Reflective practices in Agile project development
There are many benefits to adopting active, ongoing reflection during projects, in particular in Agile software development. Phi Bang Nguyen investigates the impact of reflection and proposes a way to create a baseline for communication and synthesis of ideas.
Reflective Practices in Agile development of the On-Demand Virtual Lab—Phi Bang Nguyen
Reflective Practices in Agile development of the On-Demand Virtual Lab
The focus for this paper is to investigate reflective practices in an Agile software development project – The On-Demand Virtual Lab. It aims to understand how Agile development has been used in a technically complex ‘proof-of-concept’ project.
This paper uses a systems thinking approach to understand the components of this On-Demand Virtual Lab. Both using a hard systems approach to understand the technical issues, as well as a soft systems approach to understand the personal issues.
The investigation found that there were weaknesses in understanding the complexity and length of this project. There was a lack of support from management, as well as a lack of knowledge transfer.
Finally, the paper presents two reflective tools, known as Agile-Jazz and Agile-ECG that have been demonstrated to be beneficial for teams involved in complex projects. Agile-Jazz is an enhanced management structure, which brings stakeholders together to reflect and understand the problems, and seek solutions together. Agile-ECG classifies the reflection into Emotions, Cognition and Growth – providing a convention to reflection and aiding discussion within the team.
Author: Phi Bang Nguyen
Review status: Postgraduate assignment (University of Technology Sydney)
Understanding design management for building projects
Design continues to grow in its complexity as a result of the significant increase in the specialist inputs to the design and the need for continual refinement and exchange of project information. Paul Sancandi shows how design management has split from project management and what project managers should expect from the separation.
Project controls versus project schedules
Project controls are a misnomer, says Pat Weaver, they don’t control projects at all. A well designed project schedule on the other hand…
“The project schedule has two key roles to play, firstly as a tool to develop a common understanding of the optimum approach for achieving the project objectives and then as a flexible tool to measure the inevitable deviations from the plan and re-assess the best way forward.”
The tipping point of project failure
Delivering on ‘the promise’ to meet client and stakeholder expectations requires project organisations that are capable of accomplishing the work!
Mosaic Project’s Pat Weaver on avoiding the tipping point between complexity and chaos.
Stakeholders and project complexity
The greatest challenge facing project management in the 21st century is managing the shift from the ‘command and control’ paradigm based in the theories of scientific management developed in the early 20th century to a recognition of the inherent uncertainty and complexity involved in managing every project, in particular projects focused on the outputs of knowledge workers such as ICT and business change projects.