Project Management processes are maturing with more and more projects being delivered successfully. According to the Project Management Institute, a lack of project sponsorship continues to be the number one reason why projects fail. Scope creep continues to be an issue coming in at number two, with number three being a lack of capability in value delivery.
Organisations embark on large complex transformation journeys to achieve breakthrough performance, support acquisitions or comply with regulatory obligations to name a few. These journeys are time-boxed, budget dependent and face ever-changing risks, including regulatory, competition and resource capability. Ways to increase the likelihood of project success and value delivery include project governance, management and use of better practice delivery frameworks such as PRINCE, PMBoK, Waterfall and Agile.
Agile continues to be a topic of growing importance in project management, with 71 percent of organizations now reporting they use agile approaches to their projects sometimes or more frequently than in the past. Two out of every five projects use an agile, hybrid or blended agile approach and some of the agile methodologies now in use are Scrum, Lean and Kanban.
No single delivery framework fits every project and agile methodologies need to be adapted to suit project needs.
Kanban is a popular framework used for software implementation. This point of view captures the use of Kanban to deliver large and complex projects.