An article discusses how an agile approach is enhancing the visitor experience for sports fans across Europe. It notes that new, more agile stadium designs are being adopted that feature high-density seating, WiFi connectivity throughout, and mobile-friendly services that allow fans to order food and drinks from their phones. This new type of "Agile stadium" is aimed at better engaging younger generations of fans accustomed to connectivity and is expected to help grow sports fan bases. The Amsterdam ArenA is cited as one of the first European stadiums to adopt this new agile approach.

1. HowanAgile
approachis
enhancingthevisitor
experienceforfans
acrossEurope
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MAY 2015 AGILEBUSINESSINFO.CO.UK
AgileBusiness
INFOGRAPHIC MakingAgile
workforyourbusiness P2
EXPERT PANEL Weaskthree
AgileexpertstheiropinionsP6
WATCH FootageofAmsterdam’s
newAgilestadium
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2. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET2 AGILEBUSINESSINFO.CO.UK
D
espite how it is often portrayed,agile
and flexibleworking isn’t just about
meeting the demands of employees or
offering incentives to members of an
enterpriseworkforce.Although this is
a crucial factor and outcome,agility in
business is about more than employ-
ee benefits.It is away for companies to meet their strategic
business goals in a challenging business environment.It in-
volves doingwork differently and focusing on performance
and outcomes rather than on time and attendance.
New,more agile models ofwork are being adopted not only
by nimble,entrepreneurial start-ups but by larger more es-
tablished organisations as a necessary means to survive in
today’s fast paced and global market.
TheAgile Future Forum (AFF)was established in 2012 by
22 founder companies to support the growth of agilewor-
king practices across UK PLC.Our organisations differ in si-
ze,sector and location,but share a commonview thatwork-
force agility,supported and implemented by business lead-
ers can deliver sustainable,enhanced business performance
and greater employee engagement.Our research suggests
the benefits are equivalent to 3 – 13% ofworkforce costs.The
biggest driver ofvalue is the ability to meet the demands of
your customers more effectivelywhilst recruiting and re-
taining talented staff members.
Agileworking is about businesses and employeesworking
together to considerwhere,when and how towork to
maximise productivity,innovation and ultimately deliver
bestvalue to an organisation.There isn’t a one-size-fits-all
solution for every business but agileworking has helpedAFF
companies to compete in the global market. We call on
other business leaders to consider thevalue thatworkforce
agility may bring to their organisation and ultimately,to the
UK economy.
Workforce agility
is integral for UK
PLC to thrive
Traditional ways of working are no longer
sustainable. In this age of instant connectivity,
demographic and social changes, as well as
increasing customer demands, business leaders
and organisations are recognising the need
to think about the way they operate.
Fiona Cannon OBE
Director, Agile Futures Forum
“The biggest driver of value is the ability
to meet the demands of your customers
more effectively whilst recruiting and
retaining talented staff members”
READ MORE ON AGILEBUSINESSINFO.CO.UK
The Agile stadium
Spotlight on
the innovative
developments of high
density stadiums
across Europe
P4
Planning for change
Can an Agile approach
to your business
improve planning and
productivity?
P7
Champions of Agile
Tips on the key
ingredients needed to
successfully adopt an
Agile culture within
your business
Please RecycleFollow us MediaplanetUK @MediaplanetUK @MediaplanetUK
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IN THIS ISSUE
AGILE
Make it work for your
business and your people
Agile projects are more likely to succeed
3times
64%
of features delivered
via traditional
project methods are
rarely or never used
The Values
Individuals and interactions over
processes and tools
Working software over
comprehensive documentation
Customer collaboration over
contract negotiation
Responding to change over
following a plan
Success
The business benefits
92% 63%
78%
recommend
agile
average quality
improvement
of stakeholders
more satisfied
52%
Ability to change organisational culture
41%
General resistance to change
33%
Availability of people with the necessary skills
31%
Management support
26%
Project complexity or size
Challenges
Top barriers to agile adoption
Before and after
The business benefit
63%
cheaper
83%
fewer defects
24%
faster delivery
63%
smaller teams
Learn more about Agile Business on
agilebusinessinfo.co.uk
Source: BCS – The Chartered Institute for IT

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© BCS, The Chartered Institute for IT, is the business name of the British Computer Society (Registered charity no. 292786) 2014
Our range of internationally recognised project
management certification includes PRINCE2® and the
entire Best Management Practice portfolio.
bcs.org/bmp
Deliverchange,
createvalue.
