If you have not run a hybrid project leveraging agile and waterfall methodologies, you are in for a great learning experience. Let’s put the two distinctively different approaches into a broad and high-level context…
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Overwhelmed by how technology is transforming project management? Looking to increase your productivity and learn new tech tools but don't know where to begin? No matter what your focus—medical, manufacturing, product design or otherwise—this virtual day of learning will deliver years of enduring value, with exclusive insights on how project managers are using new technologies. Register today!
This webinar focuses on parents as both project managers, and the providers of future project managers (children). The cases presented are based on real life examples of successful and failed projects and how they helped a prospective project manager learn from those projects.
This webinar is about making project management and innovation to co-exist through better understanding concepts around Kaizen and Kaikaku.
Through this session we'll explore the SAFe Release Train radar assessment and the Program Health radar assessment so you can determine if you're setting your teams up for success.
Recent PMI Study calls Requirements Management a core competency for project and program success - and does so for a good reason. 47% of projects run into trouble due to incomplete or changing requirements & specifications, lack of user input or unrealistic expectations. UX methods brought wild success to Apple, Google and other top players and it has been increasingly popular ever since. But what most magazines don't tell you is that it's not just the Design part of UX that makes it so effective! Attend this webinar to learn abut the not-so-glamorous, but extremely effective new UX tools and processes - for gaining accurate user insights, discovering 'missing' requirements and hidden underlying problems - the ones that business users would really like to see resolved first - even when they are not be clearly articulated.
A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.: A Practical and Modern Leadership and Management Behavior Framework
Learn world-class leadership behaviors and management best practices that demonstrate the strategic and business management, technical management, and leadership competencies of PMI Talent Triangle™.
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.
As hybrid projects become more common, what has to change among team members, and how do we manage that change? Do we have to minimize these disruption scenarios, or can we create an environment where teams are more comfortable with the shifts?
The risk we take in swearing allegiance to a specific approach is that following the approach often becomes more important than achieving the goal of the project. Let’s explore the merits of using the best of different approaches—and how marrying them into a hybrid model impacts the way projects are planned and managed.
The best agile software teams communicate well, push hard to meet deadlines, support each other when struggling with issues, and go above and beyond to maintain quality. The key element is trustworthiness. In this article, the writer provides a self-assessment tool that will allow you and your team members to assess and demonstrate trustworthiness over time.
|A.||Agile does provide a way to use non-functional requirements in its methodology, but often it is overlooked or not stressed when new teams are preparing their first few projects. Make a point to add them into your new process.|
|B.||The reason agile projects are completed so much faster and provide so much more value is that with the Scrum practice methodology, it is no longer necessary to consider vague things like non-functional requirements. If they aren’t going to function anyway, why bother with them.|
|C.||User stories are only written if there is a need for outside personas to be created to represent users. Non-functional requirements are the ones assigned to those personas who would not be interested in your product or service, and therefore can be excluded from consideration.|
|D.||Many projects have both functional and non-functional requirements that impact the outcome of the project. That is why only traditional processes should be used. Agile processes work only on software projects, and then only when there is an absence of non-functional requirements to be considered.|
Trying to implement agile DevOps in a traditional DevOps environment is a huge challenge without first changing underlying governance practices. In this article, the author explains why--and identifies some success factors.
If you’re the project manager for a geographically distributed team, you have likely encountered time zone challenges in running your meetings. Here are some alternatives to consider.
As more and more organizations recognize they need both agile and waterfall project execution processes in order to succeed, teams are being asked to work in very different ways.
How do the biases, effects, fallacies, illusions and neglects outlined in Kahneman’s Thinking, Fast and Slow (2013) affect decision making? By applying Kahneman to the Knowledge Areas of the PMBOK® Guide, the author illustrates how project managers can mitigate the effects of irrational thinking.
Are command-and-control undertones hurting your organization's performance? Are people getting the passion and desire to contribute slowly crushed out of them by project management bureaucracy and prescriptive process? Then free them to be hyper-productive by emphasizing collaboration.
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