Who achieves transformations in organizations, the project methodologies and their tools or the human being?

Who achieves transformations in organizations, the project methodologies and their tools or the human being?

28 July, 2022

Could it be that we humans are drowning in project methodologies (predictive, agile and hybrid) and their tools, and we are minimizing the importance of the human, as the PRIMARY AND DEFINITIVE COMPONENT for the successful achievement of transformations? 

Project methodologies will continue to achieve exceptionally low levels of success globally if they do not articulate or integrate the human factor in a systemic way within their proposals. Methodologies must consider within their proposals a precise and clear definition of their practices oriented to keeping in mind and managing the human factor throughout the development of a project. In our experience, these actions around the human factor must be activated and deployed from the moment the vision is born and the business case that supports the project is developed.  

Today there are all kinds of project methodologies to develop predictive, agile and hybrid, some examples:

• Predictive: PMI PMBOK Guide, Prince2, among others. 

 

• Agile and Hybrid: Kanban, Scrum, Scrumban, Lean Startup, Extreme Programming (XP), Scrum XP, XP Hybrid, Crystal, among others. 

 

As we can see, the number is quite high, although most methodologies contemplate the human factor, they do not present it articulated and integrated into their methodological process. 

Even the Manifesto for Agile Software Development talks about valuing “individuals and interactions over processes and tools” … how is this achieved? It is not clear to us because this is another value, between values and principles suggested by the Manifesto. 

The PMBOK7 gives an endless number of alternatives of change management models for the development of a project, but it does not integrate or particularize any model to its proposal, it only lists them:

• Change Management in Organizations- PMI Practical Guide
• ADKAR by Jeff Hiatt
• Kotter 8 steps
• Virginia Satir
• Transition by William Bridges

 

As we have been talking about throughout these blogs in Human Group, project methodologies must integrate and articulate the human and the technical if they want to improve the success of projects. The human is not a minor component, as it seems to be presented, it is the PRIMARY AND DEFINITIVE COMPONENT to achieve the expected benefits in a project. In the last blog, we introduced the “purifier” using a simile to a water purifier that must deliver optimal water for human consumption. The “purifier” in projects must deliver the benefits that the client expects. The 10 Elements in a methodological model that ensures that the PRIMARY AND DEFINITIVE COMPONENT evolves throughout the process of change that generates a project, regardless of its implementation methodology.

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Now the book 10 Elements for Successful Organizational Transformations is on Amazon, you can learn about our Methodological Model. 

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