Author: Mark Whitfield

Welcome to my site! After graduating in Computing in 1990, I accepted a position as a programmer at a Runcorn based software house specialising in electronic banking software, namely sp/ARCHITECT-BANK on Tandem Computers (now HPE NonStop). This was before the internet became more prevalent and so the notion of enabling desktop access to company accounts for inter-account transfers and book keeping was still quite a cutting edge idea (and smartphones only ever hinted at in Space 1999). The company was called The Software Partnership (which was taken over by Deluxe Data in 1994). I spent 5 years in Runcorn developing code for SP/ARCHITECT for various banks like TSB, Bank of Scotland, Rabobank and Girofon (Denmark) to name but a few. I then moved onto a software house in Salford Quays for further bank facing projects. After a further 23 years in the IT industry and now a Senior IT Project Manager (both Agile and Waterfall delivery), I thought I would echo out my Career Profile in this corner of the internet for quick and easy access.

Servant Leadership on a page overview

Servant Leadership on a page overview

Business Analyst BA Essential Requirements Practices

Business Analyst BA Essential Requirements Practices

Project Management Methodologies, historical timeline by era and year

This is a detailed, comprehensive historical timeline of project management methodologies, tracing the evolution from ancient practices to modern adaptive frameworks.

I. Pre-Modern Era (Before 1900): Foundation of Task Coordination

  • 2570 BC (Great Pyramid of Giza): Completion of the pyramids, demonstrating early project organization with managers for each of the four faces, planning, and logistics.
  • 208 BC (Great Wall of China): Construction of the Great Wall, involving massive workforce organization divided into soldiers, citizens, and criminals.
  • 1850s (Transcontinental Railroad): US railroad projects requiring large-scale resource and schedule management.
  • 1896 (Harmonogram): Karol Adamiecki developed the harmonogram, a predecessor to the Gantt chart (published in 1931). 

II. Early Modern Era (1910s–1950s): The Scientific Management Era 

This era brought “scientific management” to project control, focusing on efficiency and visualization. 

  • 1910s (Gantt Chart): Henry Gantt developed the Gantt chart, a visual tool for scheduling tasks over time.
  • 1911 (Scientific Management): Frederick Taylor published The Principles of Scientific Management, focusing on efficiency and time-saving.
  • 1931–1936 (Hoover Dam): One of the first large-scale applications of Gantt charts for complex scheduling.
  • 1942–1945 (Manhattan Project): Development of the atomic bomb, creating a need for rapid, complex planning and large-scale team coordination. 

III. The “Golden Age” of Project Management (1950s–1960s): Formal Methodologies 

This era introduced mathematical models for managing complex, interdependent tasks. 

  • 1956 (AACE Formed): The American Association of Cost Engineers (now AACE International) was formed, specializing in cost control and scheduling.
  • 1957 (Critical Path Method – CPM): Developed by Dupont Corporation to manage chemical plant maintenance shutdowns.
  • 1958 (Program Evaluation and Review Technique – PERT): Created by the US Navy Special Projects Office for the Polaris missile submarine project to manage task time and risk.
  • 1962 (Work Breakdown Structure – WBS): The US Department of Defense mandated the use of WBS for large, complex projects.
  • 1965 (IPMA Founded): The International Project Management Association (IPMA) was launched, the world’s first project management association.
  • 1969 (PMI Founded): The Project Management Institute (PMI) was launched to promote the profession, later developing the PMP certification. 