How do we turn the principles of Agile into a living, breathing organisational reality?
Adopting Agile:
The organisational
development landscape
T
here are a range of edu-
cational tools out the-
re that cover a range of
techniques. These are
not based on one parti-
cular approach or interpretation of
Agile, but on giving individuals a wi-
der understanding of how Agile va-
lues, principles and techniques can
operate together to deliver improved
business outcomes.
Embedding an understanding
of Agile practices into those teams
that will be involved in Agile pro-
jects is a pre-requisite for introdu-
cing this approach. But, before this
happens, there should firstly be an
appreciation of what techniques are
available within the Agile portfolio,
which will be adopted and why. An
organisation may opt for one speci-
fic approach, such as SCRUM, or may
choose to blend several different ap-
proaches. Training must be aligned
to the overall strategy.
Remember, too, that Agile len-
ds itself to being introduced incre-
mentally - for instance by starting
small within specific teams and/or
projects. It can be introduced in its
purist form, or elements taken as
needed to complement what people
already do. This means that an orga-
nisation can trial the introduction
of Agile in small parts, before ma-
king the leap to more radical and far-
reaching implementations.
As effective Agile adoption is in
part concerned with cultural chan-
ge, work-based learning at an orga-
nisational level can play a significant
part in the successful uptake of Agi-
le. Setting up work-based learning
schemes and programmes in Agile
learning & development within the
business provides a more targeted
and effective route for larger organi-
sations.This helps to address the bar-
riers for Agile adoption. It enhances
an organisational understanding of
the new approach, supports cultur-
al change, and also allows the Agile
learning and development landscape
to be specifically aligned to the most
important business outcomes.
Adopting any change – including
Agile–isasmuchaboutleadershipand
motivation as it is about formal train-
ing models. If an organisation is to be
trulyAgilethenitsleadersmustbeAgi-
le by example.That, by default, entails
a willingness to devolve responsibility
and decision making.Then there’s the
question of how to cascade that com-
mitmentdowntothepeoplewhoactu-
ally do the job. For Agile to really stick,
they must be actively committed to it
intheireverydaywork.
So it’s just as important for organi-
sational leaders to ensure that the HR
function puts in place systems of mo-
tivation and reward for thosewho are
adopting the behaviours that mana-
gement wants to see. That might ta-
ke the form of offering a professional
accreditation, extra career develop-
ment opportunities or even mone-
tary rewards.
One thing’s for sure though: unless
the adoption ofAgile is taken serious-
ly – from leadership through to midd-
le management through to the shop
floor – attempts to goAgile can poten-
tially go wrong. Agile is a mind-set,
yes, but it is a structured mind-set
governed by principles and techni-
ques that people need to learn,just as
they might learn any other skill.
By Amy Hatton
Robert Streeter
Senior Product Manager, BCS
The Chartered Institute for IT
Learn more on
agilebusinessinfo.co.uk

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INSPIRATION
The Agile stadium
The Amsterdam ArenA One of the first stadia in Europe to make the move to Agile
The Agile stadium is coming to
Europe and is bringing with it
an experience that the next ge-
neration of fans will love and
bring them back to watching
sports in stadia again.
Long gone will be the days of foot-
ball being watched only by men
over 40 on television and in pubs
and stadiums; with long queues to
buy beer & food in a cash only envi-
ronment with connectivity so bad
in some stadiums that phone calls
are a challenge and anything else
on the phone is impossible.
The next generation of fans are
experiencing the world through
mobile.They are creating their own
content and sharing that with their
friends and other fans. They watch,
buy, curate and create every day so
that retail has already redefined it-
self to fit that pattern. Sports is star-
ting to catch up. The US is leading
the way with almost all the NFL sta-
diums now fully connectedwith HD
Wifi and MLS and NBA have also in-
vested in smart stadia technology.
The 49ers WiFi system has a net-
work backbone that can transfer 40
gigabits of data each second. That’s
about 40 times faster than today’s
fastest home internet connections.
The 49ers 68,500 fans can order be-
er and food from their smartphone
app and getvideo and other content
in the stadium with fans able to sel-
fie and upload anytime they want
to share the experience.
