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One reason there are a large number of postings is that (good) people quit agile shops in droves. Great Agile Developers are hard to find end even harder to hire because many of them prefer working remote for themselves.
Ironically, Kent Beck telecommutes to Facebook, so that’s one metric, but I still find telecommuting for agile folks pretty rare. I wonder (suspect) that there is a relationship between the use of agile in these pressured states verses the ones in grey where agile is probably not widely used. What we find is that the cultural elements of applying the methodology frequently trump the actual technical skills when hiring. Thanks for dropping by and don't forget to subscribe (you can subscribe individually to different RSS categories).
Processes save time on repeated tasks by streamlining activity and taking away the need to plan each action every time it’s performed.
Your clients and centers of influence will have more confidence because of your consistent delivery of the product.
By having clearly written processes, it will be easier to train new staff and new producers. By having clearly written processes, you can better have a culture of continuous improvement.
Because you have processes in place, in times of crisis you have more time to step outside the process to handle the crisis.
A process map is a workflow diagram that helps you to clearly define and visualize a process so you can use it more effectively. Arrange your steps in logical groupings, with lines or arrows showing the direction of the flow. Here are a couple of examples of process maps — one is simple and one is complex, but they both accomplish their goals.
Here are a range of worksheets developed by the Children's Involvement Team, to aid direct work with children and young people. The Club run coaching sessions most Saturdays at the track, with separate sessions for beginner, intermediate and expert level riders. The club have some bikes, helmets and gloves available on a first come, first served basis. I work remotely almost always and I am *anti* agile, because most agile folks want colocated teams.
In order to post comments, please make sure JavaScript and Cookies are enabled, and reload the page. Without processes, you can make improvements in delivering your product and service — however those improvements won’t be delivered consistently. You can be confident that the critical functions of your operations will continue to function. Reproduced from Project Management Plan Template, Naval Space & Warfare Center, San Diego, CA.
Prudent managers conduct HSE risk assessments before undertaking major projects that involve potentially hazardous activities or situations so that the risks can be identified, evaluated, and controlled. This process involves a multi-disciplinary team review of the hazards associated with key phases of the project or job, their consequences, and the controls in place or required to prevent or mitigate the risks. 2010, Volume 5, Issue 2 ARTICLE How Do Managers Control Technology-Intensive Work? It provides for residual risk acceptance and authorization, risk communication between workplace parties, and confirmation of completion of the corrective actions.
Bradshaw identified owner commitment, Project Manager trust, and staffing as critical elements for project success. His 6-stage Pyramid Model depicts people as the common denominator for project execution, with Stage 6 reserved exclusively for celebrating accomplishments upon project completion.



They are better educated than their counterparts in the past, and function well in self-directed, high performance teams. It facilitates the functioning of self-directed teams and improves the quality of member relationships and satisfaction (Wageman, 2001). Decision-making authority, responsibilities, and accountabilities of team members should be clearly defined in order to eliminate role ambiguity and inter-departmental conflicts (Possner, Randolph, 1979; Bradshaw, 2008).
Involving teams in the early stages of project planning promotes integrated team building (Thomas et al , 2008), buy-in and project ownership. As an essential function of management, 'control' may be accomplished through a PM Plan, a project-matrix organization, competent and motivated people, and appropriate management tools and techniques. A PM Plan conforming to the Project Management Body of Knowledge (PMBOK) framework incorporates controls for the key PM elements and, implemented properly, can assure project success. Mentoring, empowerment, and motivation are powerful, albeit indirect controls of project success as they bring out the best in individual and project team performance (Wageman, 2001; Pryor et al , 2007). Mentoring fosters social break-in, strengthens organizational commitment, and reduces turnover (Payne, Huffman, 2005). Empowerment vests authority for decision-making in individuals and self-directed teams, and it can be a powerful tool for project success. Motivation is a key influencer of behavior and it helps maintain a high level of commitment to project goals. Motivators, such as performance recognition and reward, opportunities for training and professional development, comfortable work environment, challenging work, workplace policies, involvement in decision-making, and so forth, represent useful controls to the Project Manager (Brenner, 2007; Pryor et al , 2007).
Managers in technology-intensive organizations use controls to accomplish strategic goals and objectives amid rapidly changing technology, globalization, scarcity of resources, end-date driven schedules, increasing regulations, disruption, and risk (Drucker, 2000; Thamhain, 1994). Managers also shoulder responsibility for orchestrating and optimizing the use of technology, human and financial resources, systems, and the environment in which the work will be performed. Project Managers create and control such work environments by understanding the strengths and limitations of their employees and providing them with work assignments that encourage creativity and innovation. Performance is measured against project standards, job descriptions, team deliverables, project schedules, cost schedules, and so forth (Bradshaw, 2008; PMI, 2008). Due to the vast body of literature on PM, managerial control is discussed in the context of a PM framework, people, organizational design, and PM tools and techniques.
Inexpensive, skilled labor in developing nations provides incentives to corporations to conduct part or entire projects abroad. For example, the construction of an oil and gas production platform may involve fabrication of the hull in Abu Dhabi, topside in Italy, engineering design in India, and final assembly in the U.S. The accountability of owners and company directors to regulators, investors, and other stakeholders further influence the strength of internal management controls (Bradshaw, 2008). These jobs are distinct components (or sub-projects) of the project and may be executed by multiple contractors that are managed and controlled by the project proponent. Senior management therefore has a special interest in ensuring that projects are managed in a manner such that potential liability from damage or loss of reputation is minimized. The challenges of managing spatially and temporally dispersed business units underline the importance of organizational design as a managerial control. A globally-accepted model PM framework is the Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK). The PMBOK Guide (2008) includes 42 management processes under nine knowledge areas which logically correlate to five project phases.
The knowledge areas are: project integration management, project scope management, project time management, project quality management, project human resource (HR) management, project communications management, project risk management, and project procurement management. The relationship between these knowledge areas is such that changes in one element produce a corresponding change in at least one other element. When that happens, control must be exercised to counteract the deviation to keep the project on track.
Cooperation between team members is improved significantly when the goals are clear, project team rules and procedures are defined, and the work is performed in physical proximity (Pinto et al , 1993).


