Originally posted in 2015 and a firm favourite amongst our readers, this article has recently been updated.
There are many contributing factors which determine project success, but in large programmes an easily-followed, robustly-integrated planning process is a must.
In a previous blog we explored what it means to work with an agile mindset– to be nimble and flexible – ready to pounce on opportunities, or to change course to avoid inevitable problems and unnecessary cost. Now we’re thinking specifically about Agile Methodology and what that means for the end user of new systems and business processes.
Change is the new norm
The business landscape looks very different now compared to ten years ago. Continued advances in technology and changing consumer demands are bringing major disruption to the way most sectors and industries operate. In addition, there has been a shift in the workforce with an influx of tech-savvy millennials entering the job market with fresh expectations and often disruptive thinking around how things should work. More than ever, business leaders face a constant challenge to sustain and evolve their business to remain relevant, profitable and ahead of the competition. Read more
As well as routine project management and IT programmes, IT managers are often tasked with the people elements of change – an implementation can’t be seen as successful if there is no user adoption.
Why adopt an agile mindset?
A lot of our clients appreciate the benefits of adopting an agile mindset, as well as agile working practices. And this makes a great deal of sense, after all, we’re living in an age of major business disruption and innovation. Modern business must deal with a plethora of challenges, from regulation, compliance and new technologies, to the economy and exploitation of big data. Most of these challenges can also represent opportunities, if you’re in the right shape to take advantage of them. Read more
There is, understandably, some confusion about how change management activities sit alongside project management.
After all, project management provides for comms and learning, so what’s the need for additional change management? Read more
When running large change programmes, good governance is what will protect investment, provide assurance and give control to the organisation whilst allowing the project teams to get on with the job in hand.
Less effective governance often occurs in two extremes; either the organisation forces projects to adopt exhaustive measures and assurance reviews which burden the project and increase resources or at the other end of the spectrum projects start organically, occasionally pushing out progress reports to a few stakeholders and are generally viewed with suspicion by their organisation and struggle to get decisions made.
So how do we get the balance right between the bureaucratic stranglehold of the organisation and the renegade project? Read more
Everyone’s talking about Agile project management, and it’s reported to be 3 times more successful than other techniques. So, do we have to re-structure, re-train, re-model our change programme? Wait…maybe there are some practical principles we could adopt today.. Read more
Using our creativity and innovative approach to delivering change, we enable and equip your people to progress through every step of the change journey.
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