IV. The “Silver Age” (1970s–1980s): Systems and Controls 

  • 1970s (Waterfall Introduction): While used informally earlier, the Waterfall methodology was formalized for software development in the 1970s, emphasizing sequential phases.
  • 1975 (PROMPTII): Simpact Systems Ltd created PROMPTII, a methodology to handle cost overruns in computer projects, which later formed the basis of PRINCE.
  • 1975 (Mythical Man-Month): Fred Brooks published his seminal work on software engineering project management.
  • 1978 (Toyota Production System): Lean production and Kanban techniques, used in manufacturing, began to influence project workflow.
  • 1984 (Theory of Constraints – TOC): Dr. Eliyahu Goldratt published The Goal, introducing the Theory of Constraints for managing constraints (bottlenecks).
  • 1986 (Scrum): Takeuchi and Nonaka defined Scrum as a project management style for fast-paced development.
  • 1987 (PMBOK Guide): The Project Management Institute published the first Project Management Body of Knowledge (PMBOK) white paper.
  • 1989 (PRINCE): The UK government launched PRojects IN Controlled Environments (PRINCE), the standard for information systems projects. 

V. Rebirth and Modern Era (1990s–2000s): Agile and Adaptive Methods 

  • 1994 (CHAOS Report): The Standish Group published the first report documenting high IT project failure rates.
  • 1995 (Scrum Formalization): Jeff Sutherland and Ken Schwaber formally defined the Scrum framework.
  • 1996 (PRINCE2): PRINCE was updated to PRINCE2 to become a generic, more flexible methodology applicable to all project types.
  • 1997 (Critical Chain Project Management – CCPM): Eliyahu Goldratt invented CCPM, based on the Theory of Constraints.
  • 1998 (PMBOK Standard): The American National Standards Institute (ANSI) recognized PMBOK as a standard.
  • 2001 (Agile Manifesto): 17 software developers met to publish the Manifesto for Agile Software Development, prioritizing collaboration and adaptability over rigid plans.
  • 2007 (Kanban for Software): David Anderson adopted Kanban for software development, focusing on visualizing work and limiting work-in-progress. 

VI. The Contemporary Era (2010s–Present): Hybrid, AI, and Speed 

  • 2012 (ISO 21500): The International Organization for Standardization published ISO 21500:2012, “Guidance on Project Management”.
  • 2017 (PMBOK 6th Ed & PRINCE2 Update): PMI introduced Agile/adaptive practices into PMBOK, while AXELOS released a more flexible PRINCE2.
  • 2018 (PRINCE2 Agile): PRINCE2 Agile was launched to combine the governance of PRINCE2 with the flexibility of Agile.
  • 2021 (PMBOK 7th Ed): A major shift in PMI standards, moving from process-based to principle-based, focusing on project outcomes.
  • 2020s–Present (AI/Hybrid): Rise of AI-driven project management, automated reporting, and hybrid methodologies combining Waterfall stability with Agile speed. 

Project Management Methodologies, historical timeline by era and year

Mark Whitfield, Senior IT Project Manager

Mark Whitfield is a highly experienced IT Senior Project Manager and Engagement Manager based in Manchester, UK, specializing in Agile Scrum, PRINCE2, and Waterfall methodologies. He holds a degree in Computing (1990) and has extensive experience in IT hardware solutions, financial services, and Aerospace & Defence. 

Here is a comprehensive summary of his profile, with links based on the provided search data:

Professional Profile

  • Name: Mark Whitfield
  • Role: IT Senior Project Manager / Engagement Manager (SC Cleared)
  • Key Skills: Agile Scrum, PRINCE2, ITIL, Financial Forecasting, Stakeholder Management, Technical Initiative Leadership.
  • Education: Computing (Graduated 1990). 

Comprehensive Career History

  • Capgemini UK (Jan 2016 – Present): SC Cleared Engagement Manager (A8) in Custom Bespoke Solutions.
    • Recent Experience: Project Manager for a UK-wide Air Traffic organisation, delivering new Apple iOS Apps for military and public use.
  • Betfred Limited (Dec 2014 – Jan 2016): IT Senior Digital Project Manager, Online and Mobile Division.
  • Wincor Nixdorf Limited (Sep 2013 – Dec 2014): Project Manager, Professional Services – Banking Division.
    • Key Project: Managed a £5+ million project replacing legacy HP NonStop software systems with AIX-based J2EE/Oracle technologies for a major UK bank.
  • Reflex / Insider Technologies (Aug 1995 – Sep 2013): Project Manager – Strategic Technical Initiatives.
  • eFunds (1994 – 1995): Lead Analyst. 

