From Talk to Action The Crucial Shift from Ideas to Execution for Success

There is a common saying that "ideas are a dime a dozen, but execution is priceless." While think-tanks, advice, debate, and opinion have their value in shaping strategies and generating ideas, the execution stage is where the rubber meets the road and determines the success or failure of those ideas. It's true that we often overvalue the former and undervalue the latter, which can lead to failures in various domains.

Here are some examples

Technological Innovations: Many promising ideas and concepts fail to materialize into successful products or services due to inadequate execution. For example, a company might have a brilliant idea for a new gadget, but if they lack the technical expertise, skilled development team, or efficient project management to bring it to market, the idea remains just that—an idea.

Corporate Strategies: Companies may develop comprehensive strategies and plans for growth or market expansion, but without effective implementation, those strategies can fall flat. Lack of commitment and collaboration among different departments, misalignment of objectives, or poor communication can all hinder successful execution. As a result, the company may struggle to achieve the desired outcomes and lose its competitive edge.

Social Initiatives: Non-profit organizations or community projects can encounter difficulties when attempting to address social issues due to challenges in execution. For example, a campaign to raise awareness about a specific cause may fail to gain traction if there is a lack of commitment from volunteers, insufficient coordination, or ineffective communication strategies.

Startup Failures: Startups often have innovative ideas and products, but a significant number of them fail due to poor execution. This can include factors such as inability to secure funding, inadequate market research, failure to adapt to changing market dynamics, or the inability to build a strong team capable of executing the business plan effectively.

Government Policies: Governments often face challenges in implementing policies effectively due to various reasons, including bureaucratic inefficiencies, lack of coordination between departments, or poor project management. This can result in policies that fail to achieve their intended goals or lead to unintended consequences.

I want to expand upon the last point about Government...

Government-Industry Collaboration: Accelerating Economic Growth, Job Creation, and Industry Development

Unlocking the full potential of government policies to stimulate economic growth, create jobs, and foster thriving industries requires a transformative partnership between governments and industries. However, a significant hurdle arises when both parties view their roles as limited to advisory functions, rather than actively engaging in coordinated action.

Consequently, these barriers can undermine policy effectiveness, leading to the failure of intended goals or the emergence of unintended consequences. For instance, consider a well-intentioned public infrastructure project that encounters delays, exceeds budgetary limits, and ultimately falls short of delivering the anticipated benefits due to inadequate management and execution. This highlights the pressing need for collective efforts from both government and industry, recognizing that neither can achieve success in isolation.

By nurturing a culture of collaboration, co-creation, and shared responsibility, we can surmount this challenge and ensure that policies translate into tangible outcomes that drive societal progress. Governments and industries must join forces, leveraging their respective strengths and expertise, to deliver on the promise of accelerated economic growth, increased job opportunities, and the development of robust industries. Through a partnership, we can unlock the true potential of government policies and foster an environment conducive to sustainable prosperity.

In all these examples, the failure can be attributed to a lack of competence, commitment, consensus, and collaboration at the execution stage. While ideas and opinions are important, without proper management and a dedicated delivery team, they may never translate into tangible results. Successful execution requires competent leadership, clear decision-making, and the ability to rally teams and resources towards achieving the desired goals.


#ExecutionMatters, #IdeasVsExecution, #DeliveringResults, #FromIdeasToAction, #CompetenceAtExecution, #CollaborativeSuccess, #CommitmentToResults, #EffectiveManagement, #TurningIdeasIntoReality, #ExecutionIsKey

Tim HJ Rogers
MBA Management Consultant + Change Practitioner
PRINCE2 Agile-Scrum Projects, Programmes and PMO
ICF Trained Coach, IoD Business Mentor, Mediator
Tim@AdaptConsultingCompany.com
Mob 447797762051
@timhjrogers #timhjrogers

https://www.adaptconsultingcompany.com/company/
https://www.linkedin.com/company/adapt-consulting-company/

Is management about efficiency and leadership is about maximizing?

