Agile Final PDF
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An article discusses how an agile approach is enhancing the visitor experience for sports fans across Europe. It notes that new, more agile stadium designs are being adopted that feature high-density seating, WiFi connectivity throughout, and mobile-friendly services that allow fans to order food and drinks from their phones. This new type of "Agile stadium" is aimed at better engaging younger generations of fans accustomed to connectivity and is expected to help grow sports fan bases. The Amsterdam ArenA is cited as one of the first European stadiums to adopt this new agile approach.
Agile Final PDF
- 1. HowanAgile approachis enhancingthevisitor experienceforfans acrossEurope AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET MAY 2015 AGILEBUSINESSINFO.CO.UK AgileBusiness INFOGRAPHIC MakingAgile workforyourbusiness P2 EXPERT PANEL Weaskthree AgileexpertstheiropinionsP6 WATCH FootageofAmsterdam’s newAgilestadium PHOTO:THINKSTOCK
- 2. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET2 AGILEBUSINESSINFO.CO.UK D espite how it is often portrayed,agile and flexibleworking isn’t just about meeting the demands of employees or offering incentives to members of an enterpriseworkforce.Although this is a crucial factor and outcome,agility in business is about more than employ- ee benefits.It is away for companies to meet their strategic business goals in a challenging business environment.It in- volves doingwork differently and focusing on performance and outcomes rather than on time and attendance. New,more agile models ofwork are being adopted not only by nimble,entrepreneurial start-ups but by larger more es- tablished organisations as a necessary means to survive in today’s fast paced and global market. TheAgile Future Forum (AFF)was established in 2012 by 22 founder companies to support the growth of agilewor- king practices across UK PLC.Our organisations differ in si- ze,sector and location,but share a commonview thatwork- force agility,supported and implemented by business lead- ers can deliver sustainable,enhanced business performance and greater employee engagement.Our research suggests the benefits are equivalent to 3 – 13% ofworkforce costs.The biggest driver ofvalue is the ability to meet the demands of your customers more effectivelywhilst recruiting and re- taining talented staff members. Agileworking is about businesses and employeesworking together to considerwhere,when and how towork to maximise productivity,innovation and ultimately deliver bestvalue to an organisation.There isn’t a one-size-fits-all solution for every business but agileworking has helpedAFF companies to compete in the global market. We call on other business leaders to consider thevalue thatworkforce agility may bring to their organisation and ultimately,to the UK economy. Workforce agility is integral for UK PLC to thrive Traditional ways of working are no longer sustainable. In this age of instant connectivity, demographic and social changes, as well as increasing customer demands, business leaders and organisations are recognising the need to think about the way they operate. Fiona Cannon OBE Director, Agile Futures Forum “The biggest driver of value is the ability to meet the demands of your customers more effectively whilst recruiting and retaining talented staff members” READ MORE ON AGILEBUSINESSINFO.CO.UK The Agile stadium Spotlight on the innovative developments of high density stadiums across Europe P4 Planning for change Can an Agile approach to your business improve planning and productivity? P7 Champions of Agile Tips on the key ingredients needed to successfully adopt an Agile culture within your business Please RecycleFollow us MediaplanetUK @MediaplanetUK @MediaplanetUK Managing Director: Carl Soderblom Content and Production Manager: Brogan Wright Designer: Vratislav Pecka Business Developer: Alex Williams Project Manager: Sam Ayerst E-mail: sam.ayerst@mediaplanet.com Mediaplanet contact information: Phone: +44 (0) 203 642 0737 E-mail: info.uk@mediaplanet.com IN THIS ISSUE AGILE Make it work for your business and your people Agile projects are more likely to succeed 3times 64% of features delivered via traditional project methods are rarely or never used The Values Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Success The business benefits 92% 63% 78% recommend agile average quality improvement of stakeholders more satisfied 52% Ability to change organisational culture 41% General resistance to change 33% Availability of people with the necessary skills 31% Management support 26% Project complexity or size Challenges Top barriers to agile adoption Before and after The business benefit 63% cheaper 83% fewer defects 24% faster delivery 63% smaller teams Learn more about Agile Business on agilebusinessinfo.co.uk Source: BCS – The Chartered Institute for IT
