Business case and project charter confusion is not uncommon. They both have integral roles in the initiation of a new idea--but they should not be used interchangeably. At the end of day, the project sponsor is accountable for success--and is responsible for ensuring recommendations are held up by a sound business case.
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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.
Epistemology is a branch of philosophical and scientific inquiry that asks “how do we know what we know?”. The speaker is amazed how little this is asked in the majority of books, research papers and industry studies related to project management. The speaker will argue that this lack of inquiry and understanding is the cause of many project failures.
Agile does not enforce rigid processes, but organizations typically choose a guiding framework and a set of practices that serve as the starting point of an agile transformation. Executives typically want to know where teams are in terms of adopting these new ways of working. This article provides three techniques--individual, team and group--that can be used to assess the agile adoption level, monitor progress and drive improvements.
Have you ever entered a sprint taking on a user story that you later regretted? What can be done to prevent this frustration? Is there a technique that will prevent this from happening, or are these teams doomed to keep repeating their mistakes?
Some people see agile projects as knowledge transfer deserts where information is hoarded by key individuals and no useful documentation produced. Others believe agile projects are all about knowledge transfer. So why the disagreement? How can smart, experienced people have such different views about the same topic?
How many of us start a project thinking that we understood the reason behind doing the project in the first place? There’s about half of us who never aligned the project’s mission with the overall department or company vision, resulting in poorly made decisions--and possibly a breakdown in team morale. Providing a project focus that supports a larger purpose is particularly important for fast-paced, adjusting agile projects.
Question: After a recent conversion by my team regarding agile, we find that there is a mismatch between the number of hours we should have for working on stories and the amount of time we really have. So we are constantly over-committing to our Product Owner and not delivering. Where are we going wrong?
Traditional teams may have a 15-20% contingency cushion in time and cost on their project estimates. Routinely subtract a similar agile contingency from the number of backlog items you accept to make sure you finish all planned work within a single iteration.
Agile is expected to be flexible, and velocity can vary. Just complete what you can and adjust your velocity for the next sprint if you don’t finish all of the stories you committed to complete this time.
Be sure you are acknowledging hours that team members will spend in Scrum ceremonies, personal time commitments and non-team directed organizational work before calculating the capacity for this iteration.
Ask the ScrumMaster to speak to anyone on the team who did not finish his or her work during the previous iteration. This person is making the team look bad and should be disciplined if it happens again.
A retrospective is a special meeting during which the team gathers after completing an increment of work to inspect and adapt their methods and teamwork. Retrospectives enable whole-team learning, act as catalysts for change and generate action. This article presents some of the reasons why the retrospective’s efficacy can fade over time and then discusses some interesting techniques to keep them lively.
In agile, we often think of having an experimental mindset where we try something, measure the results, retrospect and replan. We need to do that for our projects. And, as agile leaders, we need to do even more. We need to have the agile mindset.
How do we define quality as a project manager? Is it managing a project really well, or managing a successful project? How about managing a successful project really well? That sounds pretty good. However, it poses the next question: What is a successful project? Let’s look at some examples of project success, failure and ambiguity.
Successful agile development requires that people collaborate in self-organizing their own work. Being told how to do that is counterproductive, yet waiting for them to discover agile practices that work can take a very long time, perhaps forever. What’s a manager to do?