Process - Execute Project with the Urgency Required to Deliver Business Value

Enablers

This task emphasizes the importance of completing a project quickly and efficiently, while ensuring it delivers the benefits and desired outcomes (business value) for the organization. The following enablers are specific strategies that help project managers and teams achieve the task of delivering business value with urgency.

2.1.1 Assess opportunities to deliver value incrementally

This enabler encourages breaking down the project into smaller, deliverable chunks. Instead of focusing on a single, large deliverable at the end, the team prioritizes and delivers functionalities or features in stages. This allows for:

• Early feedback: Stakeholders and users can provide feedback on the initial deliveries, allowing for course correction and improvements before completing the entire project. This reduces the risk of delivering a final product that doesn’t meet expectations.
• Faster value realization: Business value is realized sooner as each increment delivers a functional portion of the project. This can boost morale and justify the project’s value throughout its lifecycle.
• Reduced risk: By delivering in smaller chunks, the team can identify and manage risks more effectively, minimizing potential issues and delays.

Tools and Techniques

• Agile Methodologies: The Agile methodologies such as Scrum, Kanban, and Lean methodologies prioritize iterative development and continuous value delivery, making them well-suited for projects requiring frequent value assessment and adjustment.
• Hybrid: Combining elements of traditional (waterfall) and agile methodologies. This approach might involve breaking down the project into phases with defined deliverables, while using agile practices within each phase for iterative development.

2.1.2 Examine the business value throughout the project

This enabler emphasizes the importance of continuously evaluating the project’s alignment with the defined business value. This involves asking questions like:

• Is the project still addressing the original business need?
• Are there changes in the market or company strategy that impact the project’s relevance?
• Are there alternative approaches to achieve the same business value more efficiently?

By regularly questioning and evaluating the project’s purpose and alignment, the team can ensure it remains focused on delivering the intended benefits to the organization.

Tools and Techniques

• Product Backlog Refinement: Regularly review and prioritize user stories in the product backlog, focusing on the features that will deliver the most value early.
• Stage-Gate Reviews: Conduct formal checkpoints at pre-defined stages of the project to assess progress, evaluate business value, and make informed decisions about continuing, modifying, or stopping the project.
• Value stream mapping: Identify and analyze the flow of value through the project, highlighting potential bottlenecks and opportunities for improvement.
• Return on Investment (ROI) analysis: Continuously evaluate the project’s financial viability and ensure it aligns with initial value expectations.

2.1.3 Support the team to subdivide project tasks as necessary to find the minimum viable product

This enabler focuses on helping the team identify the core functionalities that deliver the most significant business value as quickly as possible. By prioritizing the development of the minimum viable product (MVP), the team can:

• Minimize time and resources spent on features or functionalities that might not be crucial.
• Test and gather feedback on the core functionalities early, allowing for further iterations and improvements.
• Demonstrate the project’s value proposition to stakeholders more quickly, securing continued support and funding.

Tools and Techniques

• User Story Mapping: Break down user stories into smaller, testable units (user journeys) to identify the minimum set of features needed for the MVP and associated benefits.
• Minimum Viable Product (MVP): Develop the MVP with features that demonstrate the core value proposition and validate early user adoption and potential benefits realization.
• Iteration Planning: During each sprint, collaboratively plan and prioritize tasks within the user stories while keeping benefits realization in mind.
• Work Breakdown Structure (WBS): Break down the project into smaller, manageable tasks, facilitating identification of the MVP.

By employing these enablers, project managers can foster a culture of efficiency and value-driven execution, ultimately increasing the chances of project success and delivering tangible benefits to the organization.

Traditional vs. Agile

• Traditional: This approach prioritizes comprehensive planning and control, ensuring predictability and adherence to project scope. It excels in well-defined projects with clear requirements and minimizes risks through detailed upfront planning. Tools like Gantt charts and WBS enable efficient task management and progress tracking. While less flexible to changes, the structured approach fosters clarity and reduces ambiguity, which can be valuable for complex projects with strict compliance needs.

• Agile: This approach prioritizes flexibility and adaptation, allowing for continuous learning and course correction through iterative cycles. It excels in projects with evolving requirements or high levels of uncertainty. Techniques like user stories and backlog prioritization facilitate continuous value assessment and delivery. While requiring ongoing communication and adaptation, agility allows for faster feedback loops and potentially quicker time-to-market.

Both traditional and agile approaches offer unique strengths and are well-suited for different project circumstances. The choice between them depends on the specific project requirements, business environment, and risk tolerance.