Why Should a Project Manager Care About Agile? Many people in the project management profession seem to be in “denial” about the impact of Agile. Many seem to think it is something that they can ignore that has no impact on the project management profession. There are a number of potential reasons why project managers might believe that Agile doesn’t have any impact on them and that the project management will continue to be limited to traditional plan-driven approaches that haven’t changed significantly since the 1950’s and 1960’s:
- There is a big misconception that “Agile” and “Waterfall” are binary and mutually-exclusive choices which might lead a project manager to believe that he/she can concentrate on “Waterfall” projects and ignore Agile.
- Agile and traditional plan-driven project management are treated as separate and independent domains of knowledge with little or no integration between the two and it can be quite challenging for anyone to try to figure out how to blend the two approaches together in the right proportions to fit a given project
- The role of a project manager at the team level in an Agile project is completely undefined and it would be a big risk for anyone to move their career in that direction for that reason. The path of least resistance is to continue to focus on traditional, plan-driven project management and ignore Agile for as long as possible.
- There may also be an opinion that “Agile” is just a passing fad and will go away and/or the people who do Agile or just a bunch of “cowboys” and it really isn’t a legitimate form of project management at all.
Here’s my perspective:
- There are many myths, stereotypes, and misconceptions about both traditional project management and Agile that have caused a lot of polarization between these two communities. I’ve developed a free online training course that is designed to help project managers get past some of these misconceptions and see Agile and traditional plan-driven project management in a fresh new light as complementary to each other rather than competitive. Check it out here:
- Agile is precipitating a major transformation of the project management profession that will cause us to rethink many things we have taken for granted about project management for a long time. Anyone who ignores this trend risks becoming a “dinosaur”. I believe that in the not-too-distant future, a project manager who only knows how to do traditional, plan-driven project management will be like a carpenter who only knows how to use a hammer.
- Even if you’re never involved in a real Agile project, learning the Agile principles and practices will broaden your thinking, expand the number of “tools” in your toolkit, and make you a better project manager.
I saw a similar transformation when I worked in the Quality Management profession in the 1990’s and early 2000’s. At that time, the Quality Management profession was shifting from an emphasis on quality control and inspection where someone with the title of “Quality Manager” was responsible for quality and played the role of enforcing quality standards. We learned that a much more effective approach was to engage everyone in feeling responsibility for the quality of products and services and integrating a proactive focus on building quality into the process rather than inspecting for quality at the end of the process.
That was a gut-wrenching change for many people in the Quality Management profession and I can remember that there were a lot of people who were out of work at that time who were slow to recognize and adapt to that transformation. The similarities to the Project Management profession are obvious to me and I hope I can help project managers see the need to recognize and adapt to this transformation. Check out my blog post on “The Future of Project Management” for more on this.