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Pitfalls on the road from traditional project management to Agile/Scrum (vincedasta.com)
4 points by SVTyler on Feb 24, 2016 | hide | past | favorite | 4 comments



"Unfortunately, many organizations trying to be “Agile” struggle or fail because of a simple reason- they don’t grasp the fundamental differences between strict TPM by the book, what they are actually doing in practice that causes projects to fail to deliver value, and how Agile/Scrum is different from the two." --> Truth


Thanks! Would love to hear any other thoughts.


On somewhat aside, While it's true that most "Traditional Project Management" implies waterfall, it's not quite true that "Water can't flow up the waterwall". At least for the last few editions, PMBOOK explicitly indicated that planning, execution, and monitoring are iterative and feed into each other.

There needs to be, and is, more to Agile than just the idea that you can (re-)plan during execution - no sane traditional/waterfall framework would insist on an unalterable "steady as she goes". There's always the urge to learn and improve from execution experience as early as possible.

To Article's point then, if your organization's issue is that you're not learning or implementing lessons, TPM is not the only problem. There's something in your company's organization or culture that prohibits it - and will continue to do so.


> On somewhat aside, While it's true that most "Traditional Project Management" implies waterfall, it's not quite true that "Water can't flow up the waterwall". At least for the last few editions, PMBOOK explicitly indicated that planning, execution, and monitoring are iterative and feed into each other.

What is apparently generally regarded as the first published description of the waterfall method, from 1970 [0] (and which is, like most descriptions, critical of it) observed that in practice all the steps were iterative (and that the feedback was in many cases non-local.)

[0] http://www.cs.umd.edu/class/spring2003/cmsc838p/Process/wate...




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