When anyone embarks on a project management partnership there are many obstacles to overcome to keep your project from failing. To name a few: lack of transparency, knowing what problems your team should and can tackle, and establishing the proper communication channels.
Wiredcraft has experience with agile innovation within enterprise, helping small teams within large corporations deliver like Starbucks, PWC, Decathlon, and Danone. We’ve been testing out different methodologies in different contexts (distributed team, waterfall heavy teams, or 3 people startups vs 200,000+ employee corporations) and have fleshed out some best practices on how we approach project management.
Our favorite definition of Agile methodology is:
“Agile is a time boxed, iterative approach to software delivery that builds software incrementally from the start of the project, instead of trying to deliver it all at once near the end.”
It is a mouthful (as many definitions can be) and boiled down to delivering something tangible as early as you can. This will allow you to verify your assumptions and if you are going to fail, fail fast. This is implemented by chunking a backlog in sprints which are checked-in daily in scrums meeting (you can read more about it here).
If you’re familiar with the startup world then these terms aren’t new to you. But why should corporations and enterprises implement agile methodology in how they work with agencies or within their small teams? By following a lean and iterative approach it allows teams to fail quickly, validate their assumptions and easily change scope, if necessary.
Consistency is the key to success for project management. It’s great that you send an email update but if you don’t make your approach repeatable and scalable then it won’t foster good relationships for the agency or the client.
Project management is more than defining features of the product - it’s important to emphasize planning, prioritizing and outlining, and enforcing the key concepts and processes (with a scrum master).
We’ve found that these five points really help with eliminating miscommunication and provide a successful project management partnership between us and our clients; be it small startups or large corporate teams by keeping everything aligned.
Managing expectations is a key part of project management. Make sure that you can always complete what you agree to take on and that the responsibilities and expectations are clearly defined at the beginning of each project or as new features are added.
Step one is to define expectations for yourself. Here are the common expectations we set when starting a project.
As much as our clients have expectations from us (that we set), we have some for them as well. We typically set the following client expectations:
There will always be problems, the important thing is to know how to solve them, by having a system of processes in place.
Many of the problems of project management can be solved with our four principles of transparency, traceability, accountability and rational. Through iterative processes, and by under promising and over delivering, we are able to excel with what we can do.
By keeping these principles and expectations in mind, you can help improve communication, your project management and enterprise teams’ overall happiness, and the success of the project.
Is your team in need of some much needed innovation within a large enterprise? Take the first step to engage with Wiredcraft by filling out this form or dropping us a line at [email protected].