How can we bring about agility in an enterprise system that has existed for years? In this article, we look at an interesting concept introduced by Gartner in late 2014: bimodal IT, a solution for some enterprises to move from the slow lane to the fast lane.
Please join us and continue the conversation with presenters from PMI Global Congress 2015 –North America. During this webinar we’ll explore best practices, key takeaways and lessons learned from Organizational Agility sessions. Don’t miss this opportunity to virtually meet the presenters and get a glimpse into their post-conference highlights and teachable moments from PMI Global Congress 2015 –North America.
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
If your agile implementation feels less than effective, it may well be due to missing or ineffective feedback loops. If that's the case, you have several recourses to choose from.
Scrum Alliance’s 2015 version of the State of Scrum has just been published. It contains some very interesting insights that we should all be aware of.
A cargo cult occurs when people adopt rituals expecting some good behavior to occur. They really don’t know why they are doing these rituals and don’t understand the reasons behind them, yet they keep doing the rituals expecting great results. In this article, the author gives two contrasting examples: Project A talks the walk, Project B walks the talk.
|A.||If your team responds with silence when the ScrumMaster or team lead opens the retrospective meeting for discussion, it is because you have actually done an excellent job during the preceding iteration and there is nothing to be discussed or changed for the next one.|
|B.||Perhaps having a list of questions that you follow in each retrospective meeting will give the team a focused way to evaluate what happened in the last week or weeks. Knowing the questions ahead of time may also influence the data people tuck away while it is happening, in anticipation of the next sharing session.|
|C.||The difficulty with being honest about team failure during an iteration can be due to the presence of leadership or customers. Only the team itself should be allowed to attend the meeting. Then they are free to talk openly about the success and challenges of the project work, as well as the impediments presented by management.|
|D.||A team responding to a retrospective opportunity with no comments means that the meetings are taking too much time away from the work of the project. Limiting this group discussion to no more than 10 minutes will free participants to quickly present their problems and walk away while the ScrumMaster or team lead solves them.|
By significantly reducing your number of parallel projects--focusing on fewer, and then trying to get them done--you might get better results. Why? Because multi-tasking is the enemy, and agile is a capacity equalization play.
There are great opportunities for growth and deviation outside the standard agile models for stable teams who want to evolve further. This article tells the story of one team that did just that--and what other people can learn from it.
Project delivery organizations need more than just a bimodal approach. While waterfall and agile are very different delivery approaches, if you put them on a spectrum with one at each end, you will find that many projects would ideally be situated somewhere along the spectrum between those two extremes. Instead, optimal delivery would be achieved with a tetramodal delivery approach.
Information radiator is the generic term for any of a number of handwritten, drawn, printed or electronic displays that a team places in a highly visible location. It conveys the latest information at a glance. Learn how your team can foster collaboration through visible project management and implementing radiators.
Adopting and maintaining an appropriate project methodology is vital for organizational success. The purpose of this article is to explore and analyze project methodologies that find common application in effective project management.
Our webinar Changing the Culture to a Customer-Centric Organization with Dr. Ginger Levin was incredibly popular. Here she offers advice based on your questions that she was unable to address during the session.
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|Agile Contracting||Priya Patra||Aug 26, '15 11:22 AM||12||12|
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