The five targets behind flexing what is delivered
プロジェクトの効率化のため、成果物に要求される局面（時間・コスト・品質・スコープ・リスク・利益）の内、何を柔軟に捉えられるかについての5つの項目です。プロジェクトを進行中、良く悩む点で、参考になります。ITIL 4に似た印象を受けます。
It is very important to understand the thinking behind flexing what is being delivered and not just do it "because that's what the manual says". The following sections outline the deeper and more specific reasons why PRINCE2 Agile involves basing the way a team thinks and acts on a different paradigm from that on which projects have traditionally been based.
It is very important to understand the thinking behind flexing what is being delivered and not just do it "because that's what the manual says". The following sections outline the deeper and more specific reasons why PRINCE2 Agile involves basing the way a team thinks and acts on a different paradigm from that on which projects have traditionally been based.
- Be on time and hit deadlines
Being on time and hitting deadlines has many very significant advantages.
For any project or piece of work being on time is naturally seen as desirable, but the advantages that meeting deadlines creates may not all be obvious; when the many upsides of this are taken together, it creates something that should be seen as essential as opposed to just desirable.
Some of these advantages can include:
- delivering early realization of benefits, and these can be planned around
- helping with planning (e.g. dependencies within a project or between projects, capacity and resources at the portfolio and programme level)
- giving confidence (e.g. with progress)
- there mat be no choice (e.g. external market forces or regulatory considerations)
- reducing the likelihood of cost overruns (assuming that resources are fixed)
- improving reputation (e.g. with the customer)
- delivering early realization of benefits, and these can be planned around
- Protect the level of quality
Ensuring that the level of quality is protected and regarded as vital is of paramount importance to a project. This will lead to a lower cost of ownership throughout the lifetime of the final project.
PRINCE2 Agile protects the level of quality and ensures that deadlines are met by reducing the amount delivered by the project but not reducing activities that ensure that the quality level is met.
- Embrace change
Embracing change by seeing it not only as inevitable but also as a positive influence on a project allows for a more accurate final project.
It is important to distinguish between minor change and major change because only the former can be handled dynamically and with little overhead. This illustrates the importance of setting the project baseline in the project initiation documentation (PID) at the correct level.
- Keep teams stable: do not add people to a team in order to try to go faster
Keeping a team stable over the short term removes the temptation to add people to a team in order to catch up with work when in reality it is more likely to have little or no effect.
Changing team members or adding to the team can have a far more detrimental effect than normal for reasons such as:
- time is spent bringing new team members up to speed.
- the number of communication lines in the team grows exponentially.
- there is an opportunity cost incurred to the areas providing the new people.
- The team dynamics change and need to be re-established.
The impact of changing a team's dynamics is usually underestimated and can sometimes be the most counterproductive side-effect of the four.
- time is spent bringing new team members up to speed.
- Accept that the customer does not need everything
Accepting the premise that not everything defined in the initial stages of a project must be delivered is wise. It inevitably turns out that many things do not add enough value to warrant delaying the project because of them.
A project using PRINCE2 Agile does not set out with the intention of not delivering everything, but it does aim to hit deadlines and protect the level of quality by reducing what is delivered accordingly. This in turn can result in the early delivery of a minimum viable product (MVP), an in general terms the project delivers what the customer really wants (or needs) more quickly.