- 3. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET MEDIAPLANET 3 BC965/LD/AD/1014 © BCS, The Chartered Institute for IT, is the business name of the British Computer Society (Registered charity no. 292786) 2014 Our range of internationally recognised project management certification includes PRINCE2® and the entire Best Management Practice portfolio. bcs.org/bmp Deliverchange, createvalue. How do we turn the principles of Agile into a living, breathing organisational reality? Adopting Agile: The organisational development landscape T here are a range of edu- cational tools out the- re that cover a range of techniques. These are not based on one parti- cular approach or interpretation of Agile, but on giving individuals a wi- der understanding of how Agile va- lues, principles and techniques can operate together to deliver improved business outcomes. Embedding an understanding of Agile practices into those teams that will be involved in Agile pro- jects is a pre-requisite for introdu- cing this approach. But, before this happens, there should firstly be an appreciation of what techniques are available within the Agile portfolio, which will be adopted and why. An organisation may opt for one speci- fic approach, such as SCRUM, or may choose to blend several different ap- proaches. Training must be aligned to the overall strategy. Remember, too, that Agile len- ds itself to being introduced incre- mentally - for instance by starting small within specific teams and/or projects. It can be introduced in its purist form, or elements taken as needed to complement what people already do. This means that an orga- nisation can trial the introduction of Agile in small parts, before ma- king the leap to more radical and far- reaching implementations. As effective Agile adoption is in part concerned with cultural chan- ge, work-based learning at an orga- nisational level can play a significant part in the successful uptake of Agi- le. Setting up work-based learning schemes and programmes in Agile learning & development within the business provides a more targeted and effective route for larger organi- sations.This helps to address the bar- riers for Agile adoption. It enhances an organisational understanding of the new approach, supports cultur- al change, and also allows the Agile learning and development landscape to be specifically aligned to the most important business outcomes. Adopting any change – including Agile–isasmuchaboutleadershipand motivation as it is about formal train- ing models. If an organisation is to be trulyAgilethenitsleadersmustbeAgi- le by example.That, by default, entails a willingness to devolve responsibility and decision making.Then there’s the question of how to cascade that com- mitmentdowntothepeoplewhoactu- ally do the job. For Agile to really stick, they must be actively committed to it intheireverydaywork. So it’s just as important for organi- sational leaders to ensure that the HR function puts in place systems of mo- tivation and reward for thosewho are adopting the behaviours that mana- gement wants to see. That might ta- ke the form of offering a professional accreditation, extra career develop- ment opportunities or even mone- tary rewards. One thing’s for sure though: unless the adoption ofAgile is taken serious- ly – from leadership through to midd- le management through to the shop floor – attempts to goAgile can poten- tially go wrong. Agile is a mind-set, yes, but it is a structured mind-set governed by principles and techni- ques that people need to learn,just as they might learn any other skill. By Amy Hatton Robert Streeter Senior Product Manager, BCS The Chartered Institute for IT Learn more on agilebusinessinfo.co.uk
- 4. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET4 AGILEBUSINESSINFO.CO.UK www.gowerpublishing.com/projectmanagement www.gpmfirst.com Gower Publishing Specialists in Project and Programme Management You’ll find over 120 books from classic project management through to the most challenging and cutting edge works, all written by leading international experts GpmFirst – NEW for 2015 Online eBook Library and Community of Practice Subscribers to GpmFirst can enjoy online access to over 120 project management books and a rigorously moderated expert CoP featuring author extras, articles, templates, checklists, slides, training tools, models, videos, podcasts, workshops and facilitated discussions. Create a personal profile and a customised branded informal, corporate or student network to share content with your group. IPMA have donated 400 subscriptions of GpmFirst to develop new Project Manager skills and capability in developing nations. Sign up today for your free 28 day trial! INSPIRATION The Agile stadium The Amsterdam ArenA One of the first stadia in Europe to make the move to Agile The Agile stadium is coming to Europe and is bringing with it an experience that the next ge- neration of fans will love and bring them back to watching sports in stadia