All happy families are alike;
each unhappy family is unhappy in its own way.
Can we similarly say that all successful projects are alike?
Methodologies describe how a "happy project" should be, and provide universal guidelines to follow. In this sense, yes: all happy projects are alike. However, it's equally true that unsuccessful projects can fail (or, less dramatically, underperform) for a multitude of reasons, often specific to the unique circumstances of the project and the organization itself.
To ensure project success within an organization, it's essential to focus on the shared elements that apply to both successful and unsuccessful projects. Identifying the common traits among successful projects highlights organizational strengths, while recognizing commonalities among underperforming projects sheds light on weaknesses, systemic organizational issues, or areas requiring improvement.
Common vs Unique: tailoring methodologies to your organization
Methodologies such as PMI, Prince2, or Hermes offer a valuable framework of reference. For instance, PMI presents its methodology within a "Body of Knowledge," rather than a handbook with rigid instructions. An organization will have to tailor it to suit its specific needs and characteristics and create its own standard for "happy projects".
This principle is even more pertinent when considering "umbrella" methods like Agile. Agile is synonymous with a set of principles and values, accommodating virtually any effective method or practice (Scrum, Kanban, XP,...) that aligns with these guiding principles.
In essence, the common elements that contribute to project success might be universal, but are not universally applicable. Instead, they stem from an organization's unique culture, values, and operational approach. Consequently, no methodology can claim to be a one-size-fits-all solution. What works splendidly for one organization may not yield the same results for another.
When selecting a project management methodology, it is crucial to align it with the prevailing culture and practices within your organization. Attempting to shoehorn a methodology that does not resonate with your organization's culture can lead to resistance, confusion, and ultimately, project failure.
Navigating the transition: from familiarity to methodology
Should your organization decide to adopt a particular methodology, the distance between your "typical happy family" and the target model outlined by that methodology becomes pivotal. The greater the gap, the more painful the transition. Embracing change is challenging, and the bigger the leap, the harder the landing.
Successful adoption requires a gradual and well-planned transition, one that acknowledges your organization's unique journey. Respect the current practices and gradually introduce elements of the chosen methodology, allowing your teams to adapt at a comfortable pace.
The agile approach: skills and capabilities over prescriptive processes
In the quest to be agile, it is imperative to understand that agility is not a set of rigid processes and roles, but a set of skills and capabilities that enable an organization to navigate change effectively. If your organization aims to become agile, a transformation plan focused on enhancing skills and capabilities is more likely to succeed than a prescriptive plan based on standardized processes.
Becoming agile involves finding your unique path to agility, one that aligns with your organization's values and culture. It's about being agile, not just doing Agile. This approach is what I mean by "small-a-agile": it draws inspiration from a conceptual model for agility that is based on capabilities and skills and includes physical, technical as well as cognitive abilities. Improving them is the key to achieve agility, not replicating a fixed training program. Similarly, organizations must focus on enhancing their capabilities to achieve better organizational agility.
Conclusion
In the ever-evolving landscape of project management, the role of methodologies is not to dictate a fixed pattern but to provide guidance. The path to success lies in recognizing and respecting the unique commonalities within your organization.
It's about finding your own special way to be agile, rather than trying to fit into a predetermined mold.
Remember, being agile is not a destination; it's a continuous journey, a status of flow.
To embark on this journey successfully, organizations must prioritize developing the skills and capabilities needed to thrive in an ever-changing world. Let's explore this path in the coming weeks, and uncover effective actions to truly embrace agility and, in doing so, ensure project success in your own unique way.