For example, if project costs escalate, changes may be needed to the scope (for example, changes to product design) and procurement process (for example, change in suppliers or strengthening of contractual terms).
These factors are controllable by the Project Manager and indirectly, but positively, influence task perception and psychosocial outcomes (Pinto et al , 1993). The five project phases represent: initiation, planning, executing, management and control, and closing (PMI, 2008).
These overlap to some extent and the monitoring and control process cuts across all phases. As a managerial control, it: a) enables top down and lateral communications by interconnecting people, activities, and support functions, b) facilitates concurrent engineering and integrated product development, c) reduces decision making and response time, d) allows disengagement of team members and their redeployment to other projects, e) provides employees opportunities for self-development through cross-functional exposure, thereby increasing motivation and job satisfaction, f) maximizes the use of human resources by tapping into the organizational knowledge base, g) reduces time to market, and, h) promotes innovation and technical excellence (Ford, Randolph, 1992). HR controls are accomplished through personnel selection, teaming, motivation, and performance appraisal. Figure 1 illustrates a practical application of PMBOK by the Naval Space and Warfare Center, CA. The level of control was basic, but considered adequate for centralized, functional-style organizations operating in static, production-oriented environments.
Today's work environment is more complex and contemporary management practices dictate that PM techniques and tools be capable of solving complex problems, facilitating effective control of work deliverables, and contributing to continuous improvement (Pryor et al , 2007). Furthermore, PM tools should not only fulfill their intended purpose, but also be user friendly, compatible with organizational culture, and in alignment with business processes. The discussion that follows correlates popular PM techniques with the 'monitoring and control' aspect of PMBOK for each project knowledge area, and as depicted in Table 2.
This is not an exhaustive list, by any means, as several tools and techniques are available for the Project Manager to choose from.
PM software utilization is greater when: the need for information quality is high, the project is more complicated, and the software provides greater functionality (Ali et al , 2008).
Software should be user-friendly, compatible with current and future planned upgrades of the organization's Information Technology (IT) system, backed by round-the-clock customer support, and protected against data corruption and unauthorized access. The project team should be trained on the software to increase their familiarity and use of the same. Popular PM software applications include Microsoft Project, Primavera, Open Plan, Artemis, and Project Workbench (Ali et al , 2008). Benchmarking helps organizations know their strengths and weaknesses compared to the competition and 'best in class' standards.
Benchmarks are an important tool for independently verifying estimates and schedules (Bradshaw, 2008), for example, when bids are received for major projects.
Benchmarks are selected prudently in order to be relevant (apples compared to apples) and produce real improvement. It requires, as inputs, a) a task list, b) scheduled start and end dates for each tasks, c) anticipated labor hours for each task, d) actual costs incurred on each task, and e) percentage completed for each task in the task list. As outputs, EVA produces: a) the actual cost of work performed, b) the budgeted cost of work performed, c) budgeted cost of work scheduled, d) the schedule variance, and e) the cost variance (Cesarone, 2007).
EVA provides an early warning of potential problems and is used to improve the forecast of estimate of completion (Bradshaw, 2008). It is a facilitated approach that helps in determining the critical characteristics of new product development, and it works by collecting, sorting and prioritizing customer needs and setting goals to achieve them (PMI, 2008). QFD shows how a change in one engineering characteristic affects other characteristics of the product (Pryor et al , 2007).



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