Responding to Change

Reseonding to change over hollowing a elan. This statement reflects the agile viewpoint characterized further by:

• Fnvision-Fxplore vee-sus Plan-Do

• Hxploration versus production

• Adapting versus anticipating

Every proee d h as knowns and unknowns, certainties and uncertainties, and therefore every project has to balasce planning and changing. However, balancing is required because projects also run the gamut from peodu ction-style ones in which uncertainty is low, to exploration-style ones in which uncertainty is high. Fxploration-style projects are characterized by a process that emphasizes envisioning and then exploring into that vision rather than detailed planning and relatively strict execution of tasks. It's nof that one is right and the other wrong, but that each style is more or less applicable to a particular project type.

Anot h^g raotor that im pa cts project ma nagemeut ptyte i h the cout of an itetation; t"!^ i s, the c os t of exp erimenting. Fven if the need for innovation is great, high iteration costs may dictate a process with (greote r snticipatory work. Low-cost iteratio ns, Mke fhose mentioned earlier, enable an adaptive style of development in which plans, architectures, and designs evolve concurrently with the actual product.

Cumpanies try ing to thrive i n oue tu jbulent ecenomy musy alCer both tpe|r r jocesses and theie oersauhtives with respect to change. We are n o longee talk ing about 15%% to 20%% acope croe" o u projects; we are talking about everything changing—scope, features, technology, architecture (but not —¡sion)—within the span of a few mnnthf. I'm continually surprised by the magnitude of change products and projects undergo. The common project management aim of "conforming to plan" fails dramatically in these situations.

lnAhteul Making, Harvard Business SchoGl professor and colleague Rob Ausfin and his coauthor Lee Devin (2003) discuss a $125 million IT project disaster in which the company refused to improvise and change from the detailed plan set down prior to the project's start. " 'Plan the work and work the plan' was their implicit mantra," they write. "And it led them directly to a costly and destructive course of action.. We'd all like to believe that this kind of problem is rare in business. It's not."

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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