There are many different reasons why people will do the right thing to help you build and maintain the momentum for your change initiative and to help you achieve sustained, collective momentum. The key to building and maintaining momentum is to understand and harness the different mindsets that cause people to choose change.
These days, it takes more than project management skills to succeed. It takes a person with agility—flexibility in understanding and applying the ins and outs of any method. Let’s investigate what "hybrid PM" is all about!
When a project requires an agile delivery model but the organization is tied to strict waterfall methodology, the team needs to be creative in order to meet its goals using all of the tools in the project management tool bag. Read the story of a team that learned that agile and waterfall can (and, indeed, should) co-exist to provide outstanding results.
New technology projects carry a high degree of uncertainty. Agile promises to manage uncertainty. Does this make for a natural match? Or are there more factors that influence the project manager’s chosen approach to a new project?
Agile teams bring both challenges and rewards, and the rewards don’t happen at the click of a finger. Leadership is required. Here, the author shares four strategies and his favorite techniques to help teams graduate from storming.
The risk we take in swearing allegiance to a specific approach is that following the approach often becomes more important than achieving the goal of the project. Let’s explore the merits of using the best of different approaches—and how marrying them into a hybrid model impacts the way projects are planned and managed.
If you have not run a hybrid project leveraging agile and waterfall methodologies, you are in for a great learning experience. Let’s put the two distinctively different approaches into a broad and high-level context…
As hybrid projects become more common, what has to change among team members, and how do we manage that change? Do we have to minimize these disruption scenarios, or can we create an environment where teams are more comfortable with the shifts?
The best agile software teams communicate well, push hard to meet deadlines, support each other when struggling with issues, and go above and beyond to maintain quality. The key element is trustworthiness. In this article, the writer provides a self-assessment tool that will allow you and your team members to assess and demonstrate trustworthiness over time.
Question: We have switched to agile practices and, if I do say so myself, I think we are doing an awesome job. However, even though we are carefully creating backlog lists and writing user stories, more often than not our end product or service still does not meet the expectations of our internal and external customers. Has something been left out of what we were taught?
Agile does provide a way to use non-functional requirements in its methodology, but often it is overlooked or not stressed when new teams are preparing their first few projects. Make a point to add them into your new process.
The reason agile projects are completed so much faster and provide so much more value is that with the Scrum practice methodology, it is no longer necessary to consider vague things like non-functional requirements. If they aren’t going to function anyway, why bother with them.
User stories are only written if there is a need for outside personas to be created to represent users. Non-functional requirements are the ones assigned to those personas who would not be interested in your product or service, and therefore can be excluded from consideration.
Many projects have both functional and non-functional requirements that impact the outcome of the project. That is why only traditional processes should be used. Agile processes work only on software projects, and then only when there is an absence of non-functional requirements to be considered.
by Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP
Trying to implement agile DevOps in a traditional DevOps environment is a huge challenge without first changing underlying governance practices. In this article, the author explains why--and identifies some success factors.
How do the biases, effects, fallacies, illusions and neglects outlined in Kahneman’s Thinking, Fast and Slow (2013) affect decision making? By applying Kahneman to the Knowledge Areas of the PMBOK® Guide, the author illustrates how project managers can mitigate the effects of irrational thinking.
Are command-and-control undertones hurting your organization's performance? Are people getting the passion and desire to contribute slowly crushed out of them by project management bureaucracy and prescriptive process? Then free them to be hyper-productive by emphasizing collaboration.
Some topics in agile testing may point to dysfunctional organizational practices that are often taboo, off limits or avoided in regular conversations. In this article, we identify four such topics that need to be discussed and addressed for agile success.
Companies seeking to cope with the pace of accelerating change are looking for ways to go faster, and managers in non-technical disciplines have become increasingly infatuated with the agile software development methodology. Agility sounds like a good thing, and agile marketing sounds like it must be better than regular marketing...but is it?
The transformation from waterfall to agile frequently meets with resistance to change. Many startups who want to embrace an agile approach fall into a vicious trap of a blended methodology often called “Wagile.” Learn how to encourage development of an agile mindset in your organization.
There’s a simple solution to complex projects: Create agile project teams. These teams close the gap between business areas and IT, reduce the workload, do away with rework and improve communication and team performance.
Agile principles have expanded much further beyond their software development roots. Here, we look at how agile principles were used in each step of the process to make a multimedia invention emerge from inception to reality.
Question: We’re totally committed to agile as a methodology, and we think that is partially why we have now grown so big that we need to open a customer call center. However, my expertise is not in planning contact centers, so what is the current wisdom of how these need to function to satisfy customers?
Customer inquiries are best served by FAQ sites: online and well-written website summations of the products you offer and the way they function. Spend your money in this type of development, which is probably more comfortable for you anyway.
Most staff members are reluctant to move into customer support functions, so you will first need to make sure there are enough competent people who know about your offerings available for hire. Prepare hands-on tests to screen out those who do not already know your merchandise or service products.
Call centers are the most cost efficient way to deal with customer issues, but you should outsource this function as creating your own may be beyond the skill set you possess. Third-party providers are uniformly cheaper than an internal system.
First, determine if it’s in your organization’s best interest to create a call center or a contact center. They are two different things and have different pluses and minuses. Then consider a management style for the center based on the agile philosophy.
In more traditional projects, we often hear about "control." But what might an agile project manager do? Here are three examples of servant leadership in action with respect to the team, the product owner and management.
The pressure for greater agility in project management approaches increases the challenge of achieving coherence between the WBS and the schedule network. This article elaborates on best practices where the goal of full coherence between the WBS and schedule network can be taken for granted and maintained without effort by the project planner.
"Among those whom I like or admire, I can find no common denominator; but among those whom I love, I can: All of them can make me laugh."