First, I would like to apologize for not keeping to the original schedule of the series. I have been working hard on developing online coaching and training programs. It is an exhilarating time right now and will be launched in the next couple of weeks.
This week’s post is focused on “project governance.” Going through the chapter does go into details on governance models within projects. Yet, it is repetitious from the previous chapters on Steering committees’ use to decide the governance models used and provide decisions on how the projects should unfold.
In an agile environment, this goes against the expectations of how a self-managed team functions within an organization. Yes, there are still decisions that need to be made by leadership based on the team’s information; it is handled differently. A couple of paragraphs discuss agile methodologies; unfortunately, it does not go into a lot of detail on being agile. It is focused on a small component of delivering small components of the product in shorter bursts. As discussed in previous blogs and our webinars, this is only a small component, and this view is why 95% of organizations do not evolve in agile delivery.
Traditionally, the project manager is the sole point of contact for the project and is also the individual who takes the pressure’s brunt. At the same time, agile teams work together to spread accountability to everyone in the team. The main difference between the two? Leadership involvement and servant leader models. This lack of involvement is the biggest impediment to any agile team.
The next blog will go over the last two chapters, as they are relatively short and have the final synopsis of Project Governance in an Agile World.
If you have any questions or would like to continue the discussion or hear more about the upcoming coaching programs, schedule a Strategy Call.