There is a great deal of discussion about agile project management and attempts at establishing a uniform definition for the industry. The one I’ve most commonly heard defines “agile project management” as an alliance that takes in all the parties involved, and creates strong, efficient methods of addressing pressures and making decisions. It sounds a lot like integrated project delivery (IPD) if you think about it— so maybe an elaboration would be useful in an upcoming column. For now, however, we should think about agility as a skill all project leaders should consider developing.
 
There are also quite a few synonyms that come to mind when one thinks of the word “agility.” In the context of leading a project in today’s— and tomorrow’s— world, “agility” means being confident when plans fail, quick when choices have to be made, bold in calculating risks, and fair and open to all the teams and stakeholders.
 
But what exactly does that look like?
 
Contingencies good and ready. It would always work out so beautifully if only that one curveball (or two or three) did not come our way. Leaders cannot afford to have a fast-tracked project seize up while options are being evaluated or decision-makers are away. Even on normal projects, it’s expensive to sit around and ponder what went wrong, and then scramble to make it right. Agile project leaders anticipate trouble and wisely have a few workarounds to pull off the shelf when needed. In today’s economy, the agile leader might foresee snags in untraditional places— and handle them with cool reserve.
 
Lessons hard and fast. If there’s one thing we are repeatedly guilty of, it’s not discussing the lessons we’ve learned the hard way. If there’s one thing that agile management thrives on, it’s sharing these episodes broadly so they don’t happen again— anywhere in the project. In fact, projects can’t move forward until this is done. We all make mistakes, and there isn’t a project around that doesn’t have one or two. Leaders, however, make the mistake quickly, and bounce back with equal agility— only they do it the smart way and share what happened without embarrassment.
 
Communication early and often. The only way anything is accomplished smoothly and swiftly is through rapid, efficient, and shared communication. If you’re a procrastinator, poor manager of time, or one that avoids conflict, you’re going to be out of place here and the project will choke because of it. Projects with heavy lifting early on— such as IPD and agile management— speed along as successfully as they do because teams make communication happen. And they make it happen all the time, rather than when it becomes too late.
 
That sounds good— but how can I put it to practice?
 
Strength training. Project leaders are on the cusp of innovative thought and technology. They listen to innovative ideas and work with sub-consultants that have similar innovative pursuits. Having seven, or 10, or 15 years of project management experience is nice, but in the grand scheme of things, it’s the ongoing education and training that really matter. To stay ahead of the game, agile project leaders are learning, honing key skills, and engaging in new delivery methods. The projects of tomorrow will require it.
 
Sprints. It’s the fast-tracked projects most in need of these practices because it’s here that everything can spin out of control quickly if not managed. Clients want everything yesterday and deadlines are getting shorter before our very eyes. Project leaders accustomed to this pace and familiar with the communication and planning demands will do well—while the unseasoned are in for a rough time. Those wanting to push their skills should tag along with another project leader to see how it’s done. Ignoring the significance of these competencies will leave any firm in an undesirable position.
 
Marathons. The environments least likely to support the practice of agile management are the long-duration projects spanning 18, 24, or even 36 months. Don’t always associate agility with timeframes, however. Even if we are unable to gain significant ground and move the finish date forward, influencing faster decision making, engaging in real communication, and leveraging technology all contribute to a more successful outcome. (And they also make project life with the client, other consultants, and stakeholders a little more bearable.)
 
Our industry, our clients, and our projects will not wait for us to catch up. We have to move at the speed they demand— maybe even zip past them—if we want to be recognized as leaders in what we do. Rather than begrudge the changes happening around us and the circumstances befallen us, use these as opportunities because there is a lesson and chance in every one them.