In Europe many of the big Stadia
havenotyetinstalledHDWiFi,butit
is coming. AFC Ajax, FC Schalke 04
and Borussia Dortmund are moving
from an analog to a digital fan enga-
gement experience.This is the start
ofsmarterAgile stadiums in Europe
and a better fan experience which
is the basis to bring the next gene-
ration of fans back to the stadia.
Agile:It’snotjustforITanymore
High-performingorganisationsaredemonstratingthat
adheringtoprovenproject,programme,andportfolio
managementpracticesreducesrisks,cutscosts,and
improvessuccessratesofprojectsandprogrammes–allwhile
helpingtoensurethatprojectsandprogrammesremainalig-
nedtotheorganisation’sstrategicobjectives.
ITorganisationshavelongreliedonAgileprojectmanage-
menttechniquestohelpthemachievethesegoals.Asglobal
competitionincreases,though,moreindustriesaretakingno-
ticeofAgile’sversatilityandincorporatingittotheirtoolkits
asawaytoadapttochangingproductmarkets,fluctuations
intheeconomy,andshiftsininternalorganisationalstrate-
gy. Organisationsfromindustriessuchasfinancialservices,
education,energy,constructionandgovernmentarereporting
that,whenimplementedcorrectlyandintherightconditions,
Agileishelpingthemdojustthat;accordingtoProjectMana-
gementInstitute’sPulseoftheProfession®In-DepthReport:
OrganisationalAgility,organisationsthatareadeptatagile
processesaretwiceaslikelytoreportsuccesswiththeirnew
initiativesastheircounterpartswithlowagility.
RespondentstoPMI’sPulseoftheProfession®In-DepthRe-
port:OrganisationalAgilityidentifiedkeyactionsthatthey
associatewiththesuccessfulimplementationofagilemetho-
dologyattheirorganisations.64percentcited‘shorterdeci-
sion/production/reviewcycles’;54percentcited‘integrating
thevoiceofthecustomer’;and53percentcited‘eliminationof
organisationsilos’.
Regardlessofwhichsubsetoftoolstheyuse,practitionersat
organisationsthathaveincorporatedAgilepracticesagreeon
onepoint:agileiswhatyoumakeofit.Thecultivationofan
Agileprojectcultureevolvesorganicallywithinanorganisa-
tionbasedonitsuniqueneeds,assistedbyrigorouschange
managementprocesses.Ratherthanjumpinginhead-first,
you’llwanttoselect,sampleandincorporatethetechniques
thatbestfityourcompanyprofileandintegratetheminto
projectprocessesinmanageable,measuredincrements.
Brian Weiss
Vice President, PMI Practitioner Markets
Johannes Waldstein
Co Managing Director, FanPlay
PHOTO: HUAWEI

5. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET MEDIAPLANET 5
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Big
Data
In the words of 1986 film character Ferris Bueller “Life moves pretty fast. If you don’t stop and look
around for a while, you could miss it.” In the 18 years since the John Hughes classic was released,
digital technology has increased the speed of business exponentially.
Howcloudcomputingisenabling
businesstobemoremobileandAgile
I
n 1986 the landline telep-
hone was the main com-
munication tool and being
at work meant being in an
office for eight hours. Fast
forward to 2015 and internet tech-
nology, mobile services and cloud
computing mean our working li-
ves are moving fast and the line
between home and work continu-
es to blur.
Technology has enabled busines-
ses to become more responsive to
customers’ needs, with employees
able to access the same computing
services,platforms and power at ho-
me and on the move as they can in
the office. This mobility and agility
would not be possible without cloud
computing. The cloud provides the
computing infrastructure and eco-
nomies of scale that enable busines-
ses to access increasingly complex
computing applications and servi-
ces on a pay as you use basis, accor-
ding to business requirements. The
financial flexibility of cloud services
means companies are gaining ope-
rational efficiencies whilst reducing
their ITexpenditure.
Back in 1986 this would have been
unimaginable. As would the abili-
ty to access a company’s core busi-
ness systems and data from any lo-
cation; or conduct analysis of bu-
siness data on the move using a
smartphone, laptop or tablet. Ho-
wever, the development of a mobi-
le, responsive, flexible, agile work-
force has become a reality due to
cloud computing.