 

The statement that "management is about efficiency whereas leadership is about maximizing" reflects a common perspective on the roles and goals of these two concepts in organizational contexts. However, it is important to note that management and leadership are not mutually exclusive and often overlap in practice. Both efficiency and maximizing can be important aspects of both management and leadership. Let's explore these ideas further and discuss the Jevons paradox in relation to sustainability.

Management, generally speaking, involves the coordination and organization of resources and processes to achieve specific goals efficiently. It focuses on optimizing processes, minimizing waste, and maximizing productivity within the existing framework. Management often emphasizes the efficient allocation of resources, time, and effort to achieve desired outcomes.

On the other hand, leadership is typically associated with guiding and inspiring individuals or teams towards a shared vision or goal. Leadership encompasses qualities such as vision, motivation, and strategic thinking. Leaders often focus on maximizing the potential of their teams and pushing boundaries to achieve exceptional results.

Now, let's discuss the Jevons paradox and its relevance to sustainability. The Jevons paradox, named after the 19th-century economist William Stanley Jevons, describes a phenomenon where improvements in efficiency or technological advancements that increase the efficiency of resource use can paradoxically lead to an increase in total resource consumption rather than a decrease.

For example, consider the introduction of more fuel-efficient cars. One might expect that increased fuel efficiency would result in reduced fuel consumption. However, in practice, the reduced cost per mile of driving and improved efficiency may lead to increased overall car usage, offsetting the initial gains in fuel efficiency. As a result, the total fuel consumption may not decrease or may even increase.

The Jevons paradox highlights the complex relationship between efficiency and resource consumption. It suggests that increased efficiency alone is not sufficient to achieve sustainability goals. This paradox is particularly relevant in the context of leadership and extraction-oriented growth.

Leadership that primarily focuses on maximizing growth and extraction of resources may lead to increased consumption and strain on the environment. If leaders prioritize short-term gains and expansion without considering the long-term sustainability of their actions, it can have negative consequences for the environment and future generations.

On the other hand, management, with its emphasis on efficiency, can play a crucial role in promoting sustainability. Effective management practices can identify opportunities for reducing waste, optimizing processes, and utilizing resources more efficiently. By implementing sustainable practices, such as recycling initiatives, energy conservation measures, or supply chain optimizations, management can contribute to minimizing the negative environmental impact of organizational activities.

In conclusion, while management and leadership have distinct focuses, the division between efficiency and maximizing is not absolute. Both concepts can incorporate elements of efficiency and maximizing, depending on the context. However, it is important for both management and leadership to consider sustainability as a fundamental aspect of their decision-making processes. Balancing efficiency with long-term environmental considerations is crucial for creating a sustainable future.

Diverse Perspectives on Leadership Taskmaster, Coach, and Strategist

Leadership within a project management framework often embodies diverse mindsets. Each comes with its distinct way of thinking, motivating, and driving outcomes. Let's explore the perspectives of three different leadership styles - the Task-Focused Project Manager, the People-Focused Coach, and the Outcome-Focused Strategist - in handling a team that seems to have hit a roadblock despite clear roles and tasks following the S.M.A.R.T. approach.
 

THE TASK-FOCUSED PROJECT MANAGER

A Task-Focused Project Manager thrives on structure, detail, and process. They view the situation as a problem with task execution. They're likely to reason: "The tasks are well defined, measurable, attainable, relevant, and time-bound. Why isn't progress being made?"

Their response may involve a more detailed analysis of task completion. They may revisit each task with the responsible team members, looking for gaps in understanding, misalignment of resources, or time-management issues. This manager might tighten controls, set more precise expectations, or enhance monitoring of tasks to encourage progress. 

THE PEOPLE-FOCUSED COACH

In contrast, a People-Focused Coach leads with empathy and understanding. They believe in the potential of their team members, viewing this situation as a signal of underlying issues. They might ask, "What personal or team dynamics could be hindering progress?"

