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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.
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.
Question: In our attempt to move to an agile-driven organization, management has asked my team to be involved with responding to a proposal that, if we get it, could provide an increase of 50% in our gross income this year. Since we’ve always complained that we weren’t consulted before contracts were signed, now the pressure is on for us to be very wise regarding what we add to the company’s submission. Are there any rules of proposal development for agile teams?
Yes. Just like rules for creating speeches can make the difference between wowing the crowd and expounding to a bored audience, learn the correct way to write proposals. Hint: It is better to win the business than look good and have a fancy document.
Yes. Many colleges and universities have degrees in contract writing. At least one person on the team should have at least 12 hours of formal education before you include the team’s ideas in the proposal. The good thing is that this training can also be used for PDUs.
No. Those who become skilled in contract negotiation and responding to proposals are housed in a special procurement department. They have eked out their skill sets through years on the job. While you can sit in on meetings, don’t risk looking foolish. Always defer to their ideas and decisions.
No. There is so much political intrigue and price fixing involved in Request for Proposals (RFP) or other versions of how organizations solicit bids that not much depends on the actual proposal submitted by your organization. See if anyone on your team knows anyone in the potential customer organization who could leverage the decision to your advantage.
Agile projects may look like untethered pinwheel rockets spinning away on unpredictable paths. How do we align them to IT strategies so they don’t adopt all kinds of crazy technologies the organization has to support or replace?
In the first article in this series, we looked at some of the links between agile and change methodologies. In this article, we will investigate a different question: Are you and your organization ready for change?
There’s a lot of talk about strategic or enterprise scale agile, but what do organizations have to do to prepare for such a change? The right approach will depend on the needs of the organization and its willingness to absorb change.
Development organizations are often attracted to agile development practices with the promise of increased test automation to help their teams deliver higher quality faster. It’s not just any tests though: We look to automate the kinds of tests that provide rapid feedback to tell us if we have built the product right. But which tests do we automate, and when?
How fast is your organization capable of changing to continue to remain relevant and successful in the marketplace? The world is changing at an accelerating pace. Companies are rising to global scale faster, while large, successful companies are disappearing faster--leading to the need for agile change.
The organizational world within which project managers operate is going through rapid and unprecedented change, driven by forces of globalization and digital technology. So, the choice is yours: change now, become PM 2.0 and survive. Don’t change, and await extinction...