Agile Programme Management: 5 overlooked principles

Agility in programme management is often mistaken for introducing a new set of processes or a new tools rather than what it actually is: values and principles which define the way we work. The agile manifesto explicitly sets this out.

Agility, therefore, considers the "softer sides" of programme management; emotional intelligence of leaders, the working cultures of the team and learning from doing principles. Programme management tools and processes need to be primed to allow for agility to occur but they cannot provide agility.

When managing a massive programme in international development, we need to be agile in order to overcome an unexpected change in circumstance (Such as the COVID 19 epidemic) to negotiate the complex environments that we operate in and to allow for innovation, as agility breeds innovation in the way we manage programmes.

In my experience, these are 5 principles which are often overlooked. And if they remain overlooked, agility in programme management will not be achieved.

So here is some advice and lessons learned which I have garnered from others, for programme managers in the international development context:

Understanding the context

Context is multi-facet in nature. Context may be explicitly set through a Results Framework, Country Programme Document or a Strategy with a vision. These classic programme management documents are essential for ensuring we never lose sight of where we want to get too, and they should remain fixed.

Being agile does not mean losing sight of where we are going, or worst that we can change where we are going. It is an approach which allows us to be nimble in our delivery to reach the same aim.

But we need to go beyond these to understand the real context; what are the capacities of the team you are working with, what are the political situations they are operating in, what are the technical considerations for, say, a cash-transfer programme.

We are operating massive programmes, agility in programmes is like turning a ship. If your crew are not able too, or if the seas will not allow you too, or you are not aware of all the technical considerations for turning the ship, it will be very hard if not impossible to shift it.

Agility in programme management is exactly the same.

Point 1: Never lose sight of where we want to get too. But make sure you know your context beyond a simple drive for results. Because you will not get there otherwise.

Operational considerations

As an enabler to being agile, you need to understand and have control of all operational aspects of the programme. You cannot be agile if you do not understand how recruitment works, or how procurement systems work, or how budgeting can be flexible. All too often, programme managers overlook the operational capacities of their organization in favour of monitoring results, leading to an inability to be agile within the conditions set by rules and regulations around resources. Or worst, that the agility breaks the rules and regulations, which will threaten the programmes very existence.

If you do not understand operations, you will never be able to be truly agile.

Point 2: Agile is only possible if all operational aspects are known and considered.

Management Based Upon Results (Not just Results Based Management)

Results Based Management (RBM), as it is often stated, can skew our attention towards defining results, rather than being aware of the management style required in order to achieve the results. UNICEF have made this important distinction by making RBM a skill which is required for their programmatic approach known as "Management For Results."

Agile programming can only be effective if an ethos of Management Based Upon Results is being encouraged in the organization. Results are fixed with the vision, but our management approach needs to be agile in order to meet these results. There needs to be a connection between the monitoring/ reporting of results, and our management approach to pivot or stick in order to ensure we are on trajectory to meet those results. If the team does not have this ethos, agility will never occur.

Point 3: An ethic of Management Based Upon Results is the only way to achieve agility (not RBM)

Partnerships

Agile is beyond processes and tools. It is the use of emotional intelligence, leadership and work culture. Over the long term, these can never be harnessed by a programme management team in a vacuum.

It is vital that partnerships outside of the programme are built so that we learn from each other through various networks. A culture of agility can be built but cultures change and so our understanding of agility needs to change with it, and that means we need partnerships beyond our own space. Not just programme management networks, but also organizational change networks, talent support networks and leadership networks.

Point 4: Build partnerships to improve your understanding of work culture, emotional intelligence and leadership.

Always, always, listen and learn

Agile programming can only be achieved if everyone is willing to listen and learn from each other.

On the People for 2030 Programme at UNDP, an internal network was established of 149 People Champions who not only learn about the programme to communicate it to others but also provide feedback on implementation to the Director of HR. This feedback-loop fosters agility because we learn about how the programme is being implemented across all of UNDP's country offices (over 130) and, if something is not working, we know and are able to pivot the programme.

Point 5: Build an internal network and communicate to them, but more importantly, actively listen and learn your lessons.

The views expressed here are the authors own.