hello and welcome to less than six point to the applications
of agile to other enterprise. I t projects. I'm your instructor cane, and we're in module six. The conclusion.
So one of the things that gets talked about a lot and I'm personally guilty of this as well.
the idea of chronological snobbery. And for those of you that didn't take my enterprise project management course, chronological snobbery is this idea that
the things that air new are inherently better than the things that are old. And so we tend to be,
ah, hyper focused on the newness of certain ideas to the exclusion of the timeless wisdom that the that the idea is actually came from.
So you're a lot about agile being a fad, and what that means is, that
People talk about it, and we want toe
really focus on agile today because it's the new thing
and it'll be gone tomorrow. So some,
although not many traditional project managers, think that agile is a fad and will go away and get replaced something else. And again, I'm guilty of this in the sense that when people bring up agile to me.
I think back to my ah,
hey, if you will of rapid application development and I'm like, Well, you know what with old is new again we burned. We're rehashing the same things that we talked about in the 19 nineties
other than demonstrating my age, that is true.
But we have to remember
that as project managers,
product is cognitive. Meaning is
in your brain housing group to use an old military slang term. What we produce as project managers is not a
skilled at developing the appropriate cognitive framework that allows for
somewhat scientific way of
determining how we can accomplish the most amount of work in the least amount of time, or bring more value to the organization than if they had not hired us, right? So
if we were trying to draw paychecks
that are commensurate with what we're doing, and we're not actually producing an item like a
cup or a phone or whatever,
then we have to sort of justify our existence based on our ability to
develop a cognitive framework that is effective for the organization that allows for the production of the most amount of value in the least amount of time.
Angela is not a fan.
Certain agile methodologies, probably or a fad, meaning
everybody under the sun can come up with some cool, hip, new way of talking about performing work. And
they're way better than this other ways from better than Kon bon yada, yada yada.
That's sort of faddish in the sense that techniques always evolved. There's no defined technique
for how to perform work,
the idea behind the cognitive framework, the idea behind
producing value for the organization, that strategy execution piece
so important because it's hard, it's really, really hard to do. If it was easy, everybody would do it and companies would be wildly successful. But that's not the case.
Like I said before one of my previous videos, half of all projects fail. And the bigger and the more complicated the problem the project, the more likely it is to fail.
So there are very, very skilled project managers
more skill than I am, and I know that the put my you go in the back seat there. But there are some really skilled project manager strategy execution experts
that are very, very good at transitioning a
vision, a strategy goal
into a functional product that can be used.
And so that's what I mean by agile is not a fad. How we do that
going to go away. There's no one way of performing work that is scientifically so much better than any other way of performing work that we get rid of the other way.
What agile does and does very, very well is it focuses a hyper focuses on the idea of bringing value to the organization as quickly as possible.
And again, we talked about this in previous videos. Can I build a house with agile principles?
Um, I can probably wouldn't be ideal,
but there is a role for agile. There's a home for agile, primarily within information technology projects
as well as you talked about in the previous video cybersecurity projects. So it exists. It's really
the methodology and the techniques
are going to constantly change as technology changes. So you don't want to marry yourself to an agile methodology and think that's from is the end all be all or combines the end all be all or DS TMZ end all be all or whatever.
The point of agile, ironically enough, is to be agile.
The overriding principle of agile is how Doe I bring value to the organization in the tourist amount of time.
It's not that much different than traditional waterfall, which is how do I bring in
a new piece of work on time on budget
and meet all the reformist, uh, constraints performance criteria.
It's just a different cognitive framework. So we have now to computing cognitive frameworks for how we perform work.
Will there ever be 1/3 or 1/4 or 1/5?
Those are good questions, and I don't really know the answer to them.
in this space called Project Management,
the value that you, as a project manager, bring to the organization. Are you
positioned well to bring value to the organization? Is the way that you structure work
better than somebody else? And that's really where the agile waterfall thing comes from. So, no, I don't think Add Giles have had
I think it will be around for
quite a long time, and I think wonderful will be around for a long time, has been around since 19 sixties. I don't think it's going anywhere.
So in today's video, we discussed whether or not agile was a fan. I talked a lot about the cognitive framework of agile or product management in general,
and I think it's important to focus on the fact that there's this thing called strategy.
What are the goals where the ends versus the means? And then there's this thing called strategy execution, which is a group of people dedicated, skilled,
en able to execute those strategy objectives. So thank you very much. Have a great day, and I will see you in our final video