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.
Do we have to wait until after the project is delivered and handed over to operations to see if it was a good investment? This article will provide practical advice and a proven user research process you can use today to improve your benefits realization management .
The iterative nature of agile development poses key challenges when validating software for regulated industries. With thoughtful planning and careful execution, it is possible to achieve compliance through automated testing. Successful practices using automated validation testing and the steps a team can take to reduce validation cost and time at the end of a release cycle are discussed.
Process is a word often used by many team members when justifying the need to do something that they would rather not do. The cause for this conundrum is not with the process as a concept; the problem is with the decision to force a predefined process on everyone.
It’s rare to read about product development processes these days without mention of the benefits of using agile methodologies, yet one might be led to believe this only works for software development. Are hardware teams left out of the agile world? Not at all. You just need to be agile and adapt.
Although the RAG system (Red-Amber-Green) is still widely used in conventional project management as the method of rating issues or reporting on status, it is not only inaccurate, it is also counterproductive. There are agile reporting practices that are much more reliable.
The discipline of project management tends to be relatively stable as processes and methodologies are well established. However, just as technology and business models change, project management adapts over time. Here are some trends within our industry that are likely to gain momentum over the coming year.
This is the fourth and final installment in this series on using the latest UX methods for focusing on the right problems and slashing requirements-based risks. In this installment, we will be validating designs, using our prototypes for conducting usability tests.
Our webinar Agility, Innovation, Business Value Amplification From How to WOW considered how the combination of innovation and agility can produce business value while aligning service. Attendees learned how they can drive change for innovative and disruptive transformation. Here, the presenter continues the conversation with this Q&A session.
What is UX, and why should you pay attention? In the first article, we looked at the seven key UX activities involved in collecting accurate insights, modelling and validating our designs. Part 2 focused exclusively on the key differences of modern user research methods from traditional requirements-gathering activities. Now we look at building prototypes that will make it easy for us to later validate our solutions with usability testing.
In Part 1, we introduced the idea of User Experience Engineering (UX) and the core tools and processes we use today to conduct user research. Here we continue by showing the core principle that all user research is based on--and how you can use it to combat scope creep and other requirements-based risks right now.
by Chandra R. Munagavalasa, PSM I, SSGB, PMI-ACP, PMP
Why do we need another agile approach when there are numerous variations that already exist in the market? Many popular agile approaches have strict rules and/or requirements. D-cube (Decisive Dynamic Development) is simple and highly flexible, and can be tailored to fit to your needs. D-cube emphasizes the need for motivated teams, transparency, stakeholder feedback, and the reduction of waste.
Kanban is an effective tool for monitoring and controlling high-volume/low-complexity projects when the goal is to increase throughput, limit work in process (WIP), and measure flow in project environments. Implementation of this approach has the ability to reduce the project management team’s level of effort while optimizing resource utilization.
by Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP
Waterfall projects are “done” at the end, and it is easy to determine when benefits realization begins; however, on agile projects, deliverables are produced in a phased approach, and benefits realization may begin at many points along the project lifecycle. Which brings us to the question at hand: For agile projects, when can we start deducting/amortizing capital expenses?
What is UX, and why should you pay attention? This article will help you steer clear of common pitfalls. You'll understand the key UX activities, their goals, deliverables and what kind of outcomes you should be expecting to receive. We will also look at the degree at which each of these activities are affecting your risk breakdown structure and your schedule, their typical durations and typical manpower requirements.
Having used agile methods for part-time task forces within corporations with good success, it seemed logical to this practitioner to try them for volunteer and community-based philanthropy groups, too. How did it go?
There is an increasing amount of chatter and confusion out there around what organizational agility is--and a feeling that it must be important to organizational success. Maybe you should consider using the Triple T Metric.
To produce effective functional and cross-functional requirements, project teams must focus on solving real user issues. The author’s team initially ran into problems with delivering software that did not completely resolve market and user needs. To improve their practice, they increased their cross-functional team collaboration and enhanced the requirements management process in their agile projects.
by Sam Falcone, MSW, MBA, PMP, CSM, Lisa Binckes, M.A., Co-Sponsor
The General Services Administration’s (GSA’s) Public Buildings Service (PBS) needed better knowledge management (KM) approaches for supporting their building maintenance, leasing, construction, and renovation projects delivered annually across the United States. A national KM team, utilizing a rapid piloting approach, customized preexisting/prepaid software tools to quickly meet their information needs. Read the case study for details about lessons learned and critical success factors.
Application development speed and costs are not linear. Some small design and process decisions have big impacts on project outcomes. This article explores the cost-of-change curve and how agile tackles changes early, and also explains technical debt.
This coach is getting truly tired of talking to managers and leaders whose sole motivation in adopting agile methods is "increased capacity to go faster!" But if agile isn’t a “speed play,” what sort of play is it?
Benefits are why we undertake projects in the first place and agile maximizes business value, which is a benefit. So agile is all about benefits management, right? Partly yes, but it's not that simple...
by Doug DeCarlo, Principal, The Doug DeCarlo Group
In today’s increasingly dynamic project world, more and more project managers are finding themselves riding an extreme project--a venture characterized by high speed, high change, high complexity and high stress. What does it take to succeed? Let's look at nine vital leadership practices.
Teams run into trouble when they adopt agile practices without really knowing why they are doing them. This can happen when people who’ve been told to use iterations (sprints) still don’t understand why. And when they act on these statements, they unknowingly undermine their efforts to use agile. What can we do?
"Education is the ability to listen to almost anything without losing your temper."