Agile is not the end game of Project Management Methodologies PMOZ 2013STARTPM
PMOZ2013 Presentation - Agile Is Not The End-Game Of Project Management Methodologies
The term “agile” has become for many a business mantra to address economic woes – demanding adaptability to change without loss of adeptness in applying necessary expertise and knowledge.
In striving to control chaos, we identify new ways of working, and of working together. But in so doing, we draw upon past experiences and experimentations: in Agile we find not only a challenger to other approaches to project management, but the continuation of a long line of management practices which have mirrored the socioeconomic trends and priorities of their time.
In exploring the role of Agile methods, the paper turns the clock back a century and more, demonstrating how the practice of project management has come to incorporate methods and tools which can be found throughout activities underpinning the rapid economic growth of the twentieth century. From Scientific Management and Fordism, through the revitalisation of Japan post-World War 2 and the expansion of lean manufacturing, to the US military and space programs, Agile has seen its emergence as the default project management approach in the era of rapidly changing technologies.
But uncovering Agile’s DNA exposes traces of its wide ancestry. We see patterns of change and evolution which suggest an inevitability in how it will unfold in response to ever-increasing and complex pressures: it is not the end-game, but part of a journey.
In so doing, the research provides a lens through which the role of Agile project management in competitive advantage can be viewed, and provides insights into its criticality to our economy’s future.
Agile is not the end game of Project Management Methodologies PMOZ 2013STARTPM
PMOZ2013 Presentation - Agile Is Not The End-Game Of Project Management Methodologies
The term “agile” has become for many a business mantra to address economic woes – demanding adaptability to change without loss of adeptness in applying necessary expertise and knowledge.
In striving to control chaos, we identify new ways of working, and of working together. But in so doing, we draw upon past experiences and experimentations: in Agile we find not only a challenger to other approaches to project management, but the continuation of a long line of management practices which have mirrored the socioeconomic trends and priorities of their time.
In exploring the role of Agile methods, the paper turns the clock back a century and more, demonstrating how the practice of project management has come to incorporate methods and tools which can be found throughout activities underpinning the rapid economic growth of the twentieth century. From Scientific Management and Fordism, through the revitalisation of Japan post-World War 2 and the expansion of lean manufacturing, to the US military and space programs, Agile has seen its emergence as the default project management approach in the era of rapidly changing technologies.
But uncovering Agile’s DNA exposes traces of its wide ancestry. We see patterns of change and evolution which suggest an inevitability in how it will unfold in response to ever-increasing and complex pressures: it is not the end-game, but part of a journey.
In so doing, the research provides a lens through which the role of Agile project management in competitive advantage can be viewed, and provides insights into its criticality to our economy’s future.