In October 2014 I shared how I would start work on the second edition of Agile Project Management in easy steps. The last few months have been hectic, with my MBA studies, and starting a new job; but finally, last week, we got the final edits completed and the manuscript files have been handed over to the publishers. We’re just waiting for them to finish proofreading and giving a green light before we can announce the publication date, but it looks certain to be in May 2015.
Are you attempting a large-scale transformation, taking your organisation on a journey to a leaner, fitter future so you can deliver delightful quality customer experiences responsively, seizing market opportunities or tackling problems even before they appear?
If so, then you’ve probably drunk the cool-aid that it’s all about culture, that you have to change the culture to make the change stick, that “culture eats strategy for breakfast“, that tinkering in the engine to give it turbo powers is useless if the driver doesn’t want to drive faster.
When we start out on a venture, of any kind, we hope things will run smoothly, we expect the ‘happy path’ / ‘sunny day’ scenario to be true. In designing our software, though, we know that we need to allow for alternate paths and exceptions. In the same way, when thinking about our projects, we should expect to be hit from left-field with surprises, and have ways of coping with those.
At last it has a name. Gartner’s pace-layered application strategy framework provides a model that allows waterfall and agile practices to live side-by-side.
Ever had issues defining scope, or struggled with the problems that arise when scope changes? This article explores scope in four dimensions, and how we can cope better.