Life gets really interesting when we start to extrapolate the brand identity concept into our project methodologies. What drives the decisions about what different organizations use? And is there any tangible benefit to choosing a “brand label” project execution approach?
To have transparency, an organization first needs consistent processes and common markers. Standards, frameworks and methodologies are implemented to generate consistency...but what's the difference between them?
If Kanban works well on specific software projects, can it be scaled to facilitate Lean throughout an organization? Here we look at how Kanban can be thought of as a general purpose change management approach for your organization.
If we want better projects, we need to be better at our project management. But is consistency and formality the answer? Is demanding adherence to a common process what is required to get to “better”? The evidence here is mixed.
ProjectManagement.com was once again excited to bring you its free annual virtual conference and exhibition--your opportunity to learn, network, earn PDUs and gain valuable knowledge all from the comfort of your home, office-or home office. If you missed the six sessions, you can still catch them On Demand until July 25! (You still have to register first.) Need help getting your PDUs? Use our PDU Instruction Form!
In this e-book, Luc Galoppin and Daryl Conner bring together their insights on commitment and social architecture. You will learn how the eight stages of commitment apply to an ERP rollout and why it is critical to carefully plan the "moments of truth". This e-book is specifically useful for executives who face an ERP rollout. It helps us to see where we need to be vigorous in terms of organizational change management.
The use of structure in the technical approaches we select in addressing managerial problems allows us to solve recurrent problems with known successful strategies. Often these structures will acco ...
leading the PMO of a midsize financial services company (1000 employees) I am constantly challenged with the statement that a project is "mandatory". From a Portfolio Management pers ...
Dave Prior is a program manager with over 10 years of experience managing IT projects, and has been teaching project management for 7 years. Join gantthead CEO Dave Garrett as he sits down with Dave Prior to discuss what works and what doesn't in training.
Question: My team prefers to work in Story Points, but it sometimes becomes hard to deal with the realities of how to estimate a first iteration and how to deal with the availability of the team members. How do experienced agile teams handle these realities?
If you want to be agile, you must estimate in Story Points. Nothing else will really work for a team once they begin to do the work of the project.
Neither is the correct approach. Estimate your Product Backlog in Ideal Hours, and then they will transfer over easily to the iteration work of the team.
If you create software, use Story Points. If you use agile for any other type of project, estimate in work hours, which you can input into MS Project.
Use Story Points for the Product Backlog, but actual hours for the Iteration Backlog.