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Culture is always the biggest barrier, but your points on which levers of the contract to negotiate & write are outstanding. Thank you for this great article!
One important reason adoption of agile project management approaches took so long is that, contrary to many people's understanding, they are relatively recent. The Agile Manifesto is over a decade old, as noted, but it offers little for agilely managing a project -- this generation of work was about agile processes for software development (a very different animal). It is perfectly reasonable to manage a project for agile software development in a traditional PMI waterfall approach.
That is not to say there hasn't been a need for cultural change.
Although the PMBOK has long included statements to the effect that there are several approaches to organizing a project plan, there has been a strong cultural preference for high-structure waterfall approaches within the project management profession. I suspect this is largely because of the early predominance of civil engineering projects, where these work well.
That is not to say there hasn't been a need for cultural change.
Although the PMBOK has long included statements to the effect that there are several approaches to organizing a project plan, there has been a strong cultural preference for high-structure waterfall approaches within the project management profession. I suspect this is largely because of the early predominance of civil engineering projects, where these work well.
Excellent article . . . in other words, Agile is not an excuse to "shoot from the hip", there is still structure and important structure in maintaining an Agile delivery based project.
It's nice to see a quality article on TechRepublic. But the question is - how do we do this?
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