If Kanban works well on specific software projects, can it be scaled to facilitate Lean throughout an organization? This article will look at how Kanban can be thought of as a general purpose change management approach for your organization.
It's surprising how many project managers don't know the difference between a framework and a methodology. It's time to clear the air and clarify the differences.
Adoption of a Program Management Office is not a decision that should be made quickly or taken lightly. Careful preparation, clear alignment with organization objectives and stakeholder feedback are critical to a PMO’s success.
The purpose of the project proposal template is the first step to gain approval of a project moving forward. Similar to a project charter, it provides the initiator of the project with an avenue to document the purpose of the project, the objectives, and the basic information need to see the project approved through to the planning stage.
You might have heard about the “Big Data” craze. The rush is on, and like Cloud Computing it’s gaining momentum fast. So what is all the fuss about? What exactly is Big Data and why should we care?
This Microsoft Project Plan will walk you through the ins and outs of putting together a business question assessment to analyze the data you need for your data warehouse.
In the journey to PMP fitness, you have taken three decisive steps. But many PMs have not had the opportunity to participate in a suite of courses where most knowledge areas are explored from a combined approach of PMI theory and real-world application. While this can put you at a real disadvantage, it’s still possible to be successful. In out latest installment, we cover Project Integration Management.
Whether you're a consultant starting with a new client or a company looking to outsource, this agreement will make sure everyone is on the same page going into your next project.
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.
If you're having trouble with your team, this might be a good time to check in on their motivation and take some positive action. Here's a plan to get everyone back on the right track.
Combining agile and governance seems, at first glance, to imply boxing people in from each perspective and forcing them to chose an option that is neither fully agreeable to each. But this combination is in the best interest of both camps; learn some practical approaches to make it work.
This comprehensive presentation covers all of the basics of Seibel 7 Workflow Processes.
While many projects may not have to adopt the elements of the Federal Incident Command System, some are set up to resolve a certain time-bound resolution of organizational priorities and can reap the benefits.
From Gartner PPM Summit
Reseach Director David McClure discusses the vast benefits of IT portfolio management, when it's implemented with the requisite management commitment and discipline. He also addresses those challenges unique to public sector projects of this type.
Time consuming, friction inducing and potentially costly, there is plenty that you would want to avoid when properly building IT service management. Yet if you hold your nose and do it right, you can establish a strong and effective process.
IT Service Management is rich and complex. So how does an IT manager navigate these choppy seas? There are a few ways to make the process much easier. Here we look at ITSM from a user and technology manager perspective.
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.
Closing the execution gap in knowledge management is never easy. This excellent presentation gives you hints on how to do just that. It concentrates on KM best practices and keys for success.
Question: My team seldom seems to be able to communicate effectively about project data and reports, even using the most specific common words. And we disagree on whose meaning is correct. How do we find a reputable source to rely on to clear up these misunderstandings?
| A. | Whichever team member has the most years with the organization should be allowed to define terms for the team to adopt. Defer to this person. |
| B. | The field of knowledge management is being used as a common foundation for defining terms for the project management field and beyond. |
| C. | Ask the person who has the most recent PMI certification, as those with older certifications may not understand today’s project management practices. |
| D. | The National Association of Project Management Dictionary should be the standard for all project managers, regardless of where they reside. |
Now that you have moved past making a commitment, you have hopefully completed the application. For those on board, it’s time to get serious about getting in PMP shape. As our series continues, read about the knowledge areas--and the areas of the PMBOK that are too often ignored.
Making a transition from what you’re currently doing to an effective agile process is a project in itself--but it can easily be worth it. Let’s look at what we can gain by adjusting our approach--our concluding installment looks at interpreting requirements and tracking progress, and offers some further caution and advice.
This sample of actual Premium and Corporate content is available for FREE download through April 17, 2009.
Every project has stakeholders. Your job is to get to know the ones who will be crucial to your project. This analysis worksheet will help you get a feel for what to expect from various key parties who have an interest in your project.
Question: We are totally committed to agile in our production teams, but is there any way to use the agile philosophy for a sales team?
| A. | Agile was written by software developers, and any attempt to move it outside of that sweet spot has proven unsuccessful. |
| B. | The agile philosophy is appropriate for any group that needs a flexible approach to providing increased value to the organization through a collaborative approach. |
| C. | Since the Scrum methodology includes software prototyping, testing and rework, salespeople must learn enough code to experience those parts of the agile process to use it. |
| D. | The agile philosophy is appropriate for any group that needs a step-by-step solution that can be replicated by each team in the organization to provide product consistency. |
New ScrumMasters may understand the “what” and the “how” of their new practices, but they often don’t understand the “why”. Here we look at two common problems: project managers not creating the sprint burndown charts and teams not participating in the daily standup meetings.
Governance happens in projects all the time, and a well thought-out governance process can be a powerful project tool. In this article, we will examine why governance is necessary, where governance is most effective and how we as project and program managers can use governance to powerful effect.
This Testing Tools Evaluation Form details a complete description of the expected level of service and performance to be provided by prospective testing tools.
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"If I were two-faced, would I be wearing this one?" - Abraham Lincoln |
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