As portfolio management becomes an increasingly important organizational approach to project delivery, new risk management skills are required. Here we look specifically at the role risk plays in project selection and portfolio definition.
This presentation will briefly describe how to define requirements for selecting a requirements management tool. We also discuss how to define a requirements architecture for your requirements methodology and organization. Finally, this talk will suggest ways to overcome common road blocks of implementing a requirements management tool once selected – including dealing with tool limitations and user adoption challenges.
Extreme projects feature high speed, high change, high complexity and high stress. As more projects continue to fall into the extreme zone, successful project and program managers will shift from inhibiting change to proactively creating change and responding to change.
What happens to a PM who is trying to adopt Agile? Dave Prior, PMP discusses the struggles you can expect to encounter while showing you how creating a Personal Agility Canvas tool can help make things a little easier.
Save Time With Tools And Templates
This presentation looks at a brief history and a definition of agile project management; looks at factors that affect selection of collaboration tool-sets; and looks at key features of project portfolio management tool-sets and at making PPM a business process.
Learn From Others
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.
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.
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.
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