"Quality" is one of the most heavily used words in advertising and management. Like any popular concept, quality is in danger of losing its distinct contribution due to overuse. In the world of project management, robust quality management has a vital role to play. Let’s consider a few of the recent advances in the art and science of quality management...
Sustaining support from resource groups can hinder a project manager's ability to deal with risks and contingencies. How do we dramatically improve the quality of our project execution? In a new book, an author offers help in the form of the quality function deployment (QFD) matrix.
ProjectManagement.com is excited to bring you the 8th edition of its annual virtual conference and exhibition! It's your opportunity to learn, network, earn PDUs and gain valuable knowledge all from the comfort of your home or office! Join us Thursday, April 30 for PMXPO 2015! Six sessions full of informed project management viewpoints from leading industry experts, led by our keynote featuring Adam Steltzner--the Lead Landing Engineer of NASA's Mars Science Laboratory Curiosity Rover Project! Register today for the free event!
The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures--Appetite for Innovation (AI) and Trust (T)--that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced.
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.
As February enters into its final week, so, too, does my blog enter into its last opportunity to gratuitously disagree with my other ProjectManagement.com columnists and bloggers about the whole quali ...
This talk provides an overview of the consulting industry and the unique challenges involved in delivering quality products in the industry. It then walks through a step-by-step process that was developed and used to systemically evaluate the quality practices and performance of a consulting engineering firm. This organizational improvement effort provided deep learning, not only about quality, but how to systemically improve the quality performance of a company.
For the most part, Chief Information Officers have been around a lot longer than Chief Project Officers. In many organizations, the CIO often (and without recognition) wears the CPO hat. But now that CPOs are becoming more abundant, there is a natural kinship that can be forged--one that can shape an organization’s future in a positive way.
Congratulations! You just secured that job in a different state! It might be the perfect change for you--just make sure you look before you leap by considering these seven factors before accepting that offer.
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.