Individuals and interactions over processes and tools
Results over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Agile is a more of an attitude than any defined methodology. It is the attitude of embracing change rather than resisting it. At the heart of all “Agile” methods is an emphasis on producing results and a focus on the strategic value of execution to inform direction and create value.
Agile has seen great adoption in the software development community and studies show a marked increase in perceived effectiveness (Dr. Dobbs, 2007) and project success. Like Six Sigma, there are a number of engineering disciplines that lend themselves well to general management. It is easy to imagine adapting the attitude and methods of Agile to the more general context of execution.
However, it is also easy to misunderstand Agile as a call for the relaxation of governance. It is not that. Project management is a discipline built on standards and practices, methods and tools - just like any profession. Furthermore, there are clearly many contexts where a rigorous governance structure is either a necessary matter of regulatory compliance or may fit the organizational culture well.
Instead, Agile is a radical statement of priorities. Yes, having a strategy is crucial. Yes, processes, documentation, contracts and planning are important. But, an awareness and focus on the people and situation on the ground is imperative to having a strategy that can deliver value in a rapidly changing world.
Are you familiar with Boyd's OODA loop. Observe-Orient-Decide-Act. He discusses operating within the decision cycle of your enemy during combat. Chet Richards wrote a book called Certain To Win where he applies this to business. The capabilities to make an organization Agile are contained within the OODA loop and are part of this Strategic Project Management discussion.
ReplyDeleteThanks again Dennis - I am, there are a number of derivations of the classic Demming/Shewhart cycle of Plan, Do, Check, Act. (I am a HUGE fan of Deming and other business thought leaders that were hip/breathing in 1955 like Bejamin Grahm - all of them a balm for our times.)
ReplyDeleteIn fact, I originally was going to use PDCA as the structure of the outline of the book, itself. - That felt a bit artificially imposed.
But, I will probably bring in the Deming cycle a little later...the visual concept that i have in my head about the feedback loop that PM (or, better, OPM - thanks) enables is a spinning Deming wheel...