Technology is driving transformation in the business model. Now more than ever, a need exists for roles that can work seamlessly between the IT and business sides to bring organizational strategy to fruition.
North America Congress Highlights – Key Takeaways and Lessons Learned in Strategic Business Management Skills
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 Strategic Business Management Skills 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.
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.
Learn From Others
Teams run into trouble when they adopt agile practices without really knowing why they are doing them. This can happen when people who’ve been told to use iterations (sprints) still don’t understand why. And when they act on these statements, they unknowingly undermine their efforts to use agile. What can we do?
Since agile is about individuals and interactions, it should come as no surprise that it helps with many talent management recommendations. But what do we do when HR recommends practices that are counter-productive to teams? In our concluding installment, we examine these six talent management strategies—and what motivates us.
Have you noticed that as project execution approaches evolve, they become more Agile (or at least “small ‘a’ agile”)? Does that create opportunities for more formal acceptance of agile concepts throughout organizations?
In today’s increasingly complex project world, more and more project managers are finding themselves riding an extreme project. Yet few possess the leadership skills, mindset and temperament to succeed. In this two-part series, we’ll outline what it takes to be a successful eXtreme project leader. In Part 1, we’ll cover the quantum mindset and contrast it with the opposite (Newtonian) mindset.
Teams new to agile development rarely create clear confirmation criteria before they begin development. This process gap has become so prevalent in our industry that we renewed our focus on the importance of it by creating a new thing called Acceptance Test-Driven Development (ATDD).
Since agile is about individuals and interactions, it should come as no surprise that it helps with many talent management recommendations. But what do we do when HR recommends practices that are counter-productive to teams?
In an ideal world, a cross-functional Scrum team must be fully focused on Scrum. The team is also expected to hear a voice of one customer only: the product owner. But what happens when reality intervenes and you get pulled in other directions? As our two-part series concludes, we look at the remaining two ways of interrupting Scrum sprints--and share what can be done about them.
In an ideal world, a cross-functional Scrum team must be fully focused on Scrum. The team is also expected to hear a voice of one customer only: the product owner. But what happens when reality intervenes and you get pulled in other directions?
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.
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.
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