Certifications & Training

  • Cloud & Project Management: AZ-900 Microsoft Certified Azure Fundamentals (2022), Advanced Engagement Management (2017), Registered PRINCE2 Practitioner (2011).
  • Agile: Agile SCRUM Training (2011).
  • Technical: TANDEM Performance Analysis (1995), C++ for Non-C Programmers (1997), Querying MS SQL 2000 (2009). 

Awards

  • C&CA UK’s Communications & Engagement Award Winner – Cloud & Custom Applications (Capgemini UK, Dec 2022).
  • Project Recognition Award – Wincor Nixdorf (Retail Banking Project). 

Web Presence & Documents

Mark Whitfield, Senior IT Project Manager

By era;

Mark Whitfield is a highly experienced IT Project Manager, Senior Developer, and SC-cleared consultant with over 30 years of experience, specializing in HP NonStop (Tandem) systems, banking software, and digital transformation projects. He is currently an Engagement Project Manager at Capgemini. 

Career Overview

  • Specialism: HP NonStop (Tandem) mainframes, BASE24, transaction monitoring, Agile/Waterfall methodologies.
  • Key Industries: Financial services, electronic banking, government, automotive, aerospace.
  • Core Competencies: Software development (C, C++, COBOL, TAL), Project Management (PRINCE2 Practitioner, Scrum), Pre-sales technical consultancy. 

Career Timeline by Era and Year

1. The Foundation & Tandem Era (1990–1995)

  • 1990: Graduated in Computing and started as a Programmer for The Software Partnership in Runcorn, specializing in sp/ARCHITECT-BANK on Tandem Computers.
  • 1990-1994: Developed banking code for TSB, Bank of Scotland, Rabobank, and Girofon (Denmark).
  • 1992: Worked on the Barclays Business Master II (BBM II) project in Knutsford.
  • 1994: Company taken over by Deluxe Data (later FIS). 

2. Insider Technologies & Monitoring Era (1995–2013)

  • 1995–2013: Joined Insider Technologies Ltd as a Senior Development Engineer and Project Manager.
  • 1995-2004: Developed monitoring/diagnostic software (Reflex 80:20, Reflex ONE24) for HP NonStop payment systems.
  • 1997: Worked on projects for CRESTCo.
  • Early 2000s: Focused on HP NonStop transaction/payment monitoring for ATM/POS devices using ACI’s XPNET.
  • 2005-2013: Managed first HP OpenView Operations Smart Plug-In certification for NonStop; designed XPERT24.
  • 2011: Certified as a PRINCE2 Practitioner. 

3. Banking Transformation & Consultancy Era (2013–2016)

  • 2013–2014: Wincor Nixdorf UK – Worked as a Project Manager in Professional Services for the Banking Division.
  • 2013-2014: Assigned to Lloyds Banking Group (LBG) for the Self-Service Software Replacement (SSSR) program (ATM estate upgrade).
  • 2014–2016: Joined Betfred as an IT Project Manager in the gambling/casinos industry, delivering mobile/online payment gateways (iOS, Android). 

4. Digital Transformation & Capgemini Era (2016–Present) 

  • 2016: Joined Capgemini UK as a client-facing Engagement Manager.
  • 2016-2017: Led digital projects for automotive, local government, and aerospace sectors.
  • 2017: Obtained Microsoft Excel Expert skills and Advanced Engagement Management certifications.
  • 2018–2019: Augmented into MuleSoft as a Delivery Manager for the Anypoint Platform.
  • 2022: Completed Microsoft Azure Fundamentals (AZ-900) certification.
  • 2023–2024: Assigned to a UK Government account for a cloud migration of 130+ applications and the Fish Export Service (FES) project. 

