The agile method for better teamwork
The question of how companies work together is still topical, and has evolved enormously over time. The secret to successful project management is now to apply the agile method. The aim is to improve work processes and, ultimately, productivity.
Traditional project management methods
A linear process
The agile method is the opposite of traditional methods. Before agile, teamwork was approached in a linear fashion, with a precise order of successive stages. This "tunnel" effect, whether in the form of v-cycles or waterfalls, corresponds to a predictive and sequential approach. In the Kanban method, the aim is to operate on a just-in-time basis. According to the Deming wheel, each stage is checked before validation. However, there is no turning back. So if something unexpected happens, the process is slowed down or even suspended.
A rigid protocol
The starting point is an exhaustive set of specifications. Then you plan the whole job from A to Z, with the timescales and sequences for each stage. To proceed in this way is to assume that the environment is known, and that no unforeseen event will disrupt the plan. This is hardly pragmatic, since the market is constantly changing. And the constraints and imperatives of the job itself are often subject to change.
The risk of a mismatch
Gradually, a gap develops between the initial plan and the final result. This is not necessarily a bad thing in itself. On the other hand, as the reference framework is the same as the initial framework, the service provider may be criticised for this change. It is wiser to readjust the progress of the work as it goes along, in line with the customer's expectations, which may themselves change. Control milestones also mean that certain directives can be questioned at an early stage, avoiding the build-up of frustration and ever-greater obstacles.
Agile methods: greater efficiency without stress
The starting point
The agile method originated in the IT sector. In 1994, a study by the Standish Group found that 31% of IT projects were halted midway through, 52% were over schedule and over budget. And only 16% were successfully completed. An alarming reality, which has led to a paradigm shift.
The first applications
In the 90s, various agile methods appeared: Scrum, the most widely used, as well as XP eXtreme Programming, RAD - Rapid Application Development - and Chrystal Clear. In 2001, seventeen major players in software development came together to write a manifesto setting out the criteria for the agile approach. For software development, or the deployment of ITIL processes, these have become benchmarks, and tools are now available in open source.
Refocusing on the customer
The agile method involves the customer from start to finish. We are closer to the request and the associated need. The customer/supplier relationship is therefore more akin to collaboration. Visibility and transparency are enhanced. Progress becomes clearer for both parties: risks and possible false leads are detected earlier.
More agility for your business
Adaptive iterations
The agile method is based on an empirical approach: continuous testing to constantly readjust. The scrum method uses sprints: cycles of incremental iterations. The product owner is the client. And the scrum master is the member of the team responsible for applying the agile approach.
Shorter lead times
Agile methods enable deliverables to be provided more quickly, and products to be tested on the market more quickly. This shortens the time to market. Also, the market research that has to be done upstream is no longer as imperative as it used to be. It's better to launch halfway and observe the immediate and tangible response of the consumer, rather than making plans for the future and running the risk of losing your footing.
The right method for innovation
Maintaining this degree of flexibility throughout the process is even more crucial when it comes to market innovation. When launching a new product or service that breaks with what is being done elsewhere, market research is virtually impossible. How can you predict consumer reaction to a product that doesn't exist? Fifty years ago, nobody missed smartphones, but that hasn't stopped them from becoming indispensable.
Lean start-ups
So when start-ups come up with a new concept, they use the lean approach. They launch their offer in an initial version, sometimes beta, and learn from the public's response. Early adopters bring in a wave of users, enabling the next version to be fine-tuned. Improvement is a continuous process: "you learn as you go".
Collaborative tools
In practical terms, how do you inject more flexibility into a company? The answer is through collaborative tools. By encouraging communication within work teams, you intensify exchanges. Use Slack to communicate, for example, or Trello or Asana to manage tasks. Collaborative platforms such as Office365, G Suite or Zimbra also have a real impact. Synchronised with the contacts, email and diary functions, they break down the barriers between employees so that they can work together more effectively.
Getting started with the QQOQCP method
The QQOQCP method is a simple and effective way of analysing a situation. It can be seen as a method of organisation at its most basic level, of project management in certain cases or as a sales tool: analysis of a situation to better understand your prospect and address their needs in a relevant way. It's certainly not the most powerful method, nor the most scalable on a company scale, but it does have the merit of putting your foot down in terms of agility.
Conclusion
Agile methods have revolutionised the way companies work. Focused on results rather than projects, they are as close as possible to the market - in BtoC (Business to Consumer) - or the customer - in BtoB (Business to Business).
Article translated from French