This is the second in a five-part series of articles regarding agile frameworks based on values, principles and practices. Scrum espouses five values: courage, openness, respect, commitment and focus. In this series, each article will explore one of these values--on which a deeper discussion of principles and practices assembles.
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You’ve put your organization on a path to becoming 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!
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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.
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.
Larry Cooper recently approached a group of senior leaders from a broad spectrum of industries, sectors and countries to participate in a Wisdom Council to answer a series of questions on Organizational Agility. In the webinar Larry will share the insights he gathered from them.
Through this session, we'll dig deeper into this subject and share new modern and Agile ways for thinking about performance management for organizations scaling Agile adoption.
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 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
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 approaches do not have risk management approaches built in as standard; they have the integration points, but not the steps required. Fortunately, with a little effort, we can fill those gaps and equip teams with the skills they need to address risks and opportunities effectively.
|A.||Business analysts replace project managers, so once you assign a BA to a project, your work is over. All you will need to do is help referee the conflicts between the BAs and the IT teams.|
|B.||If your business analysts are trained and certified, they’ll know their own roles or can adjust quickly to what you want them to do. The agile IT team should be fairly self-directed. All you need to understand is who does what, present the responsibility chart and stand back ready to support them if needed.|
|C.||Agile teams do not need any supervision or direction over and above their own ScrumMaster, who is 100% devoted to one project at a time. Ask your BAs if they will cross-train as ScrumMasters to maximize the number of projects you can run at any one time.|
|D.||Due to the new strategic and business requirements from PMI, project managers have now been renamed. Just have your newly christened business analysts do what project managers have always done.|
If you are a traditional project manager practicing agile methods, chances are you don’t really “get” it. Nothing has been worse for the understanding and proper application of agile approaches in organizations today than the flawed thinking and actions of well-meaning middle managers and project managers.
This is the first in a five-part series of articles regarding agile frameworks based on values, principles and practices. Scrum espouses five values: courage, openness, respect, commitment and focus. In this series, each article will explore one of these values--on which a deeper discussion of principles and practices assembles.
With over a decade of working with cross-organizational and cross-geographical teams, this practitioner has found that “invitation” is a powerful yet little utilized technique to encourage team self-management. And self-management is not a nice-to-have, it is absolutely critical.
In the last year or so, this practitioner has seen an increasing number of project management job postings asking for agile experience. What’s driving this trend? Is this something project managers need to be aware of when considering their career development?
All over the world, agile is the new darling. But is agile the right fit? According to this practitioner, too many people are inappropriately trying to force-fit their work into agile frameworks.
Impediments will occur on any project--and agile projects are no exception to risks. What can you do about the impediments? Yes, the simple answer is "remove them." That can be more difficult than it sounds. Here are three tips for removing those impediments.
From one experienced project manager's perspective, agile is not a methodology but a culture within an organization. He shares his experiences here--and why so many projects are bound to fail.
The purpose of this article is to guide project managers in implementing an earned value management system by following ANSI/EIA-748 guidelines in a manner consistent with agile software development methodology.
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.
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.
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?
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