I am currently working on a large-scale banking system implementation and change within a BC Credit Union as a senior change manager on contract. This change within the organization is affecting many stakeholders within the Credit Union by merging two banking systems and moving forward with one system. Data needs to merge seamlessly, half of the organization needs to be trained on the system to feel confident, and members need to understand how their data will be displayed in the future and understand the project’s scope, impact, and timely communication.

Barriers to classic project management methodologies

Barriers and challenges that I have noticed stem from cultural differences and being on the same page as far as the project management and agile methodologies that the organization is using. Areas in negotiating requirements and functionality of different departments of the credit union, power dynamics within the culture, the new and undefined culture of the merged company, rules, and budgeting differences (Conway et al., 2017). There are many undocumented procedures that we are learning along the way from our data and infrastructure teams, our branch network, and our members that were unknown until we stumbled upon them (Mahmoud et al., 2016).

Integrating design thinking and Agile methodologies

Project management involves distinct planning and implementation phases (Mahmoud et al., 2016). The traditional project management life cycle involves initiating, planning, executing, monitoring, controlling, and closing (Knolscape, 2013). This was evident in our scope and initial project management design. About six months into this project, the organization decided to move to an Agile method.

Agile methodologies are more suited to this type of complex project rather than classic project management approaches as there is a need for flexibility, collaboration, and iterative development, with many areas changing and affecting other areas at once (principles behind the Agile Manifesto). Agile processes emphasize motivated individuals, face-to-face communication, working software to measure progress, and sustainable development (Conway et al., 2017). What also hindered our success was that some folks in the Credit Union understood Agile, but many did not, and there was a disconnect in language and approaches across teams.

While the Waterfall method of classic project management rely on detailed upfront planning and sequential execution (Watt, 2014), Agile methodologies embrace change, promote collaboration, and focus on delivering value iteratively (Bates, 2014). Agile is better suited for projects with evolving requirements and a need for flexibility (Mahmoud et al., 2016).

Strategies that work to overcome barriers

Some strategies that could have helped this project are understanding and training prior to the project to ensure everyone is on the same page regarding the Agile approach within the business. Incorporate an exploration phase to allow requirements and specifications to emerge through learning and trial and error (Mahmoud et al., 2016), and have the time earmarked to do this. Use design thinking to manage the exploratory phase, stakeholder involvement, and the project’s relation to the firm’s strategizing process (Mahmoud et al., 2016). Allow for failure and to fail fast.

Concluding thoughts

Based on the project’s complexity, time is always an issue, but challenges that came up for us related to scope and quality management between areas of the business regarding communication and overall understanding of impact to internal and external stakeholders. The Credit Union believed it was running the overall project using an Agile methodology. However, vast amounts of project team members were not up to speed or trained in the Agile language and process, creating further disconnects between teams with the scope of work and working in one forward motion. Culture and communication are the stem of the issue. You can say Agile in a meeting many times, but does everyone in the meeting and the organization know what this means regarding execution? Is it just a buzzword, and are we all on the same page on how to truly deliver and work Agilely within the organization?

References

Bates, T. (2014, September 9). Is the ADDIE model appropriate for teaching in a digital age?. https://www.tonybates.ca/2014/09/09/is-the-addie-model-appropriate-for-teaching-in-a-digital-age/

Ben Mahmoud-Jouini, S., Midler, C., & Silberzahn, P. (2016). Contributions of design thinking to project management in an innovation context. Project Management Journal, 47(2), 144-156. https://doi.org/10.1002/pmj.21577

Conway, R., Masters, J., & Thorold, J. (2017). From design thinking to systems change: How to invest in innovation for social impact. Royal Society of Arts, Action and Research Centre. https://www.thersa.org/globalassets/pdfs/reports/rsa_from-design-thinking-to-system-change-report.pdf

Knolscape. (2013, June 13). Introduction to project management: . YouTube. https://www.youtube.com/watch?v=BOU1YP5NZVA

Watt, A. (2014). Project management. BCcampus Open Education Pressbooks.