News & Views

June 2009 from Project Times – “From PMI Network to blogs all over the web there is a continuing debate over Agile project management. I find it interesting, if not distressing, that the debate still rages. While there are distinct attributes of Agile methods, overall the basic tenets of formal PM are certainly there. Planning exists, there is a clear point of responsibility and accountability, there is monitoring and control (often a lot tighter and more useful than in more traditionally managed projects) as well as a closing. The predominant differences are in the way these are accomplished and the “weight” of the PM activities. The Agile Manifesto values some things over others, for example “individuals and interactions over processes and tools”. This does not mean it seeks to eliminate processes and tools. Valuing the ability of “responding to change over following a plan” does not mean never following a plan…”

180 View – The article is biased to agile project management that includes formal project management as well as being able to not follow it if there are compelling reasons. When I was a bit younger, I was responsible for a multi-million dollar software development project. I was the project manager but I was also responsible for detail design along with a number of other things. I was told by some people that I should be allocating 100% of my time to project management but I never did. It was more like 30%. I was able to reduce the amount if time I spent on project management because of tools that I developed and acquired, and because I was intimately familiar with all aspects of the software. It would be very difficult for anyone on the project team to mislead me. I knew exactly where we stood in terms of quality, scope, timing and budget. So I think project management should adjust to the situation and especially the people involved.