To adapt is to reinvent oneself. To progress is to choose.
In the ever-evolving world of technology, an IT project manager can no longer be content with simply being a task master. They must be agile, a true driver of change and a model of adaptation. In this article, I want to discuss a skill that is becoming essential for managing today's projects: the ability to adapt and embrace change. The capacity to accept and navigate constantly evolving project scopes has become a crucial skill, not only for project success but also for the growth of the team and the organization.
From Rigidity to Agility: A Necessary Shift
The classic software development framework, often represented by the V-model, no longer meets current requirements. This model, which demands an exhaustive analysis even before development begins, is too rigid in the face of accelerating markets and rapidly changing customer needs. This difficulty is particularly acute in the ERP or business management software sectors, where the interconnection of modules, the complexity of business rules, and the importance of data make changes costly and risky. The probable reasons for this inertia are multiple: strong user resistance to change, the impact on the entire organization, or dependence on vendors who often prefer stability over rapid innovation. I will delve deeper into this topic in another article, but the need to break away from this classic model is one of the reasons why a project manager must have the skill of agility.
Agility: The Heart of Adaptation
Agility, far beyond a simple project management methodology, is a mindset. It is based on the recognition that initial plans are guides, not unshakeable dogmas. For an IT project manager, this means:
- Accepting a not
- fully
- defined scope: Rather than fearing this uncertainty, you must embrace it. Change is not an obstacle but an opportunity to improve the product, better meet user needs, and remain relevant in the market.
- Encouraging collaboration: An agile project manager fosters continuous communication and information sharing within the team. They create an environment where everyone feels free to suggest adjustments and report obstacles, without fear of reprisal.
- Prioritizing value: When faced with a scope change, an agile project manager doesn't focus on what has been lost, but on how to maximize the value delivered. They help the team adapt quickly to focus on the most important features for the client.
Process Over Product: Continuous Control
The modern project manager knows that changes in scope, no matter how significant, shouldn't make them lose sight of the objective. Although the final goal may evolve, the mission to deliver a quality product within a given time and budget remains paramount. To achieve this, they place more importance on the productive process than the final result, because the quality of the process guarantees the quality of the product, even if the goals change.
They therefore establish a framework for constant control to ensure the team remains effective and productive. They don't just measure the final outcome but also intermediate steps, checkpoints, and performance indicators. This continuous control allows them to correct the trajectory in real-time, detect deviations before they become major problems, and ensure the project progresses in a healthy and sustainable way, despite adjustments.
The Iterative Approach: Implementing in Small Steps
The agile project manager isn't afraid to start developing a feature even if every detail hasn't been analyzed. They know that perfection is often the enemy of progress. Their approach is iterative:
- Start small and test: Instead of waiting for an exhaustive analysis, they encourage the development of a first, even limited, version to quickly submit it to key users or the client
- side project team. This approach allows for valuable feedback to be gathered and for the course to be adjusted along the way.
- Earn trust: They must find a way to get stakeholders to accept this method. They demonstrate that regular, visible, and tangible progress is more reassuring than a long period of silence followed by a risky final delivery. They build on these early successes to justify the iterative approach and create a climate of trust.
It's important to note that the purpose of this text is not to describe project management methodology as such—a topic that will be covered in future articles. Instead, it is to highlight the concept of "small steps," a fundamental principle of this capacity for adaptation that is the subject of my reflection.
From Reactive to Proactive: Becoming a Driver of Change
The next step, beyond simple adaptation, is to become a driver of change. This requires a proactive vision and an anticipatory approach. A project manager who drives change is someone who:
- Identifies opportunities: They don't just wait for changes to be imposed. They monitor the technological environment and customer feedback to identify adjustments that could improve the project. For example, if a new technology can simplify the development process, they don't hesitate to propose it.
- Communicates the vision: They know how to explain the "why" behind a change. By sharing their vision, they can mobilize their team and stakeholders, thereby transforming resistance into commitment.
- Defends their team: A project manager who supports change protects their team from external disruptions, allowing them to focus on adapting. They act as a shield, managing stakeholder expectations and ensuring that adjustments are made in a healthy and sustainable way.
Cultivating the Acceptance of Change: an Essential Skill
For an IT project manager, the ability to manage change is not innate. It is cultivated and developed through experience and training. It is a skill forged by listening to their team, remaining curious, and accepting the idea that initial perfectionism can be a hindrance.
In summary, today's IT project manager is a leader who guides their team through uncertainty with confidence, turning every challenge into an opportunity for growth. They don't endure change; they drive it.