Key Qualifications

  • PRINCE2 Practitioner & Agile Scrum
  • ITIL Certified
  • SC Cleared (UK Government)
  • Technical Skills: C, C++, MS SQL, COBOL, TAL, Java, ASP.NET, HP NonStop

Agile Scrum on a page, summary of core focus areas

Agile Scrum on a page, summary of core focus areas

Agile Scrum Backlog Grooming & Sprint Planning

Agile Scrum Backlog Grooming & Sprint Planning

Scrumban project management summary and detailed historical timeline by era and year

Scrumban is a hybrid Agile project management framework that blends the structured planning and roles of Scrum with the continuous flow and visualization of Kanban. Originally designed as a transition method for teams moving from Scrum to Kanban, it has evolved into a popular, distinct approach for teams needing to manage unpredictable work (e.g., support, maintenance) while maintaining prioritized planning. It focuses on pull-based workflows, limiting Work-in-Progress (WIP), and continuous improvement. 

Scrumban Summary

  • Best Used For: Teams needing more flexibility than Scrum (no rigid sprints) but more structure than Kanban (needs planning cycles).
  • Key Features: Visual board (Kanban), Work-in-Progress (WIP) limits, on-demand or iterative planning, and a pull-based workflow.
  • Differences from Parent Frameworks:
    • vs. Scrum: No set sprint length or rigid roles; work is pulled continuously rather than planned in batches.
    • vs. Kanban: Uses planning meetings and team retrospectives, whereas classic Kanban is purely continuous. 

Detailed Historical Timeline of Scrumban

1. The Pre-Scrumban Era (Pre-2008)

  • 1950s (Kanban Origin): Toyota develops Kanban to optimize manufacturing production processes, focusing on Just-in-Time (JIT) production.
  • 1986 (Scrum Concept): Takeuchi and Nonaka introduce the “rugby” approach to product development in the Harvard Business Review, fostering flexible, team-based development.
  • 1995 (Scrum Introduced): Ken Schwaber and Jeff Sutherland formalize the Scrum framework for software development.
  • 2001 (Agile Manifesto): Release of the Agile Manifesto, establishing core agile principles.
  • 2004 (Kanban in Software): David J. Anderson suggests applying Kanban practices to software development to improve workflow.
  • 2000-2007 (Evolution): Microsoft teams begin experimenting with “feature crews” that mix structured planning with continuous delivery, planting the seeds for hybrid approaches. 

2. Conception and Definition (2008–2010)

  • 2008: Corey Ladas coins the term “Scrumban” and introduces the concept in his work, proposing it as a mechanism for teams to transition from Scrum to Kanban, or as a sustainable hybrid for maintaining focus while reducing iteration overhead.
  • 2008: Ajay Reddy discusses the “Scrumban (R)evolution,” emphasizing that Scrumban is a distinct, powerful approach, not merely a blend.
  • 2009: Ladas publishes “Scrumban: Essays on Kanban Systems for Lean Software Development,” providing the definitive framework for the approach. 

3. Formalization and Adoption (2011–2019)

  • Early 2010s: The methodology gains popularity in specialized software areas, such as maintenance and support teams, where unpredictable bugs demand faster flexibility than two-week sprints.
  • 2016: Ajay Reddy releases “The Scrumban [R]Evolution: Getting the Most Out of Agile, Scrum, and Lean Kanban,” providing practical guidelines for applying the methodology.
  • 2018-2019: Adoption expands beyond software development into agile marketing and HR, looking for reduced bureaucracy. 

4. Mature Hybrid & Continued Growth (2020s–Present)

  • 2020s: Scrumban is recognized as a standard agile framework within major project management tools (e.g., Jira, Miro, Monday).
  • 2025-2026: Further refinement as teams integrate AI-driven task management with visual Kanban workflows to increase throughput and automate WIP tracking. 

