|A.||Traditional teams may have a 15-20% contingency cushion in time and cost on their project estimates. Routinely subtract a similar agile contingency from the number of backlog items you accept to make sure you finish all planned work within a single iteration.|
|B.||Agile is expected to be flexible, and velocity can vary. Just complete what you can and adjust your velocity for the next sprint if you don’t finish all of the stories you committed to complete this time.|
|C.||Be sure you are acknowledging hours that team members will spend in Scrum ceremonies, personal time commitments and non-team directed organizational work before calculating the capacity for this iteration.|
|D.||Ask the ScrumMaster to speak to anyone on the team who did not finish his or her work during the previous iteration. This person is making the team look bad and should be disciplined if it happens again.|
Advance Your Career
This webinar will review the derivatives and dynamics of change in Organizations, defining how some companies that follow the Agile and Open operating models maintain high levels of performance while remaining very adaptable and progressive to new opportunity.
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
In agile, we often think of having an experimental mindset where we try something, measure the results, retrospect and replan. We need to do that for our projects. And, as agile leaders, we need to do even more. We need to have the agile mindset.
How do we define quality as a project manager? Is it managing a project really well, or managing a successful project? How about managing a successful project really well? That sounds pretty good. However, it poses the next question: What is a successful project? Let’s look at some examples of project success, failure and ambiguity.
Successful agile development requires that people collaborate in self-organizing their own work. Being told how to do that is counterproductive, yet waiting for them to discover agile practices that work can take a very long time, perhaps forever. What’s a manager to do?
As an experienced agile coach, this writer often gets asked about agile tactics and practices--what works and what doesn’t. There are no singular answers, but there are some generative behaviors and rules for agile done well. In this article, he explores a set of common anti-patterns that he sees in an effort to share what not to do in your agile journey.
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.
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.
Ask a Question
|Where/how to find future webinars||Marc Abramowitz||Feb 25, '15 10:40 PM||1||1|
|Who makes the best Scrum Master? PM? Dev? Someone else?||Kristin Jones||Feb 20, '15 3:36 PM||3||3|
|What are your experiences working with large-scale agile projects in government?||Bill Brantley||Feb 15, '15 1:23 PM||1||1|
|Story points||Anantha Gopalan||Feb 14, '15 10:23 PM||3||3|
|Is Agile a right way to handle Re-engineering projects?||Krishnan Giri||Feb 14, '15 10:20 PM||3||3|
|Page: 1 2 next>||Mark All Read|