PM@CH – The Swiss Project Management Journal 2017
Issued by: PMI Project Management Institute Switzerland
WAGILE – profesionalise your project portfolio management. By Andreas Eberhardt
Big organisations want to become agile. It is a common belief in traditional industries that start-ups are more flexible, leaner and nowadays even able to maintain this competitive advantage. The most common explanation for this situation is: start-ups are more agile (references:    ).
Is “agility” really the solution for traditional industries like banking, insurance or automotive to survive what is called the digital revolution, or in other words the increase of competition and time to market?
Let’s have a look back on the telecom industry (Telco) in the early 2000s, before the Apples and Googles had this brilliant idea to integrate content on mobile devices – before mobile network service provider became ordinary mobile network operator. The telecommunication industry was highly competitive. There have been multiple product launches and price changes per day. The industry was a leader in technology and innovation, both in infrastructure and business models. It was characterized by constant re-organisations and change. Nobody talked about agile methodologies, even though the speed of innovation and delivery was extremely fast. Without regarding the failure of the industry strategy, the impact and the expectation towards project management was immense.
The challenges in Telco organisations that time are similar to the challenges traditional industries are facing today. Senior Executives have to align the entire company organisation to a constantly changing market situation, without creating administrative overhead and while securing competitive advantages of selective efficient organisational units within the corporation.
The key success factors ….
Customer Success Story
Issued by: Wagile.pro & Deutsche Pfandbriefbank AG
Article title: With the use of WAGILE concepts, we successfully delivered our bankwide reporting transformation!
“I had full transparency about the program status and the impact of my decisions. It was a pleasure to observe the change of the project team toward more collaboration and more efficiency, I am impressed that the team was able to respect the challenging project mandate!“ Rudolf Meister, Head of Application Management Back Office, Deutsche Pfandbriefbank AG
The project mandate is the migration of the existing reporting systems (SAP BW) to a new infrastructure and the re-engineering of the complete datamodel. The business case is based on cost savings for storage, application servers and monitoring, which implies a
shutdown of the old system within the next 12 months. Business stakeholders expect a better …..
Download the full successstory: click here
Wagile in a nutshell
Issued by: Wagile.pro
WAGILE – delivering innovation… continuously and faster
Andreas Eberhardt, Eberhardt & Partner SARL
Nowadays start-ups move from the idea / concept to funded projects in only 6 months. Development speed and crowdfunding are continuously accelerating the innovation delivery. Old school delivery timelines and funding barriers seem to not be valid any more. “Digitalization”, “industry 4.0” or “big data” will have a revolutionary effect on IT delivery, and according to McKinsey, also impacting industries “traditionally cautious, heavily regulated, and accustomed to incremental change”. Large corporations have started to adapt their strategies and business models to prepare for this challenge.
The adaptation of the business model is not sufficient to survive the digital revolution!
The latest Standish Group “Chaos Manifesto” shows that the standardization of project management and the introduction of agile methodologies have not significantly increased the efficiency of project delivery over the last years. With the entry of new lean and reactive competitors and the reduction of the competitive advantage for innovations, there is a strong need of flexibility and adaptability in order to secure market share and revenue. Corporations have to adapt towards responsive and service oriented organizations and to accept a new role for technology departments as an enabler, working side-by-side with the business as a partner.
The key success factor is the ability to constantly and quickly deliver innovation!
WAGILE claims that existing (project) management methodologies and tools are not the final solution to manage the growing complexity and to overcome inefficiencies in project delivery, while increasing agility and flexibility. Current concurring methodologies are conceptually not integrated, their scope is limited and focused on a limited context of programs, projects, or tasks, using a mostly a technical vocabulary. Existing methodologies ignore or underestimate the impact of project “external factors” and mostly do not address potential (over) expected project results before project kick off.
WAGILE is a generic conceptual framework that aims to increase project delivery efficiency and to enable agility and anticipatory management. It allows the integration of (simplified) successfully proven management instruments, supports a parallel use of waterfall and agile methodologies and proposes pragmatic concepts to fill existing methodological gaps, like the impact of labour productivity to delivery efficiency. WAGILE concepts have a holistic frame, they are scalable and adaptable and were collected from several years of field experience.
WAGILE increases the project delivery efficiency and introduces process robustness, while enabling a faster and transparent risk-driven decision making!
WAGILE presents five concepts which are independently applicable. The WAGILE Decision Model stimulates anticipatory and informed decision making by providing flexibility and adaptability in the frame of a formal decision process, imposing legitimation and accountability to decision makers. The concept of ROADMAPiSATION facilitates the companywide alignment of capital expenditures (CAPEX) and project selection / prioritisation by introducing simplicity and a healthy competition for limited resources. The concept of Commercial Seasons realizes economies of scale for go to market activities and provides one common delivery frame with a cross functional vocabulary by standardizing and time scaling business related activities (e.g. in marketing, sales and customer care), and by integrating these activities in the release management. The WAGILE Monitoring Model defines standard delivery milestones and key measurements like Time-to-Go, Time-to-Market and burn rate monitoring, valid for all projects. This enables project comparison and project performance monitoring. The WAGILE Authority Frame describes instruments of empowerment to increase the responsibility of delivery teams and to enable pragmatism in risk management and strategic decision research.
WAGILE aims to increase the project delivery efficiency, to introduce a delivery process robustness, to reduce the time to market of projects and to enable a faster and transparent decision making. WAGILE impacts are measurable.
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