Agile project management: a panacea or placebo for project delivery?
On 7 July 2017, the Association for Project Management (APM), the Chartered body for the project profession, held an Agile Summit with its corporate partners, government bodies and key stakeholders to start the process of shaping the APM’s position on agile project management in the wider context of professional project delivery.
Stimulated by input from practitioners and interested parties from the wide range of sectors who attended the event, this report aims to lay out key themes that drew a consensus. The event sought to focus on agile project management applied other than to ‘pure’ software development, and this discussion paper deliberately avoids the use of agile taxonomy. As the event was carried out under terms of full confidentiality, the specific detail of contributions is not being disclosed.
All the examples shared at the event were of cases where agile project teams were assembled from inside the organisation concerned with internal clients. We encourage all those interested in how agile might impact their work and business to use this document to help inform debate within their organisations and networks. If you would like to contribute further to evolving this area of interest, please contact email@example.com.
Good governance is about how people behave. These behaviours need to be set from the top.
As a project manager, your job is to split the work up into different tasks and ensure others complete their part of the jigsaw puzzle. This entails overcoming a number of hurdles. So what are the most common of these, and how can you get ahead?
Andrew Wright presented in late September to around 25 APM North West Branch members in Warrington The session introduced the work of the JWG and the key points of its findings.