approach. Yet, many businesses don't understand the fine line between talking the talk and walking the walk when it comes to agile project management. Businesses frequently say they are running agile projects or see it as a priority to adopt, yet miss the fundamental difference between 'being' agile, not just 'doing' agile. There is often a gap between the aspiration to run agile projects and the reality of actually doing so as the result of a misunderstanding of what agile project management really means.
What is Agile?
Agile is a philosophy that gives priority to iterative work during the course of a project. Originally formulated for software development it is now used for all sorts of projects in multiple industries. Short pieces of work are undertaken, delivered and then feedback gathered in order to better inform the next iterative step. The aim being to avoid situations where stakeholders and end-users wait months (or even years) for a project to be delivered only to find it doesn’t meet requirements. It focuses on people and collaboration, delivering work quickly and responding to change. More traditional projects tend to focus on processes, plans, and detailed documentation. However, businesses sometimes incorporate an agile framework (such as Scrum) into how they manage projects but fail to fully embrace agile concepts such as cross-collaboration and self-organising teams. They don’t build the solid foundations they need for an agile approach to work and provide the intended benefits. Agile in practice means having an agile philosophy throughout the entire business. The whole business ethos, management and employees need to change how they think. Agile methods involve greater work ownership and management by individuals, including the business relationship with, and duty to, customers.
Fake Agile
Agility within a business is a moving target that encompasses a philosophy, not a set of rules. Companies that seek to 'be' rather than 'do' agile will achieve the best results. Being agile is about embracing the core values and approaches that aren't framework-dependent. It requires collaboration, openness and acceptance of diverse opinions. Doing agile is simply an act that is followed irrespective of participant commitment. If your business can only answer No to these questions, you could be in a fake agile situation.
- Do all those involved in projects understand how they are responsible for achieving the project missions?
- Is a working solution delivered at every iteration to users and is feedback gathered?
- Is feedback used to create change to project plans within a quick timeframe?
- Are teams empowered to change the requirements or processes based on knowledge or feedback?
The root issues with fake agile mean it creates a process that isn't performing as well as it should be. Fake can simply rename traditional methodology by changing the jargon. It does not bring the real benefits to businesses of agility.
Why is Fake Agile a Problem?
Fake agile is a problem because it is more concerned about the how rather than the why. Businesses with truly agile management seek open and frequent communication between those involved in a project in order to ultimately deliver customer satisfaction. Fake agile places less importance on collaboration and communication. It doesn’t seek user involvement or feedback which hampers project progression and effectiveness.
Here is a comparison that shows why fake agile projects won’t deliver successful projects:
Genuine Agile Projects
· Understand that rapid iteration is essential and prioritise the work to facilitate it
· Seek feedback from key individuals to develop a working product
· Streamlined and automated processes are a key element
· Take time to consider the value to customers
· Implement a better product via continuous review based on results and feedback
Fake Agile Projects
· Move milestones when deliverables are not ready
· Lack of effective time management and responsibility for project progression.
· Is a tick-box exercise of completing requirements and compliance
· Less flexibility and time to make changes part way through a project
· Products and deliverables often fail or fall short of customer expectations
Avoiding Fake Agile
True agile will see the responsibility and involvement of the project team being clear and active, something they take seriously. Fake agile manifests itself with project managers who pass off responsibility so if your project manager only has the end in sight, no matter what, it's likely you are missing out on the benefits true agility brings. If the process becomes about delivering quickly rather than correctly, it is probably fake agile. True agile projects recognise the importance of rapid iteration but in order to deliver the best end-result possible. Agile relies on a continuous cycle of feedback, built up and considered at every step of the project cycle. Feedback should be used to inform the future of the project, and time and budget should be reserved to enable the benefits that it brings to be achieved. Teams that dismiss feedback due to time or budget constraints, fall into the fake agile trap. Agile training can benefit project teams by ensuring members know how to 'be' agile, not just 'do' agile. A culture of continuous learning will ensure that concepts are always fresh and the benefits they bring are not dismissed.
- Log in to post comments