Looking ahead 15 years, it’s clear
that cloud computing is funda-
mental to the next wave of digital
development. The Internet of
Things and the rise of the smart ci-
ty will mean a significant increase
in data. Only the cloud will provide
the data storage, processing and
analytical capabilities needed to
unlock its value. Thanks to servi-
ces and applications built, mana-
ged and accessed using cloud com-
puting, businesses will become
more mobile, increasingly Agile
and faster than even Ferris Buller
could have ever imagined.
Learn more on
agilebusinessinfo.co.uk
Sue Daley
Head of Programme, Big Data, Cloud
& Mobile, techUK
PHOTO: THINKSTOCK

6. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET6 AGILEBUSINESSINFO.CO.UK
ImplementinganAgileculture
Poorunderstandingofhowstrategyis
managedwithintheorganisationis
themajorbarriertosuccess.Agileor
not.WhybeAgileifyourstrategyisdelive-
ring? However,mostorganisationsfailinthis
becausetheirportfoliosarenotfocusedonthe
deliveryofbenefit.Theprojectsthataresup-
posedlydelivering thebeneficialchangebe-
comedetachedwhentheyshouldatalltimes
bedynamicallylinkedtoperformanceandin
turnrigorouslymonitoredandassessed.
It is that rigorous monitoring and assess-
ment that ensures the project is on track
and still going in the right direction which
allows for agility.Agility to me means keep-
ing in step with your strategy while having
the ability to change as soon as the signal to
do so occurs.
Robert Streeter
Senior Project Manager,BCS
The Chartered Institute for IT
Agile is justanothertoolinthebox.It’sjust
anotherwayofsolvingthechallengeofgetting
thingsdone.Anymethodcorrectlydeployed
willproduceefficienciesandcompletethejob.
There is also a tendency to think that the
‘new’ thing is somehow going to be better.
What agile does is provide a new verna-
cular to problem solving and work execu-
tion that a good project professional will ha-
ve been able to solve from previous project
management knowledge and experience.
Any project will perform badly if the
teams and stakeholders have no confiden-
ce in the method.Agile has provided new
hope.And if being different and new gets
things done I fully support it. But I await
the research evidence which shows me it
really is cost effective.
Agile has a part to play in almost any
project.Any risk manager would agree that
it could be used where there is high uncer-
tainty and poorly defined scope, or within
a work package in a well-structured project
and possibly for new product development.
Could it be used to manage the portfolio
of a large enterprise? Unlikely.The costs of
oversight and integration are currently pro-
hibitive.
What do you see to be the
barriers to business’ becoming more
Agile?
How does Agile compare to other ap-
proaches and what are the advantages?
How do you see Agile developing in
your industry?
Modern change initiatives can hap-
pen through internal innova-
tion, but more commonly they
are being driven by external influences on
the business environment. It follows that,
in order to stay competitive, businesses and
individuals face three choices: Resist chan-
ge, allow change to happen without mana-
gement, or apply formal change manage-
ment to drive the process. Resisting change
brings the risk of becoming irrelevant.Al-
lowing change to simply “happen” might
seem the easy path, but ultimately the bu-
siness will lose out as others remain more
pro-active. Change is happening all around
us,whether we want it to or not. The im-
portant thing, then, is to develop the abili-
ty to recognise the change, identify what is
needed and respond accordingly.
Embracing the benefits of Agile can
result in significant business wins – but by
definition a move to a new approach means
a new mind-set, and that can be harder to
achieve.Today,Agile is supported by a range
of techniques such as Scrum, Kanban and
User Stories.What’s more, applications of
Agile have moved well beyond the software
development arena alone. Now,Agile is an
emerging player in areas such as product
development, DevOps, project management
and business analysis.That, of course, me-
ans that adopting Agile has become a chal-
lenge that extends far beyond the core IT
team,where such a change could be imple-
mented in a relatively discrete way. But the
good news is that there doesn’t need to be a
one size fits all approach when you’re ma-
king the move.
Advances in technologyareallowingbu-
sinessestomoveawayfromapurefocuson
buildingfromthegroundup.Instead,theycan
starttofocusmoreonsolvingthebusinessis-
suesanddealingwithchangingbusinessen-
vironments,usingAgileapproachestomove
quicklytosolutionsandbenefitsrealisation.
