CWHP-A Reflections: Unit WWC03

Looking back on this unit, the concept of agile project management comes to mind. Even though health & performance is not a one-time ‘project’, but more a way of ‘being and doing’, this approach could be effectively applied to integrated planning and implementation of a health and performance strategy and objectives.

I’ve learned we need to be adaptable. Stakeholder needs and societal shifts occur frequently. Change is constant. So, implementing health and performance strategies will require the flexibility, adaptability, and autonomy needed to deviate on demand, navigate surprise resistance or issues, and stay current.

“Instead of being held captive by the project management plan (i.e., implementation plan), [we] outline at the start (which arguably could take months and be out-of-date by the time it’s complete), agile project management methods which [means] TRU [can] take [ongoing changes] into consideration to make the best possible product (i.e., health and performance plan). To do this, [we’d need] shorter development cycles (i.e., smaller action steps), a more iterative process (i.e., flexible sponsors, champions, funding, and resources; adaptable objectives), and continuous feedback and testing (i.e., ongoing assessment/two-way feedback, effective evaluation measures and communication, strategic trial and error).1

1 https://www.teamwork.com/project-management-guide/agile-project-management/