PM@CH Journal 2017 December 2017 - Page 24

The Swiss Project Management Journal Projects Beyond Boundaries WAGILE P rofessionalise your project portfolio management . By Andreas Eberhardt Big organisations want to become agile. It is a com- mon belief in traditional industries that start-ups are more flexible, leaner and nowadays even able to maintain this competitive advantage. The most common explanation for this situation is: start-ups L et’s have a look back on the telecom industry (Telco) in the early 2000s, before the Apples and Googles had this brilliant idea to integrate content on mobile devices; before mobile network service provider became ordinary mobile network operator. The telecommuni- cation industry was highly competitive. There have been multiple product launches and price changes per day. The industry was a leader in technology and innovation, both in infrastructure and business models. It was characterized by constant re-organisations and change. Nobody talked about agile methodolo- gies, even though the speed of innovation and delivery was extremely fast. Without regarding the failure of the industry strategy, the impact and the expectation towards project management was immense. are more agile (references: [1] [2] [3] [4]). Is “agility” really the solution for traditional industries like ban- king, insurance or automotive to survive what is called the digital revolution, or in other words the increase of competition and time to market? The challenges in Telco organisations that time are similar to the challenges tradi- tional industries are facing today. Senior Executives have to align the entire com- pany organisation to a constantly chan- ging market situation, without creating administrative overhead and while securing competitive advantages of selective efficient organisational units within the corporation. The key success factors as the head of project management in a Telco company was the ability to formally establish a cross functional end to end accountability Make informed decisions, fast! in my delivery organisation, to split decision research and decision making in order to allow Senior Executives to actively take risk and to empower delivery teams to increase the delivery perfor- mance in a well-defined process frame- work. My main issues were not in the area of project methodologies, but in the management of external factors to the project, like the lack of trust, the non- availability of decision makers or missing transparency of delivery performance and decision making. Existing methodo- logies did not provide a solution, in contrary, they increased the creation of organisational silos which then augmen- ted the internal competition of valuable resources. I had a need for a different concept framework. Set realistic management Increase the Workflow WAGILE KEY SUCCESS Monitor the project delivery Project Management Institute SWITZERLAND Chapter Control the Go to Market! 24 2017 Edition