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 What is a Programme  What is a Programme   Beware Some Managers Bite   Beware Some Managers Bite

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It almost goes without saying, however the Toolkit is an instructional resource therefore it must say it, the choice of your first project is very important indeed. In the Toolkit we call this project, the Pathfinder Project. It has that title for a reason and the clue is in the name. You are more than likely breaking new ground in your organisation by using this Toolkit.

In your organisation you may or may not have some form of Lifecycle which directs your organisation through its projects from inception to completion. Even if you do not have some form of Lifecycle there will be a tradition or a precedent which is used as a basis to deliver projects within your organisation. If there is not then just use the Toolkit Lifecycle.

Traditional Project management literature at this point will begin to tell you, if you are trying out a new method, choose a simple low risk project. That sort of statement cannot be easily denied but in our experience it tends not to line up with reality. Your organisation, or maybe you as an early adopter, is exploring a way of delivering projects that it has not used before. There is always a reason for this and we tend to find that it is not because you are having difficulty delivering simple projects. It is more likely that you have projects that have some measure of challenge or risk maybe both and maybe for lots of other reasons too.

So it is not simple low risk projects that we have problems with and so we are not looking for ways to deliver simple projects. What we will say is that you should not consider very complex, high-risk, high visibility, high impact and volatile projects to use as a basis for a Pathfinder Project. This type of project has risky qualities likely to affect delivery. Let us wait until your second or third project to deliver these. Agree?



Remember that this part of the Toolkit is about choosing the right project, the right Pathfinder Project. So, we are going to learn something very important. it is not actually the type of project that is important, it is the landscape surrounding the project and the environment in which the project exists that is important. Let us look at how we uncover this vital information.

Within the Toolkit there is the Readiness Declaration. This Declaration will validate and allow you to demonstrate pertinent qualities of the environment you can anticipate. Importantly, as the title suggests, you are also uncovering and communicating those significant parts of your organisation that are ready for agile project delivery and the Readiness Declaration points you to those parts of the organisation that are not.

The Readiness Declaration contains powerful messages about your organisation for senior management and the implication of these messages cannot be easily dismissed. For now all we should say is that the Readiness Declaration will address questions about the governance and approach to the project. This will give you key pointers to significant areas of the project environment which are likely to assist or challenge the success of your project.


It assigns the responsibilities for the elements of the project environment encompassing the mechanisms to ensure they occur whilst introducing a novel technique to leverage them. More soon.

Now it may seem chaotic but, before we talk about the selection parameters for your first project we would like to talk about the second and the third projects you will deliver as your agile transformation takes hold. It will become clear as we explain why some managers bite.

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 What is a Programme     What is a Programme   Beware Some Managers Bite    Beware Some Managers Bite



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