A Project Management Article by Michelle LaBrosse, PMP, CEO, Cheetah Learning LLC (PMI-REP®), and Megan Alpine, CCPM, Co-Author
However, is agile really a good fit for every project? This question is especially relevant to government projects, which may have very different requirements and constraints than projects in the private sector. In this article, we discuss some potential challenges for making government projects “agile” and suggest some ways to overcome these challenges. Far from being opposed to each other, agile practices and traditional PMBOK® Guide standards complement each other to make ANY project run more smoothly and produce better results.
In an interview with the PMI DC chapter last month, Kimberly Hancher, Chief Information Officer for the Equal Employment Opportunity Commission (EEOC), suggests that Project Managers should strive to improve communication on their team and stay focused on the “big picture” of a project’s progress. Both of these areas are emphasized in agile principles and practices, which value “individuals and interactions over processes and tools” and are driven by a broader vision for the project.
At Cheetah Learning, we’ve been using “agile” processes since before they were known as such, setting many short deadlines for projects and planning as we go (those interested in learning more about the basics of agile can check out Cheetah’s 2-PDU A Taste of Agile online course). We’ve found that agile principles and practices, paired with PMBOK® Guide standards, drive better results for our company, faster. Cheetah and other private companies that use agile practices can offer useful lessons to government agencies, even though the private and public sectors operate under different constraints.
Perceived Challenges to Making Government Projects Agile
Some may claim that the nature of government bureaucracy makes agile practices a poor fit for government projects - particularly those carried out in-house. The first and most obvious of the apparent difficulties of making government projects more agile is that often these projects have strict requirements, budget, and scope specified at the outset. This condition seems to preclude the possibility, as encouraged in agile philosophy, of valuing “responding to change over following a plan.” As we will explain in further detail in the next section, agile practices can be adapted to even the strictest circumstances.
Another perceived challenge to implementing agile practices in government projects is the slowness of bureaucratic decision-making. While agile encourages stakeholder involvement throughout the duration of the project, in government projects, legislators and other government employees may only be able to offer input during the initial planning of the project.
Agile also emphasizes moving the project along and creating deliverables fast, which requires frequent communication among team members in order to be able to respond to change quickly. A rigid hierarchy of decision-making may make it difficult to keep an evolving project moving along according to schedule. This challenge, however, simply requires that PMs familiarize their team and stakeholders to the agile process first, and then work within their constraints to make their projects “more agile” by using a variety of agile’s tools and processes.
A third objection to agile in government projects is the belief that agile practices are “too new” and can’t yet be trusted. This argument is the feeblest of the three, as it ignores the reality that agile has a history spanning as long as that of the field of software development (where agile was first applied). Research conducted by the Project Management Institute shows that the use of agile methodologies in all industries tripled from December 2008 to May 2011. PMI found that project management practitioners are embracing agile principles and practices as a technique for successfully managing projects because of the value that agile can have in decreasing product defects, improving team productivity, and increasing delivery of business value.
How to Make Government Projects More Agile
Project Managers overseeing government projects will undoubtedly need to work within some constraints that limit their ability to follow every agile practice. We’ve picked out some agile principles and practices which can be adapted to project management in both the private and public sectors:
- Put communication first. The first value stated in the Agile Manifesto is: “Individuals and interactions over processes and tools.” To depart from waterfall and other non-agile practices, agile PMs need to encourage frequent and transparent communication among all team members and stakeholders. Communication across hierarchical boundaries will speed up decision-making and help develop a more effective and dynamic project team.
- Get the right people on the project. Managers who are experts in a field relevant to the project will help keep a team’s momentum going. Someone who knows how to make decisions based on sound knowledge and collaborate with others may make a more effective PM than one who can decipher a management report. Finding the best people for your team will also allow for more productive collaboration and higher efficiency.
- Re-evaluate often and keep your focus on the “big picture.” Agile processes break tasks into small “iterations” (project phases) with minimal planning and do not directly involve long-term planning. Iterations are short time frames called “time boxes” that typically last from one to four weeks. During each iteration, the team briefly revisits the planning phase and makes small changes in the plan as needed. With its dynamic approach, an agile team can avoid costly mistakes that wouldn’t have been visible until the project’s completion if waterfall methods had been used instead.
- Learn from past successes of agile government projects. Agile isn’t entirely new to government projects. A recent Information Week article, “3 Agile Government Myths, Busted,” finds that agile practices were used in managing government projects as early as the 1950s - with Project Mercury. This project, the author writes, “practiced half-day iterations and test-first development,” and its team members dismissed waterfalling methods as ineffective. Even with tight requirements and budgets set up front, a project team can still make use of the agile practice of iterations, delivering value in small chunks beginning just a few weeks into the project.
The move to adopting agile principles and practices isn’t an “all or nothing” approach. Depending on the requirements of the project, agile – paired with PMBOK® Guide standards - can be incorporated to varying degrees to make any government project run more efficiently and produce better results.
Note: this article reflects the viewpoint of the author, Michelle LaBrosse, PMP, CEO, Cheetah Learning LLC (PMI-REP®), and Megan Alpine, CCPM, Co-Author, and does not necessarily represent the views of PMIWDC. If you disagree with or object to the views expressed here, please let us know