The Coach is likely to initiate one-on-one discussions, seek to understand individual challenges, and foster a supportive atmosphere. They might address motivational issues, improve communication, or mediate conflicts. They'll likely foster personal growth and development, building a stronger, more committed team.

THE OUTCOME-FOCUSED STRATEGIST

An Outcome-Focused Strategist is primarily concerned with results and progress. They see this situation as a hurdle to be overcome. Their thought might be, "We've hit a snag, but how can we use this to our advantage?"

This leader might encourage the team to brainstorm innovative solutions, stimulating creativity, and out-of-the-box thinking. They might reassess strategic alignment, redefine end goals, or shift focus towards more impactful areas. They would encourage change and progress, fostering a culture of continual learning and improvement.

OPTIONS

Which script would you follow?

1. Task and Process Focused Project Manager

"Good morning, team. I have noticed that our progress has been slower than expected recently. We all agreed on the S.M.A.R.T goals and I trust in our capabilities to deliver. Let's revisit our tasks and processes. Each task was defined with a clear expectation and deadline, so let's walk through each one to identify any possible bottlenecks. If there are any gaps in understanding or resource allocation, please let me know. We can introduce more checkpoints to monitor our progress more effectively. Remember, our project's success relies on the execution of these tasks. Let's use this as an opportunity to refine our workflow and improve our efficiency. I am confident that we can overcome this hurdle together."

2. People-Focused Coach

"Hello everyone. I've noticed some delays in our work recently. I believe we are all committed to this project, so let's take this as an opportunity to check in. I want to understand your challenges. Let's have open conversations about the tasks. Are there any obstacles that we need to discuss? Are there any personal challenges we need to address? Our strength lies in our unity and support for each other. If we understand our challenges, we can find a way to overcome them together. Let's ensure we communicate effectively and support each other. Your growth and development are what drive our success."

3. Outcome-Focused Strategist

"Team, I've observed we've been lagging behind on our project timeline. Let's not view this as a setback, but as a chance to innovate and progress. Have we considered alternative approaches to these tasks? Could we pivot our strategy to achieve better results? What lessons can we learn from the challenges we're facing? Remember, we're not just here to complete tasks - we're here to deliver outcomes. Let's use this moment to foster a culture of learning, innovation, and adaptability. Every challenge brings a new opportunity. So, let's use this as an opportunity to redefine our goals and explore innovative ways to achieve them."

CONCLUSION

Different leadership styles offer varying perspectives and solutions in addressing project challenges. The task-focused approach emphasizes structure and process, the people-focused strategy centers around team dynamics, while the outcome-focused mindset drives innovation and progress.

An effective project manager could embody aspects of all these perspectives, flexibly navigating between task, people, and outcome orientations as needed. After all, successful project management isn't about adhering strictly to one approach but about adaptively harnessing the strengths of each to serve the project's unique needs.

 #ProjectManagement #LeadershipStyles #TaskFocus #PeopleFocus #OutcomeFocus #TeamDynamics #Innovation #Progress #ChangeManagement #AdaptiveLeadership


Tim HJ Rogers
MBA Management Consultant + Change Practitioner
PRINCE2 Agile-Scrum Projects, Programmes and PMO
ICF Trained Coach, IoD Business Mentor, Mediator
Tim@AdaptConsultingCompany.com
Mob 447797762051
@timhjrogers #timhjrogers

https://www.adaptconsultingcompany.com/company/

 

 

 

THE CHALLENGE OF PROJECT BUDGETS, COSTS AND CONTROLS

THE CHALLENGE OF PROJECT BUDGETS, COSTS AND CONTROLS

It is interesting that some projects require the project manager to take responsibility for the project budget, whereas others see this as something belonging to the sponsor company leaving the project manager solely to look at delivery.

I believe this can be a mistake if the sponsor organisation is not actually used to managing project budgets. In this article, we'll give some experience and analysis. Which I hope will be useful.