again. Long gone will be the days of foot- ball being watched only by men over 40 on television and in pubs and stadiums; with long queues to buy beer & food in a cash only envi- ronment with connectivity so bad in some stadiums that phone calls are a challenge and anything else on the phone is impossible. The next generation of fans are experiencing the world through mobile.They are creating their own content and sharing that with their friends and other fans. They watch, buy, curate and create every day so that retail has already redefined it- self to fit that pattern. Sports is star- ting to catch up. The US is leading the way with almost all the NFL sta- diums now fully connectedwith HD Wifi and MLS and NBA have also in- vested in smart stadia technology. The 49ers WiFi system has a net- work backbone that can transfer 40 gigabits of data each second. That’s about 40 times faster than today’s fastest home internet connections. The 49ers 68,500 fans can order be- er and food from their smartphone app and getvideo and other content in the stadium with fans able to sel- fie and upload anytime they want to share the experience. In Europe many of the big Stadia havenotyetinstalledHDWiFi,butit is coming. AFC Ajax, FC Schalke 04 and Borussia Dortmund are moving from an analog to a digital fan enga- gement experience.This is the start ofsmarterAgile stadiums in Europe and a better fan experience which is the basis to bring the next gene- ration of fans back to the stadia. Agile:It’snotjustforITanymore High-performingorganisationsaredemonstratingthat adheringtoprovenproject,programme,andportfolio managementpracticesreducesrisks,cutscosts,and improvessuccessratesofprojectsandprogrammes–allwhile helpingtoensurethatprojectsandprogrammesremainalig- nedtotheorganisation’sstrategicobjectives. ITorganisationshavelongreliedonAgileprojectmanage- menttechniquestohelpthemachievethesegoals.Asglobal competitionincreases,though,moreindustriesaretakingno- ticeofAgile’sversatilityandincorporatingittotheirtoolkits asawaytoadapttochangingproductmarkets,fluctuations intheeconomy,andshiftsininternalorganisationalstrate- gy. Organisationsfromindustriessuchasfinancialservices, education,energy,constructionandgovernmentarereporting that,whenimplementedcorrectlyandintherightconditions, Agileishelpingthemdojustthat;accordingtoProjectMana- gementInstitute’sPulseoftheProfession®In-DepthReport: OrganisationalAgility,organisationsthatareadeptatagile processesaretwiceaslikelytoreportsuccesswiththeirnew initiativesastheircounterpartswithlowagility. RespondentstoPMI’sPulseoftheProfession®In-DepthRe- port:OrganisationalAgilityidentifiedkeyactionsthatthey associatewiththesuccessfulimplementationofagilemetho- dologyattheirorganisations.64percentcited‘shorterdeci- sion/production/reviewcycles’;54percentcited‘integrating thevoiceofthecustomer’;and53percentcited‘eliminationof organisationsilos’. Regardlessofwhichsubsetoftoolstheyuse,practitionersat organisationsthathaveincorporatedAgilepracticesagreeon onepoint:agileiswhatyoumakeofit.Thecultivationofan Agileprojectcultureevolvesorganicallywithinanorganisa- tionbasedonitsuniqueneeds,assistedbyrigorouschange managementprocesses.Ratherthanjumpinginhead-first, you’llwanttoselect,sampleandincorporatethetechniques thatbestfityourcompanyprofileandintegratetheminto projectprocessesinmanageable,measuredincrements. Brian Weiss Vice President, PMI Practitioner Markets Johannes Waldstein Co Managing Director, FanPlay PHOTO: HUAWEI
- 5. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET MEDIAPLANET 5 kognitio.com/know You have too much raw data You want to know who, when, what, why? You need to predict, to anticipate You want to know now! Agile minds need insight Moving your business view from hindsight to foresight can be challenging when you have data with volume, velocity and variety. Analytics on Hadoop can be frustratingly slow and demanding when the business teams want interactive - enhance your investment with an easily integrated scalable, high-speed, ad-hoc, feature rich Analytical Platform or Analytical Service. A pioneer in high-performance, scalable Big Data analytics for Data Science & Business Intelligence. Big Data In the words of 1986 film character Ferris Bueller “Life moves pretty fast. If you don’t stop and look around for a while, you could miss it.” In the 18 years since the John Hughes classic was released, digital technology has increased the speed of business exponentially. Howcloudcomputingisenabling businesstobemoremobileandAgile I n 1986 the landline telep- hone was the main com- munication tool and being at work meant being in an office for eight hours. Fast forward to 2015 and internet tech- nology, mobile services and cloud computing mean our working li- ves are moving fast and the line between home and work continu- es to blur. Technology has enabled busines- ses to become more responsive to customers’ needs, with employees able to access the