Handling that needs time built into the process which allows for you not to treat it as a threat.Įverybody arrives at the start of the project – a time of hopes and dreams – with the best version of themselves.
Unscripted time hooks into agile methods in which the development team is often likely to surprise you. Never underestimate the benefit of unscripted time – this comprises the actual conversations that happen outside of the programme board governance is about people coming together to agree on how to manage the right risks. You need to ensure your communications are good enough that people actually catch the monkey equally, throw out only as many monkeys as people can feed! In our world of email and broadcast (one-way) communications, the risk is to fling out monkeys without knowing who’s catching them. In an agile project, the Project Manager needs to be clear who is responsible for “feeding the monkey”. In the classic management scenario, the “monkey” is a business problem that gets passed around. To understand whether you’ve got the right people involved, you need to have the conversation about stakeholder engagement deciding who is responsible and using the network approach rather than selecting stakeholders based on job title. Otherwise, you can end up with a clunky, mechanical project that is vulnerable to failure. While many technologists involved in projects are more comfortable with processes and hierarchy than networks, the Project Manager needs to demonstrate emotional literacy to create a more resilient project based on mutual trust with the stakeholders.
Project Managers need to decide the “emotional choreography” of the project: every project has a story but are you managing a story or a process? If it’s the former, you need to work the network and understand where the power is. So, what should you do before an agile project begins?ġ Work the network not just the hierarchy.
Just as Amazon invited user feedback on its early website iterations, you need the “perpetual beta” approach of constantly improving, which needs education to change the way people behave. Project Managers faced with such a challenge must accept they can’t do it alone: you need people with a digital mindset not technologists, those people who embrace 21st century work practices such as operating with networked power, taking decisions based on having enough but not all data and accepting that development is a public and shared process.
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