SCOPE OF BUDGETS, COSTS AND CONTROLS

First, let's consider the various types of project, budget and control that we might want to consider. At its simplest it is literally identifying the anticipated costs and comparing with the actual costs of project delivery.

More sophisticated models may require cash flow analysis so that we know that the funding is available when needed. And over the projected period of time, discounted cash flow to take account of interest rates and the future value of money.

Another thing to consider is whether financial control includes the internal costs and what rates to apply to these internal costs when measuring and monitoring the value of internal resource.

Some projects only consider the capital cost whereas others also the revenue expense of running the project and potentially the return on investment looking further into the future.

I often recommend that financial control also take account of the payment mechanisms. Managing payments against invoices, milestones, delivery or other agreed criteria.

Looking at projected ROI may be important if the expected benefits fall below the cost of the project there may be a point in time in which it is wise to terminate.

EXAMPLE ACCOUTING FOR TIME

Here is a simplified , anonymised but otherwise real scenario. A series of 10 workflows where to be delivered over 10 days for £10,000. After 8 days of discussion and debate 5 workflow are drafted but none complete. Would you traffic-light this as green (still under budget), amber (well behind schedule), or red (unlikely to be achieved on-time and on-budget)

Typically the vendor-supplier only looking at spend will flag this as green whereas the sponsor-customer looking at projections might colour amber or red. Sadly poor monitoring often means the budget is run dry before anyone notices there is an issue.

EXAMPLE ACCOUTING FOR SCALE-CREEP

Here is another scenario. A series of 10 policies and procedures are to be produced, under the supervision of the compliance subject-matter expert. Quickly the 10 documents become 20 and what was anticipated as quick guides of 2 pages become lengthy manuals of 20 pages. How much deviation do you tolerate and accommodate before you halt and renegotiate.

This is where written-down requirements greatly help in the identification of scope-creep, scale-creep or change. Typically, however the changes are small and incremental like a rising tide and its only on later reflection (and perhaps review of time and costs) that the situation if recognised for what it is.

EXAMPLE ACCOUTING FOR CHANGE

Straightforward change should be easy to manage insofar as it should be obvious when the contract for a pizza becomes a request for a cake, or the budget for a flat becomes the need for a house.

Here again up-front written-down requirements greatly help in the identification of scope-creep, scale-creep or change. However whilst the deviation from pizza to cake maybe obvious, the transition from diesel car to electric car may be seen as minor for the person focussed on the car, and fundamental for the person recognising the differences in design, development, delivery and cost differences between diesel and electric vehicles.

The above covers some important aspects of managing project budgets, costs, and controls with the emphasis on the potential disconnect between a project manager's perspective and that of a project sponsor, as well as the impact of scope creep, time management, and change management are all critical points.

Below are some other scenarios…

RESOURCE AVAILABILITY AND SKILL CHALLENGE

A project plan could be threatened when a key resource is no longer available or is reassigned. Or perhaps the required skill sets for a project are underestimated, leading to increased training costs or the need to hire external consultants, which may inflate the budget.

TECHNOLOGY OR MATERIAL PRICE FLUCTUATION

In technology projects, or those that require specific materials, a sudden change in market prices could affect the overall budget. This scenario could be particularly relevant when dealing with long-term projects.

UNFORESEEN RISKS AND CONTINGENCIES

For projects that involve considerable uncertainties such as construction or research & development projects, the actual cost could far exceed the budget due to unforeseen risks materializing. The ability to manage risk and have a well-defined contingency plan can mitigate these scenarios.

RECOMMENDATIONS

TRAINING: Both project managers and sponsors should have training on project financial management, ensuring that they are prepared to oversee this critical aspect.

RISK MANAGEMENT: A rigorous risk management process can help in identifying and mitigating risks early. This process should be integrated into the project management workflow.

CHANGE CONTROL PROCESS: A clearly defined and strictly adhered-to change control process should be implemented to manage changes effectively.

SCOPE MANAGEMENT: To avoid scope creep, it is essential to have a well-defined project scope from the outset, and any change to it should be approved and controlled.