same computing services,platforms and power at ho- me and on the move as they can in the office. This mobility and agility would not be possible without cloud computing. The cloud provides the computing infrastructure and eco- nomies of scale that enable busines- ses to access increasingly complex computing applications and servi- ces on a pay as you use basis, accor- ding to business requirements. The financial flexibility of cloud services means companies are gaining ope- rational efficiencies whilst reducing their ITexpenditure. Back in 1986 this would have been unimaginable. As would the abili- ty to access a company’s core busi- ness systems and data from any lo- cation; or conduct analysis of bu- siness data on the move using a smartphone, laptop or tablet. Ho- wever, the development of a mobi- le, responsive, flexible, agile work- force has become a reality due to cloud computing. Looking ahead 15 years, it’s clear that cloud computing is funda- mental to the next wave of digital development. The Internet of Things and the rise of the smart ci- ty will mean a significant increase in data. Only the cloud will provide the data storage, processing and analytical capabilities needed to unlock its value. Thanks to servi- ces and applications built, mana- ged and accessed using cloud com- puting, businesses will become more mobile, increasingly Agile and faster than even Ferris Buller could have ever imagined. Learn more on agilebusinessinfo.co.uk Sue Daley Head of Programme, Big Data, Cloud & Mobile, techUK PHOTO: THINKSTOCK
- 6. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET6 AGILEBUSINESSINFO.CO.UK ImplementinganAgileculture Poorunderstandingofhowstrategyis managedwithintheorganisationis themajorbarriertosuccess.Agileor not.WhybeAgileifyourstrategyisdelive- ring? However,mostorganisationsfailinthis becausetheirportfoliosarenotfocusedonthe deliveryofbenefit.Theprojectsthataresup- posedlydelivering thebeneficialchangebe- comedetachedwhentheyshouldatalltimes bedynamicallylinkedtoperformanceandin turnrigorouslymonitoredandassessed. It is that rigorous monitoring and assess- ment that ensures the project is on track and still going in the right direction which allows for agility.Agility to me means keep- ing in step with your strategy while having the ability to change as soon as the signal to do so occurs. Robert Streeter Senior Project Manager,BCS The Chartered Institute for IT Agile is justanothertoolinthebox.It’sjust anotherwayofsolvingthechallengeofgetting thingsdone.Anymethodcorrectlydeployed willproduceefficienciesandcompletethejob. There is also a tendency to think that the ‘new’ thing is somehow going to be better. What agile does is provide a new verna- cular to problem solving and work execu- tion that a good project professional will ha- ve been able to solve from previous project management knowledge and experience. Any project will perform badly if the teams and stakeholders have no confiden- ce in the method.Agile has provided new hope.And if being different and new gets things done I fully support it. But I await the research evidence which shows me it really is cost effective. Agile has a part to play in almost any project.Any risk manager would agree that it could be used where there is high uncer- tainty and poorly defined scope, or within a work package in a well-structured project and possibly for new product development. Could it be used to manage the portfolio of a large enterprise? Unlikely.The costs of oversight and integration are currently pro- hibitive. What do you see to be the barriers to business’ becoming more Agile? How does Agile compare to other ap- proaches and what are the advantages? How do you see Agile developing in your industry? Modern change initiatives can hap- pen through internal innova- tion, but more commonly they are being driven by external influences on the business environment. It follows that, in order to stay competitive, businesses and individuals face three choices: Resist chan- ge, allow change to happen without mana- gement, or apply formal change manage- ment to drive the process. Resisting change brings the risk of becoming irrelevant.Al- lowing change to simply “happen” might seem the easy path, but ultimately the bu- siness will lose out as others remain more pro-active. Change is happening all around us,whether we want it to or not. The im- portant thing, then, is to develop the abili- ty to recognise the change, identify what is needed and respond accordingly. Embracing the benefits of Agile can result in significant business wins – but by definition a move to a new approach means a new mind-set, and that can be harder to achieve.Today,Agile is supported by a range of techniques such as Scrum, Kanban and User Stories.What’s more, applications of Agile have moved well beyond the software development arena alone. Now,Agile is an emerging player in areas such as product development, DevOps, project management