September 1, 2023
All things are created twice, first in the mind, and then in reality. Projects are no exception. Project professionals are constantly visualizing how the outcome will work after transitioning it to operations.
If we were to build the super lab from the famous series Breaking Bad, during the course of the project, we would be envisioning scenes like this:
Looking back into that future, we continuously envision the project’s decisive moment when the project ends and operations begin, which is the transition moment:
In all kind of projects, be them predictive, hybrid, or agile, it is effective for all involved parties (team members, project manager, program manager, portfolio manager, PMO, functional manager, sponsor, requester, and other stakeholders) to be able to distinguish in which management phase the project is now.
A project is a temporary endeavor undertaken to create a unique product, service, or result. Another, more contemporary definition, describes projects as temporary efforts to turn ideas into reality.
An agile project (= adaptive = value-driven = change-driven) is one in which, by its very nature, most requirements cannot be fully clarified at the beginning and should be progressively elaborated based on continuous feedback from stakeholders (= value) who regularly attend practical demonstrations to review increments toward the final outcome. Stakeholders can request changes at any time, even late in development. Changes are welcome if they deliver more value to the customer. The goal is to deliver the best possible outcome given the preallocated resources and available time.
A predictive project (= process-oriented = plan-driven) is defined in contrast to an agile project. In other words, the majority of the requirements, after a gathering effort, can be sufficiently clear from the beginning so that agreement is possible, and a professional schedule, cost, resource planning, etc., can be elaborated. Work is developed to deliver the outcome that meets the pre-agreed-upon requirements.
Hybrid projects are those which combine predictive and agile phases.
The professional project management standards distinguish 5 project management process groups:
The execution and control processes occur simultaneously because control is based on the evidence from the work being executed, and the decisions made during control lead to new actions that need to be executed. The remaining process groups, except for initiation and closure, often overlap.
Managers who are part of the project steering committee can practice effective project governance, even if they are not experts in professional project management. They can oversee technical phases and grant permission to proceed to the next one if the phase gate meeting is positive (or cancel the project early otherwise).