REGULAR BUDGET REVIEWS: Regular and systematic reviews of the project budget should be carried out to catch any potential overspends early and take corrective action.

CONCLUSION

Managing project budgets, costs, and controls is a complex task requiring a strong understanding of financial principles, project management skills, and keen oversight. Given the potential risks involved, project managers and sponsors should invest in appropriate training, employ robust risk and change management processes, and regularly review project financials to ensure success. The scenarios provided illustrate the necessity of these practices, and highlight the need for vigilance in project budgeting and cost control.

Navigating the Challenges of Change Control: Strategies for Success

 Navigating the Challenges of Change Control: Strategies for Success

INTRODUCTION:

Change is a constant in today's fast-paced business environment, and organizations must embrace it to stay competitive. However, managing change effectively poses significant challenges. One critical aspect is change control, which involves identifying, evaluating, and addressing changes to ensure smooth implementation and minimize disruptions. In this article, we will delve into the hurdles of change control and propose a comprehensive process to identify, review, approve, or reject changes.

CHALLENGES OF CHANGE CONTROL:

Identifying Changes: The first hurdle lies in recognizing the need for change amidst the daily operations. This requires establishing robust communication channels to capture change requests from employees, customers, and other stakeholders effectively.

Evaluating Impacts: Each change can have far-reaching consequences across various departments, systems, and processes. Determining the potential risks, benefits, and resource requirements is a complex task, often requiring input from multiple stakeholders and subject matter experts.

Prioritizing Changes: When faced with a myriad of change requests, prioritization becomes vital. Organizations must establish clear criteria and frameworks to assess the urgency, strategic alignment, and potential benefits of each proposed change.

Ensuring Stakeholder Alignment: Change affects individuals and teams differently. Engaging stakeholders early in the change control process helps anticipate resistance, gather valuable feedback, and secure buy-in, ultimately increasing the chances of successful implementation.

Managing Change Documentation: Maintaining accurate and up-to-date documentation of approved changes, their justifications, and associated actions is crucial. This ensures transparency, accountability, and enables traceability for auditing and future reference.

A COMPREHENSIVE CHANGE CONTROL PROCESS:

Request Submission: Establish a centralized system or platform where employees and stakeholders can submit change requests. This can be an online form, a dedicated email address, or a project management tool.

Initial Assessment: Assign a dedicated team or change control board to review and evaluate each change request. Evaluate the potential impacts, benefits, risks, and alignment with organizational goals. Use a standardized evaluation framework to ensure consistency.

Stakeholder Engagement: Engage relevant stakeholders early in the process to gather insights, address concerns, and align expectations. This can be done through meetings, workshops, or surveys.

Impact Analysis: Conduct a thorough analysis of the change's impact on systems, processes, resources, and timelines. Consider dependencies and potential conflicts with ongoing projects or initiatives.

Approval or Rejection: Based on the assessment and analysis, make informed decisions to approve or reject the change request. Clearly communicate the rationale behind each decision to maintain transparency and manage expectations.

Change Implementation: Once a change is approved, develop an implementation plan that outlines the necessary actions, responsibilities, and timelines. Ensure proper testing, training, and communication strategies are in place to support a smooth transition.

Documentation and Tracking: Maintain a centralized repository to document all approved changes, including justifications, implementation details, and outcomes. Regularly review and update the documentation to ensure accuracy and relevance.

CONCLUSION:

Effectively managing change control is crucial for organizations striving to adapt and thrive in a dynamic business landscape. By implementing a comprehensive process that addresses the challenges of identifying, evaluating, and addressing changes, businesses can minimize disruptions, increase efficiency, and drive successful outcomes. Embrace change control as a strategic tool and leverage its benefits to stay ahead in an ever-evolving world.