As technology and Cloud solutions ad-
vance and mature this trend will continue
at an increasingly rapid pace.As a result,
business leaders need to find ways to ensu-
re that their business is responding to the
competitive challenges they face,whilst at
the same time leveraging the opportunities
that are being presented.
Key toadoptingAgileistoworkouthowto
improvewhatalreadyexistsandintroduce
Agileinawell-informedandtailoredmanner,
basedonwhatyourbusinessneedstoachieve
andwhereyouneedtoimprove.Ifyoucanget
togripswiththatchallenge,thenallthebene-
fitsofAgileareoutthereandprimedtoequip
youforcommercialsuccess.
ThreeleadingexpertstalkusthroughthebenefitsofAgilebusinesspracticeandprovide
insightonhowtheapproachisdevelopingwithintheirindustries.
Read more from our experts online agilebusinessinfo.co.uk
Steve Wake
Chairman, Association for
Project Management (APM)
PANEL OF EXPERTS
The main obstacle to becoming more
Agile is resistance to change. Organi-
sations and practitioners advocating
for Agile face inertia created by years of wor-
king within structured silos and compart-
mentalized task groups.They also face the
fear of new variables and unknowns: “Will I
need to learn new skills?Will my job and my
role at the company, change dramatically?”
Agile advocates have to manage these fears
and changes, and conquer the mind-set of,
“We’ve always done things this way.”
Agile offers flexibility,transparencyand
customer-centricitythatdistinguishesit
fromotherapproaches.Theapproachbuilds
fluidityintotheproject’sscope,tasks,timeli-
nes,andresources,andshortiterativecycles
allowteamstomakecoursecorrectionsover
theprojectlifecycleasneeded.Itfacilitates
communicationbyallowingopen-channel,
open-endeddialogueforrapiddissemination
ofimportantinformation,andpositionsthe
customerasthekeystakeholder,incorpora-
tingtheirinputateveryphaseofexecution.
As the Agile blueprint becomes more
refined and specialised, it is being recogni-
zed as a game-changer across a wider cross-
section of business entities.We’re seeing
more integration of Agile in industries bey-
ond IT and healthcare, including financial
services, education, energy, construction,
and government. By managing this chan-
ge, these organisations are taking the first
steps in the evolution of a more adaptable,
fluid project environment that will pay divi-
dends in higher success rates, greater mar-
ket share, and competitive advantage.
Brian Weiss
Vice President, Practitioner
Markets PMI

7. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET MEDIAPLANET 7
It is not only the cool techy start ups in East London that can benefit from Agile project management.
Big corporations can save big bucks too. It will speed up your work and make your workers happy.
Timetobeagile
By Stefano Pozzebon
I
n an era of cutting costs and
fast moving scenarios, big
corporations can save ti-
me and money by embra-
cing efficient management
practices that, collectively, come
under the name ofAgile Project Ma-
nagement.
In a traditional management ap-
proach the work is scheduled over a
long period of time and, although it
may be very clear what final results
the project aims to,a top-down con-
trol tends to slow down production.
What an Agile Project Manage-
ment approach does is breaking
down the workload into smaller
segments to create a more dynamic
stream of production. Every seg-
ment constitutes a work unit assig-
ned to a specific team, each team
being responsible for providing
their results in a short, fixed period
of time,called Sprint.Normally eve-
ry Sprint lasts about two weeks.
This also allows a continuous re-
vision of the work completed so
far, as every work unit is evaluated
at the end of each Sprint. A Sprint
is effectively an independent cycle
of production, and because of the
constant iteration between back-
wards and forwards, this methodo-
logy also comes under the name of
SCRUM, after the rugby formation.
In the game, players must move
forwards but can only pass the ball
backwards, to a supporting player.
In the same way, in an Agile pro-
ject environment each small unit
completes its share of the work and
then passes it on to another unit.
Agile management promotes indi-
vidualinitiativeovercontrolfromthe
top, and, in this way, it is much fitter
to respond to a change,as the develo-
pers are not asked to follow a schedu-
led plan, but rather to move on from
wherethepreviousteamhadarrived.
Linda Lloyd is responsible for im-
plementing Agile practices at Tha-
les, one of the world’s largest aero-
space and naval manufacturers.
