While many of the competences required for good sponsorship are very similar to those of good leadership, the context, was key to the differing approaches. During the summit, three different approaches were identified...
Why good assurance is key to agile delivery success
Whilst two of the key statements within the agile manifesto are “Individuals and interactions over processes and tools” and “Working software over comprehensive documentation”, anybody coming to the conclusion that this removes the need for strong project discipline or governance would be misguided. As a result, effective assurance is required for agile project delivery as much as it is for more traditional methods.
Research has shown a direct link between organisational and project success and good assurance, with objective and independent oversight of activities regarded as the key success factor in delivering successful project outcomes.
This applies to agile and non-agile projects alike but will require some adaptation from professional assurers to understand the ‘high level’ basics of agile as well as the differences in approach required when conducting assurance reviews.
The release this week of the latest APM SIG guide, A Guide to Assurance of Agile Delivery, does exactly that, offering experienced reviewers the necessary support and guidance to undertake assurance of their first agile project.
Agile is now firmly embedded within the delivery toolset available to projects, programmes and portfolios, with many organisations now seeing it as the default option to deliver software solutions.
Furthermore, agile is now being used more widely, for example, in the delivery of transformation, HR, finance and engineering related projects. The rise in popularity of adopting agile methods alongside the more traditional approaches (e.g. waterfall) does not reduce the need for project assurance as the same broad risks still exist.
The standard approach to planning and undertaking traditional assurance reviews can be adapted and adopted to ensure assurance activity of agile projects is both effective and valuable.
And, just as the increasing use of agile development methods have introduced rapid, value-driven, iterative change cycles along with new way of workings, so the role of assurance also needs to adapt as it assumes heightened importance in this fast-moving environment. This is crucial in not only evaluating individual agile projects but also looking at whether the wider organisational landscape supports the agile approach.
Any project can be managed in an agile way, regardless of whether it contains any agile development. Assurers should keep this in mind when approaching a new assurance review.
Understanding the context is all important as there is no single prescribed definition of agile project management. Therefore it is essential that the assurer understands the methodology and principles specific to the organisation and the project being assured.
We believe with this additional knowledge assurers can offer valuable insight and guidance, better supporting the organisation’s drive towards agile project delivery.
A Guide to Assurance of Agile Delivery, written by members of the APM Assurance Specific Interest Group (SIG), is available today from the APM bookshop. APM members receive a 10% discount on all APM book purchases.
APM Knowledge would like to ask the project professional community to review A Guide to Assurance of Agile Delivery. If you are interested in this opportunity please contact email@example.com.
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Every year numerous surveys tell us the same things that we have been reading for the last 40 years – more projects fail than succeed. Too few senior managers and executives in organisations do enough to change the culture of project sponsorship and delivery in their organisation, but all would say that they would welcome the opportunity to be educated.
Following the publication of the interim National Infrastructure Assessment (NIA) which explores the need to eliminate carbon emissions from energy and waste, APM has produced a report calling on the project management profession to lead on climate change.