#ChangeManagement #ChangeControl #BusinessTransformation #Adaptability #ProcessImprovement

Book Coaching Stories: Flowing and Falling of Being a Coach by Karen Dean and Sam Humphrey

Really looking forward to my Alumni Book Club ABC meeting tonight to discuss the Book Coaching Stories: Flowing and Falling of Being a Coach by Karen Dean and Sam Humphrey

I have already listened to this once on Audible and am going though it again ahead of the Alumni Book Club. The first thing I’d say is that it is good to listen, but I actually miss making annotations and reflections on the pages.

The book is very much a personal history and reflection rather than a guide and the first third is mostly about failing and leaning.

POOR PREPARATION

Partly because Coaching was an immature profession when Karen Dean and Sam Humphrey started the mutual understanding between coaches, clients and companies appears to have been poor and the differences between coaching, consulting, mentoring etc., very often misunderstood.

I also got the sense of Karen Dean and Sam Humphrey being at the raw end of sexism and misogyny as two women providing support to senior people in large corporate businesses. Their battle to be the best coaches, to the most important leaders of the biggest businesses has been hard fought.

In the modern day I hope that there is better understanding of coaching and by the use of a variety of research, documents and LinkedIn better awareness and preparation between coaches, clients and companies.

This leads to the next point – contracts.

INADEQUATE CONTRACTS

Contracting – agreeing the goals and roles, the aims, outputs, outcomes and the thinking, feeling and being that gets us there – is fundamentally important.

I am reminded of Clare Norman’s book The Transformational Coach (a former Book Club read) of the mnemonic C.O.N.T.R.A.C.T

CHECK-IN – Let them decide what to focus upon.

OBJECTIVE – Let them explain the objective or goal for the session

NECESSITY – Let them explain why this is necessary and important

REALISATON – Let them decide then milestones, markers or indicators of progress

AGENDA – Let them decide the discussion, decisions, or delivery for today

CO-CREATION – Let them decide your role and how you can help them

THEIR AGENDA – Let them decide when and where to start.

Contracting in coaching is a crucial aspect that establishes the foundation and framework for a successful coaching relationship. It refers to the process of explicitly defining and mutually agreeing upon the terms, expectations, and boundaries between the coach and the client. This contractual agreement plays a significant role in creating clarity, trust, and accountability.

Firstly, contracting ensures clarity by clearly defining the goals, objectives, and desired outcomes of the coaching engagement. It helps both the coach and the client align their expectations and understand what will be achieved through the coaching process. This clarity reduces ambiguity and provides a clear direction for the coaching relationship.

Secondly, contracting establishes trust between the coach and the client. By openly discussing and agreeing upon the roles, responsibilities, and confidentiality, it builds a sense of safety and trust within the coaching partnership. The client feels more comfortable sharing their challenges, vulnerabilities, and aspirations, knowing that the coach will maintain confidentiality and provide a supportive environment.

Furthermore, contracting enables accountability. By setting specific targets, milestones, and timelines, the coaching process becomes more focused and results-oriented. The client becomes accountable for their actions, progress, and commitments, while the coach holds them responsible for following through on their agreed-upon actions. This accountability fosters personal growth, development, and positive change.

Contracting in coaching is essential as it establishes a clear roadmap, builds trust, and promotes accountability. By setting the foundation through a well-defined contract, both coach and client can navigate the coaching journey more effectively, maximizing the potential for successful outcomes.



LACK OF EXPERIENCE

A key them from the first third is mostly about failing and leaning and the time it takes to accumulate the knowledge and wisdom, confidence and capability to be a great coach.

The question of whether experience and functional expertise are essential to being a great coach is a subject of debate. On one hand, some argue that experience is not a prerequisite for coaching excellence. They believe that effective coaching relies more on skills such as active listening, powerful questioning, and the ability to facilitate growth and change in individuals. These proponents emphasize that a coach's role is to guide clients in exploring their own insights and solutions, irrespective of the coach's specific background or experience.