Core Principles of Modern Scrumban (2026 Perspective)

  1. Pull System: Work is pulled by team members when capacity allows, rather than pushed into the team.
  2. Visual Board: All tasks are visualized to show bottlenecks.
  3. WIP Limits: Restricting the number of active tasks at any stage to improve efficiency.
  4. No Required Roles: Teams can keep Scrum roles (Product Owner, Scrum Master) or remove them, depending on their needs.
  5. Adaptive Planning: Planning occurs on-demand or at short intervals, not just in strict timeboxed sprints.

Scrumban project management summary and detailed historical timeline by era and year

CPM Critical Path Method project management and detailed historical timeline by era and year

The Critical Path Method (CPM) is a foundational project management technique developed in the late 1950s to identify the longest sequence of dependent tasks (the “critical path”) that determines the minimum time needed to complete a project. By focusing on these critical tasks, managers can identify which activities have flexibility (float) and which will delay the entire project if they slip. 

Detailed Historical Timeline of CPM

Pre-Development Era (1940-1955): The Need for Speed 

  • 1940–1943: DuPont develops precursor techniques to manage scheduling challenges during the Manhattan Project.
  • Early 1950s: The U.S. Navy recognizes the need for better planning systems for complex, high-stakes defense projects. 

Development Era (1956-1959): The Birth of CPM 

  • 1956: Morgan R. Walker (DuPont) and James E. Kelley Jr. (Remington Rand) begin collaborating to create a new method for managing industrial plant maintenance shutdowns.
  • 1957: Walker and Kelley formalize the Critical Path Method (CPM). The technique is first applied to DuPont’s chemical plant projects, saving $1 million in its first year.
  • 1958: Simultaneously, the U.S. Navy and Booz Allen Hamilton develop the Program Evaluation and Review Technique (PERT) for the Polaris missile program. The term “critical path” is coined by the PERT team.
  • 1959: First paper on the critical path, “Critical-Path Planning and Scheduling,” is published by Kelley and Walker. First computer-based CPM is implemented on UNIVAC computers. 

Expansion Era (1960-1979): Industrial Adoption

  • 1961: Dr. John Fondahl develops the Precedence Diagramming Method (PDM), a manual “non-computer” alternative to early computer-heavy CPM.
  • 1962: The U.S. Department of Defense (DoD) mandates the use of Work Breakdown Structures (WBS) along with network scheduling (PERT/CPM) for projects.
  • 1966: CPM is used for the first time in the construction of the World Trade Center Twin Towers in New York City.
  • 1970s: CPM moves from chemical and defense sectors to widespread use in construction, engineering, and infrastructure projects. 

Computerization Era (1980-1999): The PC Revolution

  • 1980s: Advent of personal computers (PCs) allows project management software (like Primavera) to make CPM accessible, removing the need for expensive mainframes.
  • 1987: The Project Management Institute (PMI) publishes the first Project Management Body of Knowledge (PMBOK Guide), standardizing CPM as a best practice.
  • 1997: Eliyahu M. Goldratt introduces Critical Chain Project Management (CCPM), a new method that builds on CPM by focusing on resource limitations rather than just activity sequence. 

Digital/Agile Era (2000-Present): Modern Integration 

  • 2001: The Agile Manifesto is written, introducing iterative, non-critical-path methods for software development.
  • 2010s: Hybrid project management becomes popular, combining CPM (for predictable, sequential work) with Agile methods (for unpredictable work).
  • Today: CPM algorithms are embedded in modern scheduling software (Microsoft Project, Oracle Primavera, ClickUp), enabling real-time recalculation of the critical path. 

Key Components of CPM

  • Network Diagram: A visual representation of activities (nodes) connected by dependencies.
  • Forward Pass: Calculates the earliest start (ES) and finish (EF) times for tasks.
  • Backward Pass: Calculates the latest start (LS) and finish (LF) times for tasks.
  • Float Calculation: Determines how long a task can be delayed without affecting the project completion date (Float = LS – ES).
  • Critical Path: The path with zero float; any delay in these tasks delays the project. 

CPM Critical Path Method project management and detailed historical timeline by era and year