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Day 1 Founding Members Challenge: The Great Agile Debate
Harri Freeman 06 Jun 2016 08:41
Hello all and welcome to the first day of the Founding Members Challenge!
 
Here’s todays challenge;
 
To start us off we would like you to take part in a debate, we want to take a look at Agile. Take a look at the statement below:
 
“Agile is not comprehensive enough as a framework to fulfil complex projects. In order to create a strong strategy and effective documentation, Project Managers should not be so quick to rely solely on Agile to complete projects of any size.”
 
What do you think? Do you agree or is this wildly incorrect?
 
This is a hypothetical opinion, so I encourage you to debate either for or against it. I want to hear what you think!
 
Post your responses here and have fun!
 
Harri
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06 Jun 2016 10:17
In my openion agile project framework is an abstracton of some designed to complement other agile approches in an required environment, where defined project approach is either expected or will only add the value, but in case of complex enough project it may be lacking and the artitech to be modify or empoved.    

Pawan
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06 Jun 2016 10:19
In my openion agile project framework is an abstracton of some designed to complement other agile approches in an required environment, where defined project approach is either expected or will only add the value, but in case of complex enough project it may be lacking and the artitech to be modify or empoved.
Regarding second one 'Project Manager should not be so quick to rely solely on Agile to complete projects of any size, I don't think this is correct, whever something to be started the proper thesis of plan should be relay and test properly with found principles thus she/he can be rely but not solely but with her/his experience/exposure on thene and there art of technology.

Pawan
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07 Jun 2016 06:06
I disagree for Project Manager's ability to pick up any project size with Agile Methodology. Agile is not PM's one man show. Agile is complete shift in mindset along the team, and the organization. Organization has to be ready for adapting Agile. Unless organization is prepared, agile is bound to fail. Because organization have to believe in seeing the value faster. An agile team involves several common minded folks with different skill sets and domain area to work co-located and willing to decide what is best for the project eliminating waste / crap. Agile is not just Project Manager's mindset. Its about complete team. Its the team that deliver the project and value to the organization.
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09 Sep 2019 12:42 Edited on 09 Sep 2019 at 13:29

Hi,

I agree. Agile clearly states you need to use a holistic approach for successful transition/activation of Agile within a company. Holistic approach means looking to the bigger picture which is an organizational transition from non-Agile to Agile and not just persuade one or some people to change their way of thinking and working.

Have a nice day,

Pieter

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07 Jun 2016 08:44
"Project Manager should not be so quick to rely solely on Agile to complete projects of any size" For that matter any other methodology give "sole" assurance?  :)
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13 Jun 2016 05:39
LVRao wrote: "Project Manager should not be so quick to rely solely on Agile to complete projects of any size" For that matter any other methodology give "sole" assurance?  :)


Disagree. Whatever project management methodology or product delivery framework used, its all about tailoring to suit the risk and complexity of the project environment.
 
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13 Jun 2016 05:55 Edited on 13 Jun 2016 at 05:56
If a project is risked high to fail would you take it up. If a project highly complex and bound to fail would you take it up. I guess not. Its not worth to proceed with such projects. I guess the assurance point is referring this uncertainity.
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15 Jun 2016 07:48
Ravi Bodkai wrote: If a project is risked high to fail would you take it up. If a project highly complex and bound to fail would you take it up. I guess not. Its not worth to proceed with such projects. I guess the assurance point is referring this uncertainity.


Initiating a project process is not only about initiating a good idea, it's also about not starting a poor idea at that time. Regardless of a project's complexity, for a project executive it's about taking accountability for the level risk and confirming justification as to whether a project should proceed based on if the delivery strategy is viable and worthwhile.
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06 Sep 2019 13:24 Edited on 11 Sep 2019 at 15:48
Milvio wrote:
Ravi Bodkai wrote: If a project is risked high to fail would you take it up. If a project highly complex and bound to fail would you take it up. I guess not. Its not worth to proceed with such projects. I guess the assurance point is referring this uncertainity.


Initiating a project process is not only about initiating a good idea, it's also about not starting a poor idea at that time. Regardless of a project's complexity, for a project executive it's about taking accountability for the level risk and confirming justification as to whether a project should proceed based on if the delivery strategy is viable and worthwhile.


Hi,

A project should come out of a good idea, which we call a valuable business case. Such a business case states that: the predefined benefits that come further out of the result(s) of the project should have a higher value than the required effort/cost in total to execute the project.

Have a nice day,

Pieter
 
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