On the other hand, there are those who assert that experience and functional expertise are indeed vital for being a great coach. They argue that having practical knowledge and understanding of the domain or industry in which the coaching takes place enables coaches to provide relevant insights, perspective, and guidance. Functional expertise allows coaches to offer valuable context, share best practices, and understand the unique challenges and dynamics of the client's environment. This expertise can enhance credibility, trust, and effectiveness in the coaching relationship.

In summary, the debate regarding the importance of experience and functional expertise in coaching continues. While some advocate that these qualities are not essential, focusing instead on coaching skills and facilitating personal growth, others argue that they play a significant role in providing relevant guidance and building credibility. Ultimately, the ideal balance may depend on the specific coaching context and the needs of the clients being served.

CONCLUSION

The Alumni Book Club ABC and the books chosen have been a great tool for my reflection and learning. Part of that is listening to the other members of the Alumni Book Club.

THE IMPORTANCE OF CLEAR REQUIREMENTS - CAKE MAKING, RECIPE AND INGREDIENTS

THE IMPORTANCE OF CLEAR REQUIREMENTS - CAKE MAKING, RECIPE AND INGREDIENTS

I was in a project meeting recently and we had this conversation, arising from many different inputs and opinions about the end-product.

It’s like a cake: We think that we have agreed that we want to bake a series of cakes, but we have:

Different ideas of what the cake should look like

What ingredients it should have in it

What order those ingredients should go in to the mix

How long it takes and costs to prep and bake the cake

How far we can go without having the full ingredients

What happens if we bake the cake, without agreeing the ingredients to the end result and taste

This is such a great metaphor for Project and Change Management. It is always important to be clear on goals, deliverables and their attributes up-front.

Waterfall (PRINCE2) and Agile (Scrum) are two distinct project management approaches with different methodologies and philosophies. However, they share a common factor in emphasizing clarity on the end-product. Here's a summary of the differences between Waterfall and Agile projects:

WATERFALL (PRINCE2):

Sequential and linear: Waterfall follows a sequential approach where each phase is completed before moving on to the next one. It has predefined stages like requirements gathering, design, development, testing, and deployment.

Detailed planning: Waterfall projects require comprehensive upfront planning, including defining scope, setting timelines, and determining resources.

Rigid and inflexible: Once a phase is completed, it is challenging to go back and make changes without affecting subsequent stages.

Documentation-heavy: Waterfall projects emphasize extensive documentation, including detailed requirements, specifications, and project plans.

Limited customer involvement: Customers' involvement typically occurs at the beginning and end of the project, with less collaboration during the development process.

AGILE (SCRUM):

Iterative and incremental: Agile projects are divided into short iterations called sprints, usually lasting a few weeks. Each sprint produces a usable and potentially shippable product increment.

Adaptive and flexible: Agile allows for changes and refinements throughout the project, enabling teams to respond to evolving requirements and market conditions.

Continuous feedback: Regular feedback loops are established with stakeholders, ensuring continuous communication and alignment of expectations.

Self-organizing teams: Agile projects rely on self-managed teams that collaborate closely, make decisions collectively, and are empowered to adapt and respond to challenges.

Emphasis on value delivery: Agile prioritizes delivering value to the customer early and frequently, focusing on the highest-priority features first.

COMMON FACTOR:

Clarity on the end-product: Both Waterfall and Agile projects require a clear understanding of the end-product or project goals. The vision and objectives need to be well-defined and communicated to ensure alignment among stakeholders and guide the development process. Clarity on the end-product helps in determining project scope, making informed decisions, and evaluating success criteria.

IF IT IS NOT WRITTEN DOWN

If it is not written down how to we know? If it is not written down did it happen? If it is not written down how can you test or evaluate? If it is not written down how can you be sure? If it isn't written down properly, you're not sure exactly what happened. If the records are not correct, neither is the product.

Tim HJ Rogers

Adapt Consulting Company

We support people and organisations with Processes, Projects and Change

https://www.linkedin.com/company/adapt-consulting-company

Tim@AdaptConsultingCompany.com

Mob 447797762051

https://www.linkedin.com/in/timhjrogers/

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands