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.
The idea is to explore all the project management methodologies in the market - waterfall, agile and lean methodology. We will talk about the strengths and weakness of each methodology in a systems implementation and how to exploit the strengths to ensure a successful project.
As Agile and agile thinking has continued to gain traction in organizations beyond the software development teams, project managers are left wondering what it all means to them. Some Agile practitioners promote the idea the PMs are no longer needed once you make the transition to using a practice such as Scrum. Does this mean that the PM role will become obsolete in Agile organizations? Or does it mean that the role of traditional project manager needs to transform to being a agile project leader? If you are a PM in an organization making the transition to Agile, come find out what it means to you and what you need to do start the transformation to becoming an Agile Project Leader.
An Inside Look at Global Congress 2015-North America Organizational Agility Sessions Join us for a panel discussion on Organizational Agility and get a glimpse into some of the key themes to be presented in this content area at PMI Global Congress 2015 – North America.
An Agile BA goes far beyond simply eliciting requirements. They are constantly on the hunt for new and better ways of delivering business value. They apply systems thinking to the big picture, rather than trying to document aspects of a single approach. They are, in fact, drivers of innovation.
Through this webinar we'll take a deeper dive into the hard metrics (quantitative) that should be tracked at the Team, Program and Portfolio levels.
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.
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.
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.
Stop counting test cases and bug reports in development! They aren’t as helpful as you might think, and there is no direct correlation between these counts and delivered value or quality.
Many technology project managers focus on building or improving applications. Businesses rely on reliable and high-quality applications to serve customers and maintain operations. If you are in the business of application delivery, read on to see how agile can help.
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...
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?
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|Should an Agile team release a roadmap? Is roadmap just another another name for planning?||Scott Rollins||Nov 18, '15 12:15 PM||0||9|
|Economics of Agile||Parag Tipnis||Nov 14, '15 12:28 PM||0||16|
|Agile Development Audit||Dimitra Tsolka||Nov 12, '15 8:14 PM||1||7|
|Organizational Agility||Priya Patra||Nov 12, '15 4:18 PM||0||21|
|Where can I find a product backlog template?||Javonnia Hargrove||Oct 21, '15 5:50 PM||0||3|
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