Project management tools are getting more and more sophisticated as they compete with rivals on features and spread to support more platforms. Yet sophistication has a cost. Let's explore how a combination of deliberately low-tech inputs and outputs can be used with modern tools to deliver the best of both worlds.
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You’ve put your organization on a path to being more agile – you have agile teams, you’re helping them prepare for and respond to change. But, somehow you keep bumping up against significant institutional blockers: Existing rules, structures and processes that slow things down. What can you do? Attend this free virtual event to learn how to create a more holistic approach to organizational agility. We’ll share the latest real-world techniques and tools to drive deeper organizational agility—skills you won’t find anywhere outside of PMI. Register today!
Overwhelmed by how technology is transforming project management? Looking to increase your productivity and learn new tech tools but don't know where to begin? No matter what your focus—medical, manufacturing, product design or otherwise—this virtual day of learning will deliver years of enduring value, with exclusive insights on how project managers are using new technologies. Register today!
The journey to Adaptive and Servant Leadership is a long one, it doesn't happen over night and it takes conscious effort to get there. I want to share some of the best tips we've learned from the real world on how to navigate this journey and help others do the same.
This is the final session in our six-part How to Be a Project Hero series. In this session we will discuss how to bring all the pieces together in a LEAN plan and share some techniques on tracking against that plan.
In this webinar, we describe what an agile approach is, when agile is appropriate, and why Business Analysis is a key component of an agile way of working.
Introduction webinar for June Book Club: Project Management for Small Projects, Second Edition by Sandra F. Rowe, PhD, PMP
This is an expanded and updated version of popular session that ran on February 23, incorporating additional information based on your feedback.
In case you actually read this description, the beginning of the blog is about preparing for the PMP exam. It then evolved into maintaining my credential. After taking a break for a few years, I'm back and will be blogging about project management, in general, and probably a bit of agile on a regular basis.
Save Time With Tools + Templates
The Three-Sentence Project Skinny is a concise summary of the purpose of the project. It addresses the what and the why.
You can't do everything, nor should you. This template helps you figure out what is in and what is out of your project.
These are the do-or-die, must-meet requirements in order for the project to be considered a success. As such, they are continuously focused on by the project manager and core team.
Win Conditions address how success will be measured. How do you stack up when it comes to stakeholder satisfaction, your schedule, scope, quality, budget, ROI and team satisfaction? This template helps you rank priorities, and provides areas for metrics and descriptions.
The Risk Management Grid is a technique to identify potential risk events that could impact one of more of the project’s Seven Win Conditions. Importantly, it also serves to decide how those events will be prevented or mitigated.
Learn From Others
When companies move to an agile Software Development Lifecycle (SDLC), they often remove the processes and analysis of their waterfall SDLC because, as the Agile Manifesto puts it, “They value individual and interactions over processes and tools.” Some of the rigor should be removed – waterfall processes can get bogged down with gates and sign-offs. However, caution must be exercised to not go too far against processes and analysis and rely just upon backlogs and user stories. Requirements and the analysis that leads to those requirements are just as essential in an agile project as they are in a waterfall project. The difference lies in how much requirements analysis is completed and the timing of it.
Agile encourages project teams to work with the sponsor to understand the greater context surrounding the project. With this broader understanding, the team can look for ways of structuring the project to improve the chances that the business will actually achieve the business case benefits.
How much longer will project management see agile as a trend? That perception of agile identifies some underlying issues organizations need to deal with.
When teams transition to agile development and the QA/testers continue to follow the same testing processes and tools they used before joining the agile team, you're asking for trouble. In this article, we contrast agile and traditional testing--and give an example of how a mind map can facilitate the testing process.
When large enterprises are trying to embrace DevOps principles for their ERP transformation programs and similar other packaged software implementations, how should PMs running these projects tailor their traditional project management principles to adapt to the new philosophy?
Portfolio management is responsible for translating strategy, changes, innovation and dynamism into value for an organization. To achieve portfolio agility requires synergy in all aspects of the enterprise: in the strategic environment, in the portfolio tactical environment and in that of the projects.
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!
As more and more projects blend waterfall and agile elements, the role of the project manager—and to some degree the ScrumMaster—changes, but in what ways?
Hybrid project manager roles might be the way of the future. Do you need to revisit your skills? This article provides guidelines to assist you with becoming a hybrid PM, and starts by defining their characteristics.
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.
When it comes to agile and waterfall, which one is right? Which one is wrong? Or should we instead be looking for some compromise that can be accommodated for in our organizations?
Hybrid project management is getting a lot of press recently, but what does that mean? And is it really what we should be striving for?
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.
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