Rigor and agility: the paradox of good project management?
How change management and project management methodologies affect the success of your project by betting on agility and rigor.
Last week an article appeared in the newspaper Les Affaires on project management, talking about change management, agility and the paradoxes associated with performance criteria. As Project Management Practice Lead, it’s no secret that this is an area I am passionate about, and seeing it covered in the media inspired me to share a bit about the approach we take at Adviso.
In the article, although the holy trinity of project management – scope, time and cost – was taken into account, the focus was more about the importance of understanding the needs not only of the project, but also of the individuals who will ultimately need to work or interact with a solution, and the need to properly address change management. The paradox some projects face, is that it takes time and money to properly understand them as a whole. Until you can do that, it’s impossible to ascertain the scope of the project. The article boils it down to two distinct roles: one, to manage the project, and the other to manage change.
Our team strongly believes in the fusion of these two roles, where the project manager also needs to be an agent of change.
Because isn’t the main goal of any project to respond to a need for change? So, how do we go about keeping change management front and centre, while still ensuring that the project’s performance criteria are monitored and met?