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Jim
Highsmith
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"The
newest trend in software project management is
building on the foundation of agile software development's
emphasis on speed, flexibility, quality, and improving
working environments. Especially in the realm
of building innovative products (higher risk and
higher uncertainty projects), agile project management
focuses on an Envision-Explore rather than a Plan-Do
mentality. This exploration (or experimentation-biased)
approach to building innovative products is sweeping
fields as diverse as drug, automobile, software,
and integrated chip development. When the cost
of experimentation plunges (low-cost change),
the focus of project management must also change.
"This
new project management model focuses on quick
starts, iterative exploration, delivering customer
value, low-cost change, frequent feedback, and
intense collaboration. It excels on projects with
high "exploration factors," those projects
in which: new, risky technologies are incorporated;
requirements are volatile and evolve; time-to-market
is critical; and high quality must be maintained.
For organizations who want to innovate--whether
it is for new products or new internal business
initiatives, this trend towards agility in both
software development and project management cannot
be ignored."
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Scott
Ambler |
"Effective
project management is clearly a key success factor
for IT projects. It is critical to remember that
project management is primarily about interacting
with people and collaborating with them effectively,
it is less about developing detailed plans or comprehensive
documents. Successful project managers find a way
to mix their "PMI skills" with agile philosophies
and techniques."
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Doug DeCarlo |
"The
world of projects has changed, but project management
hasn’t kept up. Traditional or waterfall project
management works well under conditions of low speed,
low change and high predictability. How many projects
do you work on that fit that description?
The perennial need for competitive advantage and
new sources of profit continue to force organizations
to innovate or evaporate. Fueled by new and affordable
technologies, both public and private enterprises
are implementing high-stakes, high-speed projects.
Innovation and time-to-market have become bedfellows,
giving birth to a new breed of projects: those that
are ultra-demanding. These extreme projects are
characterized by high tech, high speed, high change,
high complexity, high unpredictability and high
stress. And they live under turbulent business conditions.
On top of all this, extreme projects are organizationally
complex: they typically cut across multiple departments
making them politically sensitive.
Extreme project management is change tolerant and
customer focused. Extreme project management requires
a new worldview … one I refer to as the Quantum
Mindset. This is in stark contrast to the Newtonian
or traditional project management mindset that believes
stability should be the norm. In the Newtonian,
mechanistic world, we believe the plan is a prediction.
The motto is ready, ready, aim, aim, fire. In the
Quantum world we believe that change is the norm
and plans change weekly, if not daily. We plan,
deplan and replan. In extreme project management,
we fire the gun and then redirect the bullet. It’s
a different world." |
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Satyendra
Kumar |
“As
Indian companies grow and compete for a bigger global
pie, Project Management approaches will need to
be significantly strengthened as these are bound
to play a dominant role in ensuring customized and
effective deliveries leading to long term relationships."
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"Microsoft
is a registered trademark of Microsoft Corporation"
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