Trying to strike a balance between agility and risk-mitigating structure is a difficult task for any PM. This is true not just in software development, but in all projects. Have you ever managed a project or been part of a project team where the stakes are high, but you feel that too much structure is in place? Not only can this impede production, but it can frustrate the team and do more harm than good to the quality of the result. The Agile methodology is so popular among development teams because of the low project management “friction” involved, giving the team the ability to chart and re-chart a course fairly quickly.
However, lest we begin to dismiss formal project management disciplines as relics of a by-gone era, let’s remember that many studies show that between 60%-70% of IT projects are classified as failures by their stakeholders. In the end, we can never forget who the project is for, and who defines success.
How do we know when to apply structure, and when it’s best to back out of the way? As the following PM blog eloquently details, being selective about when to use a framework and when to back off is more art than science. Enjoy!
http://projectmanagementblog.com/
Tom Streveler
