You think you have a handle on how to deliver your projects. Then a mandate comes down that your development team is “going agile”. This is an understandably scary proposition for some people. Here we look at general patterns, models, values and practices that lead to success when thoughtfully practiced by motivated individuals.
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In this unrehearsed call, Joseph Flahiff will coach Liza Wood through the issue she decides to bring. Joseph has done no preparation, and does not know the problem that Liza is going to bring. This is just what it is like when team member comes to a coach for a 1:1 session.
Agile PM is one of the emerging ‘hot topics’ in the PM domain, and given the breakdown of the ‘plan – then execute’ model in Project Management, the adept project manager is constantly having to improvise to deliver against changing project deliverables. This webinar considers and compares Agile PM and Organizational Improvisation, and offers assistance with moving PM execution from the ‘tools and techniques’ based PMBOK® model towards techniques better equipped to deal with today’s ambiguous and changing project environments.
Save Time With Tools + Templates
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.
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.
Learn From Others
Is Scrum better, or Kanban? Which is more suitable for your project? Such questions--and sometimes the responses--put managers in a dilemma about which framework to embrace. Each has its own benefits and tales of success...
The popularity of agile methods among knowledge workers continues to rise. Unfortunately, most organizations that use such methods are actually not agile friendly. In particular, they have grafted the flat, empowered, collaborative agile team construct onto their existing functional power hierarchy. Here are five agile killers to avoid…
How do you know if agile applies to your project? If you are like many project managers, your company is in the midst of an agile transition. Maybe you want to transition to agile, maybe you are already agile…but your organization? Not so much. Here are four tips to see if agile applies to your project.
When we see the same view every day, we get complacent. A prudent project manager does not rely on any single view of the project, as multiple views can expose unforeseen problems and opportunities.
The concept of double-loop learning exemplified by the Mobius strip can be a great model for encouraging transformational improvements by challenging key assumptions and strategies. Combining agile practices and a dose of courage, learn how double-loop learning can help your organization respond more effectively to change and thrive in the marketplace.
Agile testing is commonly mistaken as only referring to the Quality Assurance/testers on the team. This is a destructive, limited view of this critical agile development piece. This article places the emphasis on the often neglected, misunderstood and essential collaboration tool.
In attempting to make agile methods scalable, it is tempting to add more process to assist larger-scale coordination. However, that is the last thing we should do. Scaling collaboration, not process, is the key to enterprise agility.
This is the final article in a three-part series on the factors to consider when determining whether an organization, team or project is “ready” for agile. This third installment continues the discussion by examining factors that are specific to the project itself and whether it is really suited to an agile approach.
Can agile teams--even high-performing ones--burn out? Of course. Far too many teams seem to schedule their sprints sequentially or back to back, without a pause or break. So if you are suffering from burnout, what are some helpful techniques to refresh and recharge your teams?
This second article continues the discussion by looking at the second group of factors related to the readiness (and willingness) of the project team to adopt agile best practices. As with sponsorship factors, we need to consider cultural, structural and management aspects.
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|Scrum use examples outside of any IT environment||Federico Varchavsky||Dec 30, '14 10:03 AM||2||2|
|New to Agile||Gbolahan Ajijola||Dec 23, '14 11:35 AM||2||2|
|can anyone recommend a project management tool for managing Agile projects?||Sanjay Lala||Dec 17, '14 12:30 AM||2||2|
|What Metrics does your PMO request?||Joseph Flahiff||Oct 17, '14 2:11 AM||4||4|
|Mark All Read|