These days, it takes more than project management skills to succeed. It takes a person with agility—flexibility in understanding and applying the ins and outs of any method. Let’s investigate what "hybrid PM" is all about!
Just because you are working in a waterfall organization doesn't mean you can't be Agile. Join Dave Prior as he walks you through a case study on implementing Scrum in a waterfall environment. He offers some key practices and data points that will enable you to be successful in both keeping the team productive and providing the information needed to build trust and confidence with the Project Sponsors and Senior Executives you need to support your Agile implementation.
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This webinar is about making project management and innovation to co-exist through better understanding concepts around Kaizen and Kaikaku.
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Hybrid project manager roles might be the way of the future. Do you need to revisit your skills? This article provides guidelines to assist you with becoming a hybrid PM, and starts by defining their characteristics.
As more and more projects blend waterfall and agile elements, the role of the project manager—and to some degree the ScrumMaster—changes, but in what ways?
The risk we take in swearing allegiance to a specific approach is that following the approach often becomes more important than achieving the goal of the project. Let’s explore the merits of using the best of different approaches—and how marrying them into a hybrid model impacts the way projects are planned and managed.
|A.||Agile does provide a way to use non-functional requirements in its methodology, but often it is overlooked or not stressed when new teams are preparing their first few projects. Make a point to add them into your new process.|
|B.||The reason agile projects are completed so much faster and provide so much more value is that with the Scrum practice methodology, it is no longer necessary to consider vague things like non-functional requirements. If they aren’t going to function anyway, why bother with them.|
|C.||User stories are only written if there is a need for outside personas to be created to represent users. Non-functional requirements are the ones assigned to those personas who would not be interested in your product or service, and therefore can be excluded from consideration.|
|D.||Many projects have both functional and non-functional requirements that impact the outcome of the project. That is why only traditional processes should be used. Agile processes work only on software projects, and then only when there is an absence of non-functional requirements to be considered.|
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?
In an ideal world, a cross-functional Scrum team must be fully focused on Scrum. The team is also expected to hear a voice of one customer only: the product owner. But what happens when reality intervenes and you get pulled in other directions? As our two-part series concludes, we look at the remaining two ways of interrupting Scrum sprints--and share what can be done about them.
In an ideal world, a cross-functional Scrum team must be fully focused on Scrum. The team is also expected to hear a voice of one customer only: the product owner. But what happens when reality intervenes and you get pulled in other directions?
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.
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.
The number of agile certifications available in the market keeps growing, and one must consider the unique needs of the inquiring company or individual to know what would be best for them. What factors should you consider? Do you even know the options available?
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|CBAP vrs PMI-BA||George Lewis||May 18, '16 6:46 AM||1||22|
|Does start-up really need project manager?.||SHARATH BHAT||May 14, '16 12:14 PM||0||5|
|How to use Github for managing User Stories?||Rudolf Olah||Apr 30, '16 10:39 PM||1||2|
|PMI-ACP vrs CSM||George Lewis||Apr 19, '16 5:38 AM||1||23|
|Progressive Elaboration vs Rolling Wave Planning||George Lewis||Apr 12, '16 12:06 PM||2||10|
|Team Velocity vs Capacity Planning||Gnana Sekaran||Apr 8, '16 7:30 AM||0||1|
|PMI-ACP® Terms Relay Race !||VenkatramVasi M||Mar 4, '16 12:10 AM||0||86|
|Which certification should i choose?||Dhinesh Muralidharan||Feb 3, '16 11:36 AM||0||14|
|What PM methodologies increase project success rates?||Stéphane Parent||Jan 21, '16 7:05 AM||0||21|
|Agile Contracts and Compliance||Bryan Campbell||Jan 14, '16 10:45 AM||0||5|
|Scrum||arlene trimble||Feb 29, '16 5:24 PM||0||1|
|Scrum defintion and industry application||Udeme Akpan||Nov 29, '15 11:14 AM||0||5|
|SCRUM Certifications in Market||Suhail Iqbal||Sep 2, '15 3:47 AM||0||3|
|Scrum/Business Alignment||Kathy Sundholm||Jun 29, '15 4:53 PM||0||1|
|Examples of non-IT/software Scrum implementation and uses||Federico Varchavsky||Apr 16, '15 7:42 PM||0||3|
|Mark All Read|