When accountability exists in an organization and on a project, there will be a much greater likelihood that the benefits will be fully realized. And by accountability, we mean punishment, right? No, not quite...
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.
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There is an increasing amount of chatter and confusion out there around what organizational agility is--and a feeling that it must be important to organizational success. Maybe you should consider using the Triple T Metric.
To produce effective functional and cross-functional requirements, project teams must focus on solving real user issues. The author’s team initially ran into problems with delivering software that did not completely resolve market and user needs. To improve their practice, they increased their cross-functional team collaboration and enhanced the requirements management process in their agile projects.
The General Services Administration’s (GSA’s) Public Buildings Service (PBS) needed better knowledge management (KM) approaches for supporting their building maintenance, leasing, construction, and renovation projects delivered annually across the United States. A national KM team, utilizing a rapid piloting approach, customized preexisting/prepaid software tools to quickly meet their information needs. Read the case study for details about lessons learned and critical success factors.
Application development speed and costs are not linear. Some small design and process decisions have big impacts on project outcomes. This article explores the cost-of-change curve and how agile tackles changes early, and also explains technical debt.
Stop counting test cases and bug reports in development! They aren’t as helpful as you might think, and there is no direct correlation between these counts and delivered value or quality.
This coach is getting truly tired of talking to managers and leaders whose sole motivation in adopting agile methods is "increased capacity to go faster!" But if agile isn’t a “speed play,” what sort of play is it?
Benefits are why we undertake projects in the first place and agile maximizes business value, which is a benefit. So agile is all about benefits management, right? Partly yes, but it's not that simple...
In today’s increasingly dynamic project world, more and more project managers are finding themselves riding an extreme project--a venture characterized by high speed, high change, high complexity and high stress. What does it take to succeed? Let's look at nine vital leadership practices.
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.
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|PMP Business acumen||Eduard Hernandez||Nov 5, '15 8:32 AM||1||3|
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