of Bill VanArnam and Virginia Tobaccos, the proposition to introduce agile
project management methodologies into the Human Resources department is
feasible. By shifting the focus of future projects from a defined structure, to
more of a collaborative, adaptive, and flexible approach will impact the
project results decisively. As the Human Resources Steering Committee, I ask
that you seriously consider incorporating Agile Project Management into future
Human Resource projects.
purpose of moving from a traditional project management approach to an agile
project management approach is to impact the overall results and success rates
of a project. Agile methodologies encourage collaboration and communication
with the customer allowing a flexible understanding of the desired end-product.
Agile methodologies allow the flow of a project to become more precise, and
definitive through the acknowledgment of team collaboration. Human Resource’s
end customer is the company and employees. It is in our favor to operate
projects using an Agile approach, because HR has uncomplicated access to cooperate
and communicate with it end customers, the company and employees.
Agile vs Non-Agile
the factual statistics provided by Wrike Inc. it is proven that organizations
using agile project management successfully complete more of their strategic
initiatives than organizations who use a traditional project management
approach. Currently 38% of organizations report using agile project management
frequently. Nearly 75% of highly agile
organizations met their goals & business intent, 65% finished on time, and
67% finished with budget. Compared to a business with low agility, only 56% met
their goals & business intent, 40% finished on time, and 45% finished within
methodologies do not only enhance the process of a project, but the outcomes a
well. An organization using Agile methodologies generate revenue 37% faster and
generate 30% high profits than non-agile organizations.
Human Resources can incorporate agile
methods in projects such as Operational Reviews, Compensation Reviews, Revamp
of Recruiting Processes, Employee Training, and creating Team Building
initiatives. Currently using a Traditional Project Management approach, we are
depleting the overall scope of our projects by following the desired
development arc and phases using the waterfall method of Requirements, Design,
Development, Integration, Testing, and Deployment. By using a more empirical
control method, we can make decisions based on realities observed in the actual
project. Empirical control allows more flexibility and understanding than completing
a step by step guide. Higher project agility results in higher project
transparency, adaptation, and allows frequent inspection for those invested.
The continuation of Scrums and sprint enhances and upgrades the project at all
moments of the process. By using frequent and firsthand inspection you can make
immediate adjustments if necessary, something a traditional approach limits.
By shifting the focus of future
projects from a defined structure, to more of a collaborative, adaptive, and
flexible approach we can impact the project results decisively. After
discussing the iterative process of traditional project management compared to
the free ranged agile project management, it is safe to argue moving towards an
agile methodology is the initiative we need to move projects from a “get it
done” attitude to a “What can make it better” attitude. By eliminating the time
stamps and stop signs of a project, we can encourage a flexible, cooperative,
and free roam collaboration with the end customer and teams to enhance the
overall outcome of the end-product.