"I think we should just abolish that whole Scrum thing," says a somewhat frustrated project manager at a well-known Dutch company. He grumbles, adding, "What those IT guys are doing just doesn't align at all with what we do here on a project basis."
A nice way of saying: it's a mess.
What exactly was going on? The IT department of that well-known Dutch company was working in short sprints, using the Scrum method. Everything was going perfectly on that small IT island! They, in turn, were getting a cold shoulder from those project managers. Think: PRINCE2, what's the point?
So ⬇️
- IT says: PRINCE2, get rid of it
- Project manager says: Scrum, don't be so dumb (so also: get rid of it)
Then there was a third group, the business and sales people. They were caught in the middle. And, frankly, they were a bit lost. That's why Lagant was asked:
👉 HELP! 👈
The real solution was something completely different
Something none of the parties had ever considered: integrate AgilePM. Because no, you shouldn't throw away something that actually works. Scrum works perfectly, and PRINCE2 works perfectly too.
AgilePM essentially places a layer around Scrum, so that IT can simply work with Scrum and project managers understand it as well.
And of course, there was resistance in the beginning. Integrating a new method—is that necessary? Won't that take a lot of time? Will it really work? At Lagant, we knew it would work, so we persevered. Despite the resistance and the grumbling.
The grumbling subsided
Employees were trained in AgilePM and saw that it worked. The three departments understood each other, and they were once again working together towards the same goal: delivering a strong service to the customer.
AgilePM, Scrum or PRINCE2?
Funnily enough, that is not important at all. It is about the customer's need . That is the change question here: how do we get business processes to align properly (again)? Coincidentally, the solution here was AgilePM, but a methodology is never the guiding principle. The change question is the guiding principle.
Case closed. The advice proved successful, despite the company's initial envisioning.
This is what trust means to us
We think along with you. But we do n't just agree with you. We do this because we have your best interests at heart. That is palpable, and that is what we call trust. That is why clients dare to follow our advice, even if they have different ideas.
