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.
Find answers to these questions and more in this Business Case Practice Area. If you are new to Business Case, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
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.
Come and hear an actual account of agile techniques used in the production of the Life Support System for the Space Shuttle and International Space Station. There could be absolutely no exceptions in any of the processing and quality steps or the astronaut crew could suffocate.
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?
As an experienced agile coach, this writer often gets asked about agile tactics and practices--what works and what doesn’t. There are no singular answers, but there are some generative behaviors and rules for agile done well. In this article, he explores a set of common anti-patterns that he sees in an effort to share what not to do in your agile journey.
Is Scrum better, or Kanban? Which is more suitable for your project? Such questions--and sometimes the responses--put managers in a dilemma about which framework to embrace. Each has its own benefits and tales of success...
The popularity of agile methods among knowledge workers continues to rise. Unfortunately, most organizations that use such methods are actually not agile friendly. In particular, they have grafted the flat, empowered, collaborative agile team construct onto their existing functional power hierarchy. Here are five agile killers to avoid…
How do you know if agile applies to your project? If you are like many project managers, your company is in the midst of an agile transition. Maybe you want to transition to agile, maybe you are already agile…but your organization? Not so much. Here are four tips to see if agile applies to your project.
"In Italy for thirty years under the Borgias they had warfare, terror, murder, bloodshed - but they produced Michelangelo, Leonardo da Vinci, and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did that produce? The cuckoo clock."