ProjectMan and ProjectWoman to the Rescue!

by Andy Jordan

Project managers are the most humble of all superheroes, but maybe it’s about time to show the world the color of our capes. What better time than International Project Management Day to acknowledge how awesome we are?

Talent Management: Powering Strategic Initiatives in the PMO

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Projects and programs are the core of any organization’s strategic initiatives--they are how change happens. Having the talent to implement those initiatives successfully is the critical capability that gives organizations a competitive advantage. Excellence in managing the talent is a key to unlocking that capability. In partnership with PwC, the Economist Intelligence Unit (EIU) and Human Systems International (HSI), the PMI Thought Leadership Series focuses on how talent management impacts project practitioners and, in turn, the successful implementation rate of strategic initiatives. Read more in Talent Management: Powering Strategic Initiatives in the PMO, Spotlight on Success: Developing Talent for Strategic Impact and Rally the Talent to Win: Transforming Strategy into Reality.

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Knowledge Shelf

Enterprise PLM Data Migration: A Project Management Challenge

by Waseem Ahmad, Vivek Pandav

Data migration is a challenging part of any information technology enterprise implementation. The authors present a case study of an endeavor recently undertaken at a major manufacturing company with global presence. A project management methodology was put in place and honed through progressive deliberations and continuous effort. As a result, the data migration track was transformed into a high efficiency and high performance group.

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Moving Up the Value Stream – A Case Study in Concurrency

PREMIUM on-demand webinar

Innovation of new-to-the-world systems is complex in a global economy. Increasing customer value while improving organic growth exponentially increases that complexity, particularly when that mandates a need to expand into unknown technologies and markets. In that scenario, managing multiple component streams and multiple vendors on a global basis would seem impossible at best. In the context of Concurrency, the seemingly impossible becomes possible and global complexity becomes manageable. This presentation encompasses the successful Launch of a new global system and examines the impact of Concurrency on time, speed, quality, cost and complexity. The criticality of a clear strategy and early dialog with all functional stakeholders will be discussed in the context of the overall system success and the elimination of rework or quality issues after Launch. And it all started with an electric toothbrush.

Project Management 2.0

Voices on Project Management

Spotlight On: Agile

The Music of Agile Testing

by Paul Carvalho

Agile testing is commonly mistaken as only referring to the Quality Assurance/testers on the team. This is a destructive, limited view of this critical agile development piece. This article places the emphasis on the often neglected, misunderstood and essential collaboration tool.

Spotlight On: Project Management

The Really Big Project

by Kenneth Darter, PMP

Small projects can be found in abundance, but every now and then a really big project comes along. Are you prepared to work on a really big project that will take over your life for two or more years? Keep these five things in mind...

Topic Teasers

Topic Teasers Vol. 46: Sizing User Stories

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: My colleagues complain that their Product Owner won’t help with the backlog. We have the opposite problem, in that the Product Owner wants to write the user stories herself. This gives us work directives that are too large and don’t always fit in with what it is possible for the team to create within the framework of a single iteration, but I don’t know how to suggest a better plan. How can I describe a workable process?
A. Suggest to your team that they accept that the backlog is the responsibility of the Product Owner and the ScrumMaster. They should work to deliver the user stories they are assigned.
B. Suggest that the use of a modified Fibonacci sequence will help estimate story sizes, and then add story points down the backlog until the total point limit for the sprint is reached.
C. Suggest that your team switch back to a more traditional project process approach when working with this Product Owner, but use the agile/adaptive approach when working with less controlling management people.
D. Suggest a collective approach to grooming stories chosen for each iteration. Choose one main story and fill with smaller, related supporting ones until the volume for the sprint is reached.
Pick your answer then Test Your Knowledge!


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