and business analysis.That, of course, me- ans that adopting Agile has become a chal- lenge that extends far beyond the core IT team,where such a change could be imple- mented in a relatively discrete way. But the good news is that there doesn’t need to be a one size fits all approach when you’re ma- king the move. Advances in technologyareallowingbu- sinessestomoveawayfromapurefocuson buildingfromthegroundup.Instead,theycan starttofocusmoreonsolvingthebusinessis- suesanddealingwithchangingbusinessen- vironments,usingAgileapproachestomove quicklytosolutionsandbenefitsrealisation. As technology and Cloud solutions ad- vance and mature this trend will continue at an increasingly rapid pace.As a result, business leaders need to find ways to ensu- re that their business is responding to the competitive challenges they face,whilst at the same time leveraging the opportunities that are being presented. Key toadoptingAgileistoworkouthowto improvewhatalreadyexistsandintroduce Agileinawell-informedandtailoredmanner, basedonwhatyourbusinessneedstoachieve andwhereyouneedtoimprove.Ifyoucanget togripswiththatchallenge,thenallthebene- fitsofAgileareoutthereandprimedtoequip youforcommercialsuccess. ThreeleadingexpertstalkusthroughthebenefitsofAgilebusinesspracticeandprovide insightonhowtheapproachisdevelopingwithintheirindustries. Read more from our experts online agilebusinessinfo.co.uk Steve Wake Chairman, Association for Project Management (APM) PANEL OF EXPERTS The main obstacle to becoming more Agile is resistance to change. Organi- sations and practitioners advocating for Agile face inertia created by years of wor- king within structured silos and compart- mentalized task groups.They also face the fear of new variables and unknowns: “Will I need to learn new skills?Will my job and my role at the company, change dramatically?” Agile advocates have to manage these fears and changes, and conquer the mind-set of, “We’ve always done things this way.” Agile offers flexibility,transparencyand customer-centricitythatdistinguishesit fromotherapproaches.Theapproachbuilds fluidityintotheproject’sscope,tasks,timeli- nes,andresources,andshortiterativecycles allowteamstomakecoursecorrectionsover theprojectlifecycleasneeded.Itfacilitates communicationbyallowingopen-channel, open-endeddialogueforrapiddissemination ofimportantinformation,andpositionsthe customerasthekeystakeholder,incorpora- tingtheirinputateveryphaseofexecution. As the Agile blueprint becomes more refined and specialised, it is being recogni- zed as a game-changer across a wider cross- section of business entities.We’re seeing more integration of Agile in industries bey- ond IT and healthcare, including financial services, education, energy, construction, and government. By managing this chan- ge, these organisations are taking the first steps in the evolution of a more adaptable, fluid project environment that will pay divi- dends in higher success rates, greater mar- ket share, and competitive advantage. Brian Weiss Vice President, Practitioner Markets PMI
- 7. AN INDEPENDENT SUPPLEMENT BY MEDIAPLANET MEDIAPLANET 7 It is not only the cool techy start ups in East London that can benefit from Agile project management. Big corporations can save big bucks too. It will speed up your work and make your workers happy. Timetobeagile By Stefano Pozzebon I n an era of cutting costs and fast moving scenarios, big corporations can save ti- me and money by embra- cing efficient management practices that, collectively, come under the name ofAgile Project Ma- nagement. In a traditional management ap- proach the work is scheduled over a long period of time and, although it may be very clear what final results the project aims to,a top-down con- trol tends to slow down production. What an Agile Project Manage- ment approach does is breaking down the workload into smaller segments to create a more dynamic stream of production. Every seg- ment constitutes a work unit assig- ned to a specific team, each team being responsible for providing their results in a short, fixed period of time,called Sprint.Normally eve- ry Sprint lasts about two weeks. This also allows a continuous re- vision of the work completed so far, as every work unit is evaluated at the end of each Sprint. A Sprint is effectively an independent cycle of production, and because of the constant iteration between back- wards and forwards, this methodo- logy also comes under the name of SCRUM, after the rugby formation. In the game, players must move forwards but can only pass the ball backwards, to a supporting player. In the same way, in an Agile pro- ject environment each small unit completes its share of the work and then passes it on to another unit. Agile management promotes indi- vidualinitiativeovercontrolfromthe top, and, in this way, it is much fitter to respond to a change,as the develo- pers are not asked to follow a schedu- led plan, but rather to move on from wherethepreviousteamhadarrived. Linda Lloyd is responsible for im- plementing Agile practices at Tha- les, one of the world’s largest aero- space and naval manufacturers. She was commended twice by the Ministry of Defence for leading her teams to constantly exceed expecta- tions while managing defence cont- racts worth millions of pounds. Adopting Agile in a regulated en- vironment like the military indu- stry was not an easy task.