If we want better projects, we need to be better at our project management. The question that remains, however, is this: Is consistency and formality the path to get there? Is promoting and demanding adherence to a common process what is required to get to “better”? Here, the evidence is mixed.
In this e-book, Luc Galoppin and Daryl Conner bring together their insights on commitment and social architecture. You will learn how the eight stages of commitment apply to an ERP rollout and why it is critical to carefully plan the "moments of truth". This e-book is specifically useful for executives who face an ERP rollout. It helps us to see where we need to be vigorous in terms of organizational change management.
recent blog postings
Card number 6 in my series of 16 Project World Collectable Cards is titled What does done look like? (if you are interested, you can buy larger prints of this card here.) What does don ...
Building on last weeks blog, where I discussed the insightful framework posited by Carnegie Melon Universitys Software Engineering Institutes Capability Maturity Model, I pointed out that the CMM, ...
What impact/Influence does the project manager have upon group decision making within a project team?from Project Leadership posted by on
Hello, You are invited to participate in a short online survey approx. 10 min on academic research topic “What impact/Influence does the project manager have upon group decision making within a pr ...
We know a big part of our job as project managers is to help keep the project and our resources organized. This takes a lot of coordination and effort on our part. But, what are some of the tools, t ...
Just because you are working in a waterfall organization doesn't mean you can't be Agile. Join Dave Prior as he walks you through a case study on implementing Scrum in a waterfall environment. He offers some key practices and data points that will enable you to be successful in both keeping the team productive and providing the information needed to build trust and confidence with the Project Sponsors and Senior Executives you need to support your Agile implementation.
Project Management 2.0
Situation: Youre compiling a project status report and need a quick audit of what youre doing. Project Headwaytasks offer a lot of guidance in managing your projects. One popular feature o ...
Situation: Youre building a WBS and need a quick audit of what youre doing. Project Headway tasks offer a lot of guidance in managing your projects. One popular feature of the process is Q ...
Spotlight On: PMO
What is your PMO’s reputation among the PMs it serves? There could be a lot of distrust. Through experience, one manager discovered some potential problem areas that you may want to look at in your own organization.
Spotlight On: Career Development
How does a project manager bridge the gap between understanding and experience? For PMs who are starting out in the field or who haven't mastered everything under the sun, it can always be beneficial to gain practical experience in different areas so that they have a better understanding of how things should be done.
Question: My team prefers to work in Story Points, but it sometimes becomes hard to deal with the realities of how to estimate a first iteration and how to deal with the availability of the team members. How do experienced agile teams handle these realities?
|A.||If you want to be agile, you must estimate in Story Points. Nothing else will really work for a team once they begin to do the work of the project.|
|B.||Neither is the correct approach. Estimate your Product Backlog in Ideal Hours, and then they will transfer over easily to the iteration work of the team.|
|C.||If you create software, use Story Points. If you use agile for any other type of project, estimate in work hours, which you can input into MS Project.|
|D.||Use Story Points for the Product Backlog, but actual hours for the Iteration Backlog.|
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