She was commended twice by the
Ministry of Defence for leading her
teams to constantly exceed expecta-
tions while managing defence cont-
racts worth millions of pounds.
Adopting Agile in a regulated en-
vironment like the military indu-
stry was not an easy task.“It is more
like a culture that the company has
to take up as a whole,” she says. “Of
course, there are still some require-
ments that must be fulfilled, I am
talking of financial requirements,
regulation requirements and so on,
and there must be a central control
from the top.”
Ahybrid approach is the one to fol-
low: “You still need to track projects,
youstillneedtounderstand,andeva-
luate, the performance of the soft-
ware teams, and to deliver what was
agreedwith the customer.”
For this reason, the figure of the
project manager is key: “It might
look smaller in terms of produc-
tion, because every team should
be working on its own, but the
manager’s role is actually more dif-
ficult because he/she has to deal
with all those different types of re-
lationships and make them work
together.”
Companies that adopt an Agile
mentality are quicker to respond to
changes and their employees bene-
fit from the freedom of initiative
they are given.The role of the mana-
ger is to channel that initiative to
game winning solution.
Linda Lloyd
Portfolio Project Manager,
Thales E-Security & APM
Member
Learn more on
agilebusinessinfo.co.uk
COMMERCIAL FEATURE
Planning for changeThe business case has been
made, the budget agreed,
deliverables defined, stakehol-
ders identified, milestones set
and risks assessed. The pro-
ject plan has been set out and
all systems and processes are
in place. So what could possibly
go wrong?
Even the best laid project and pro-
gramme plans can fallvictim to the
unexpected, leading to costly over-
runs or even cancellation.
According to Stephen Jones,
chair of the Association for Project
Management’s(APM)specificinterest
group on planning, monitoring and
control, the Agile approach provides
that flexible extra dimension to react
rapidlyandgettheplanbackontrack.
“Agileisnotareplacementforpro-
ject management,” he explains.“It is
a framework and mind-set that en-
hances how projects and program-
mesarerun.
“From the outset, you expect that
things are going to change and that
requires different behaviours to mo-
ve quickly and efficiently by crea-
ting anAgile teamwithin the project
team,aplanwithintheplan.”
Stephen introduced an Agile ap-
proach with earned value manage-
ment during the design phase of an
IT implementation programme at
Sellafield Ltd, where he is a project
manager. Thanks to this process,
when the project moved to execu-
tion under another project mana-
ger, an unforeseen issue that could
have had a serious impact on delive-
ry and budget was swiftly identified
and resolved.
He is also contributing author to
APM’s Planning, Scheduling, Moni-
toringandControl:ThePracticalPro-
ject Management of Time, Cost and
Risk,whichincludesasectiononthe
role that Agile can play. The guide is
dueforpublicationthissummer.
He’sconvincedthereisvalueofthe
approach beyond IT, such as in com-
plex engineering design and other
long-term projects where assump-
tions made at the front end often
changeastheplanprogresses.
It’s not an excuse not to do things
properly, he added. It’s not an open
chequebook and it’s not a hiding
place for poor performance.You still
needabaselineplan,youstillneedef-
fectiveriskmanagement.
“But expect that things will chan-
ge and be prepared for that in a way
that allows you to deliver value and
benefits, rather than doggedly follo-
wing the plan.”
About the Association for
Project Management (APM)
– apm.org.uk
The association is a registered
charity with over 21,150 individu-
al and 547 corporate members ma-
king it the largest professional bo-
dy of its kind in Europe. As part of
its strategy to raise awareness and
standards in the profession it is cur-
rently in the process of applying for
a Royal Charter.
APM’s mission statement is “To
provide leadership to the movement
of committed organisations and in-
dividuals who share our passion for
improving project outcomes”.
The Association for Project Ma-
nagement is committed to deve-
loping and promoting project and
programme management through
its FIVE Dimensions of Professio-
nalism.There are a number of ways
in which you can benefit from what
we do, including:
membership
qualifications
events
publications
online services
Association for Project
Management
Ibis House, Regent Park,
Summerleys Road
Princes Risborough,
Bucks, HP27 9LE
+44 0845 4581944
www.apm.org.uk
Stephen Jones
Deputy Head of Project
Management Capability,
Sellafield Ltd
“Agile is not a
replacement for project
management, it is a
framework and mind-
set that enhances
how projects and
programmes are run.”