In recent times agile project management has gained significant popularity over traditional PM. But what exactly are traditional and agile PM, when is it suitable to choose one method over the other and how can they help you to manage your mobile workforce?
Traditional Project Management
Traditional project management involves very disciplined and detailed planning processes and control methods. Each phase of traditional PM is laid out in a very orderly fashion, with one phase being completed before the commencement of the next. Because of this, it is often described as a ‘waterfall’: once a phase has been completed it is not revisited or revised. Usually, there are five key steps to follow when implementing this management method and great emphasis is put on these processes.
- Initiation: Project objectives, key stakeholders, deliverables, timelines and budgets are established
- Planning: Baselines and estimates are laid down for all the project activities.
- Execution: Planned tasks are carried out and all essential work is completed, the final goal is achieved.
- Tracking: Schedules are monitored and modified if needed.
- Closing: The final deliverables are produced, the project must also be evaluated in order to learn lessons which may be implemented in future projects.
Traditional PM involves very heavy, upfront and detailed planning at the beginning of the project. Familiarity is key so the project details must be clear, deliverables must be transparent and any goals or solutions must be easily identifiable from the outset. It relies on anticipation of possible problems and aims to find solutions before the problems occur. This aspect may prove difficult for mobile workforces.
In relation to management structure, traditional PM favours a rigid style of leadership where decisions on the project are made generally by the manager who tells employees what to do, leaving little room for employee input and collaboration.
Agile Project Management
Agile PM is emerging throughout all industries, specifically engineering, IT and New Products due to its highly iterative, transparent and adaptive form of management and leadership, in fact, Forrester revealed that almost 75% of companies surveyed have adopted this approach to PM. Similar to traditional PM, a framework of processes is laid down:
- Breakdown the tasks to be performed
- Perform the tasks
- Communicate progress
- Testing
- Delivering
The method is credited for open and free flowing communication channels and co-operation between managers and workers. In addition, customer involvement is encouraged and constant feedback throughout development and roll-outs is vital in order to update the project with necessary changes, this ensures that customer requirements are refined and the end product suits their specific needs. This is a wholly different approach to traditional PM. Leadership is also approached in a totally different manner, self-organisation is supported in the team and delegation by the manager is very much present throughout the life cycle.
Which Approach is Best for Implementing a Mobile Workforce Management Solution?
Implementing a Mobile Workforce Management system, or any new IT solution in general can be a challenge for any company. Therefore, effective project management is of the utmost importance, both in ensuring the system is successfully implemented, but also in managing any resistance to change from employees who will be required to use the new technology. In order to respond quickly to changing technologies and user requirements, we recommend the agile PM approach for its ability to support rapid iterations rather than a long waterfall method.
Many firms are still unsure as to whether or not agile PM will work for their business or projects. When looking at mobile workforces, it is best to test agile management on a small or medium sized project where it can be rolled out quickly and iterative improvements can be made. Its adaptive control approach is perfect for a dynamic field environment as it facilitates updates and the constant changes that field workers encounter.
When implementing a MWM system, we find that the iterative, dynamic approach of agile is far more successful for our customers. This usually involves starting with a small trial group of employees using a simple form to begin with. This allows a number of employees to become highly knowledgeable on how to use the technology, whilst also pointing out any issues that need to be resolved prior to a company-wide roll out of the system. For example, one of our customers’ trial forms included 2 fields – a text field for recording the amount of concrete poured on a site, and a photo field for taking a picture of the completed pour.
To successfully change from traditional paper-based reporting to an app-based method both good training and buy-in from employees, willing to embrace change are required. Again, agile PM lends itself to dealing with this particular issue, with the iterative introduction of a MWM system key to overcoming resistance to change from employees. Starting with a small trial group who embrace the change will provide you with a group of advocates for the technology, making a company-wide roll out that much smoother.
Finally, agile management moves focus from costs to revenue. Particularly when looking at efficiencies in a mobile workforce, management must look at benefits gained from new technologies and innovations rather than initial outlay costs and focus on future revenues or increased market share. Choosing a per-user per-month licensing agreement can help further in this regard, as you only pay for the number of licences you use, making the solution extremely scalable and malleable to the needs of your business. A monthly licensing deal also allows you to continuously monitor and evaluate the MWM system, and the effectiveness it is having on the finances of your business.