“It is more like a culture that the company has to take up as a whole,” she says. “Of course, there are still some require- ments that must be fulfilled, I am talking of financial requirements, regulation requirements and so on, and there must be a central control from the top.” Ahybrid approach is the one to fol- low: “You still need to track projects, youstillneedtounderstand,andeva- luate, the performance of the soft- ware teams, and to deliver what was agreedwith the customer.” For this reason, the figure of the project manager is key: “It might look smaller in terms of produc- tion, because every team should be working on its own, but the manager’s role is actually more dif- ficult because he/she has to deal with all those different types of re- lationships and make them work together.” Companies that adopt an Agile mentality are quicker to respond to changes and their employees bene- fit from the freedom of initiative they are given.The role of the mana- ger is to channel that initiative to game winning solution. Linda Lloyd Portfolio Project Manager, Thales E-Security & APM Member Learn more on agilebusinessinfo.co.uk COMMERCIAL FEATURE Planning for changeThe business case has been made, the budget agreed, deliverables defined, stakehol- ders identified, milestones set and risks assessed. The pro- ject plan has been set out and all systems and processes are in place. So what could possibly go wrong? Even the best laid project and pro- gramme plans can fallvictim to the unexpected, leading to costly over- runs or even cancellation. According to Stephen Jones, chair of the Association for Project Management’s(APM)specificinterest group on planning, monitoring and control, the Agile approach provides that flexible extra dimension to react rapidlyandgettheplanbackontrack. “Agileisnotareplacementforpro- ject management,” he explains.“It is a framework and mind-set that en- hances how projects and program- mesarerun. “From the outset, you expect that things are going to change and that requires different behaviours to mo- ve quickly and efficiently by crea- ting anAgile teamwithin the project team,aplanwithintheplan.” Stephen introduced an Agile ap- proach with earned value manage- ment during the design phase of an IT implementation programme at Sellafield Ltd, where he is a project manager. Thanks to this process, when the project moved to execu- tion under another project mana- ger, an unforeseen issue that could have had a serious impact on delive- ry and budget was swiftly identified and resolved. He is also contributing author to APM’s Planning, Scheduling, Moni- toringandControl:ThePracticalPro- ject Management of Time, Cost and Risk,whichincludesasectiononthe role that Agile can play. The guide is dueforpublicationthissummer. He’sconvincedthereisvalueofthe approach beyond IT, such as in com- plex engineering design and other long-term projects where assump- tions made at the front end often changeastheplanprogresses. It’s not an excuse not to do things properly, he added. It’s not an open chequebook and it’s not a hiding place for poor performance.You still needabaselineplan,youstillneedef- fectiveriskmanagement. “But expect that things will chan- ge and be prepared for that in a way that allows you to deliver value and benefits, rather than doggedly follo- wing the plan.” About the Association for Project Management (APM) – apm.org.uk The association is a registered charity with over 21,150 individu- al and 547 corporate members ma- king it the largest professional bo- dy of its kind in Europe. As part of its strategy to raise awareness and standards in the profession it is cur- rently in the process of applying for a Royal Charter. APM’s mission statement is “To provide leadership to the movement of committed organisations and in- dividuals who share our passion for improving project outcomes”. The Association for Project Ma- nagement is committed to deve- loping and promoting project and programme management through its FIVE Dimensions of Professio- nalism.There are a number of ways in which you can benefit from what we do, including: membership qualifications events publications online services Association for Project Management Ibis House, Regent Park, Summerleys Road Princes Risborough, Bucks, HP27 9LE +44 0845 4581944 www.apm.org.uk Stephen Jones Deputy Head of Project Management Capability, Sellafield Ltd “Agile is not a replacement for project management, it is a framework and mind- set that enhances how projects and programmes are run.”