diagnostic tools such as the Cynefin Model for their projects. ‘From there, they can design the most suitable project life cycle and build in feedback loops for continuous improvement of the process. Of course, it is important to master the conventional toolbox and understand how to facilitate an Agile project environment. Both skills are necessary’, said Bea Düring. ‘The decision anxiety that often permeates Swedish company culture must be eliminated.’ A chance for Sweden to take the lead There is great opportunity for Sweden to take the lead in introducing Agile methodology. Companies could strengthen their competitiveness. First, Agile reduces development costs since continuous improvement is built into the very concept. Second, Agile creates an environment of innovation. Bea Düring thinks Sweden has particularly good prospects for Agile methodology success: ‘We are used to working in flat, network-based collaboration in Sweden. We are not so concerned with work-related hierarchy.’ Agile is largely based on self-organization and cross-functional working groups. The compatibility is obvious. She sees a major obstacle to overcome, however: the decision anxiety that often permeates Swedish company culture. ‘Many managers simply do not dare say ‘let’s do it’. Instead of starting a process by testing it out, gaining experience and learning, they kick decisions down the road. One can see this behaviour amongst many teams. A symptom of this inability to make decisions is Swedish business culture itself – a forum of meeting after meeting which everyone is forced to attend. It causes a lot of frustration not in the least amongst guests from the foreign companies we cooperate with. We need to rethink this.’ ■
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Bea’s best advice to management
s p i t s Bea’
AGILE?
Do not introduce Agile methods with Waterfall methods Instead, start small-scale and test things out. Scale up as you learn lessons and gain experience. Do not set up end goals Agile methodology is based on continuous improvement and lifelong learning – kaizen thinking in its purest form. Provide a calm working atmosphere Let those who are best suited to do their job do it in peace. Management’s tasks are to set clear, initial conditions and restrictions that the Agile Project Manager and various teams will use as a basis and to provide support. Just as in mathematics, aim for boundary conditions.
Bea’s best advice to the project manager Manage complexity through flexibility and quick decisions It is just not possible to truly manage complex projects and environments with enhanced controls, longer planning cycles and more accurate standardization. Never forget what the word ‘agile’ means and keep blogger Michael Dubakov’s words in mind: ‘do the right things right and fast’. Manage projects as needed Learn when to turn project management ‘on’ and ‘off’ based on whether or not it adds value to delivery. Agile project management is needed in complex projects (multi-team, multi-site, sourcing, etc). Simpler projects or streamlined flows (kanban/andon) do not call for it. Go from ‘deterministic’ to ‘probabilistic’ Planning skills and the planning process take centre stage, not the plan that was created in an initial phase. Agile project management is all about supporting Agile release planning and visualizing different scenarios or project developments that will most likely occur. In a complex project, all decisions are made on the basis of short feedback loops including the calculated probability of different outcomes.
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