Shane Hastie, Chief Knowledge Engineer for Software Education, spoke with us about the ideas he presented in his recent video on business analysis. He tackled questions about how to get to the real problem, how to uncover the real requirements behind a change and how business analysts and project managers can have more successful relationships.
Description: An Inside Look at Strategic Business Management Skills Sessions at PMI® Global Congress 2015-North America Join us for a panel discussion on Strategic Business Management Skills and get a glimpse into some of the key themes to be presented in this content area at PMI Global Congress 2015 –North America. Various Congress presenters will discuss the following in this webinar: • Visual Project Management: A new practice concept that integrates visual thinking tools and data visualization methodologies with more traditional project communication, reporting and collaboration practices. • Project Sponsorship: Senior Management's Role in the Successful Outcome of Projects-How to become a more effective project sponsor and what project managers need to do to help sponsors perform their role more effectively. • Negotiate to Win Across Cultures-How to open negotiations, reach and maintain consensus, as well as handle changes or conflict. If any of these resonate, register now to listen in on the discussion.
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
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.
A cargo cult occurs when people adopt rituals expecting some good behavior to occur. They really don’t know why they are doing these rituals and don’t understand the reasons behind them, yet they keep doing the rituals expecting great results. In this article, the author gives two contrasting examples: Project A talks the walk, Project B walks the talk.
If your agile implementation feels less than effective, it may well be due to missing or ineffective feedback loops. If that's the case, you have several recourses to choose from.
|A.||If your team responds with silence when the ScrumMaster or team lead opens the retrospective meeting for discussion, it is because you have actually done an excellent job during the preceding iteration and there is nothing to be discussed or changed for the next one.|
|B.||Perhaps having a list of questions that you follow in each retrospective meeting will give the team a focused way to evaluate what happened in the last week or weeks. Knowing the questions ahead of time may also influence the data people tuck away while it is happening, in anticipation of the next sharing session.|
|C.||The difficulty with being honest about team failure during an iteration can be due to the presence of leadership or customers. Only the team itself should be allowed to attend the meeting. Then they are free to talk openly about the success and challenges of the project work, as well as the impediments presented by management.|
|D.||A team responding to a retrospective opportunity with no comments means that the meetings are taking too much time away from the work of the project. Limiting this group discussion to no more than 10 minutes will free participants to quickly present their problems and walk away while the ScrumMaster or team lead solves them.|
Information radiator is the generic term for any of a number of handwritten, drawn, printed or electronic displays that a team places in a highly visible location. It conveys the latest information at a glance. Learn how your team can foster collaboration through visible project management and implementing radiators.
There are great opportunities for growth and deviation outside the standard agile models for stable teams who want to evolve further. This article tells the story of one team that did just that--and what other people can learn from it.
By significantly reducing your number of parallel projects--focusing on fewer, and then trying to get them done--you might get better results. Why? Because multi-tasking is the enemy, and agile is a capacity equalization play.
Project delivery organizations need more than just a bimodal approach. While waterfall and agile are very different delivery approaches, if you put them on a spectrum with one at each end, you will find that many projects would ideally be situated somewhere along the spectrum between those two extremes. Instead, optimal delivery would be achieved with a tetramodal delivery approach.
Adopting and maintaining an appropriate project methodology is vital for organizational success. The purpose of this article is to explore and analyze project methodologies that find common application in effective project management.
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|Business Analytics Using SAS||rohit joshi||Aug 3, '15 4:39 AM||1||1|
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