Critics on both sides of the agile/hybrid aisle seem to be somewhat jaded and often misinformed. The truth is that successful project managers have always used what works best given the situation. Thus, long before the term "hybrid" found its way into the vernacular, it has always been the way most PMs have operated.
Scope creep can plague projects where timelines are established at the start, or budgets and resources are fixed. However, it should not be a problem for projects operating with agile principles. Rather than resisting change, an agile team welcomes it, and figures out how to adapt to it. Here's how.
As more organizations recognize (and research confirms) the high-performance benefits of empowering project teams, how do we balance the general value of standardized agile approaches with the greater need for teams to choose their ways of working?
When project management and corporate governance join forces, organizations can boost efficiency and maximize growth opportunities. A fully engaged IT project management office will assist senior managers in the prioritization of the best ROI and strategic projects and make certain that IT projects deliver what’s expected.
Question: Due to major cutbacks at my organization, I have been asked to work on getting new software that we need to update. In the past, we had a procurement department to do this. Since they were all let go, finances are at a low level for us. How can I quickly get myself up to speed so that I lower the company risk when we sign a new software contract?
Leading change is an essential leadership capability, especially during these unprecedented times. Your leaders play a critical role in dealing with this crisis across your organization and within its teams. Leading through change is not easy under regular business circumstances, let alone during a crisis. As change experts we know that living in a VUCA world, characterized by Volatility, Uncertainty, Complexity, and Ambiguity, is the backdrop for what motivates strategic change and the need for leadership agility.
By Lynda Bourne Projects mean reports! Many project teams are required to produce weekly and monthly reports for their client as part of a contract, or because of an internal set of reporting r ...
“64% and 67% of projects with high maturity of PM processes are delivered on time and within budget, respectively. The equivalent figures for low-maturity organizations are just 36% and 43%. (PMI)“ ...
Gallons of virtual ink have been poured in debating whether predictive lifecycle project management is outdated or not. It is also frequent to be confused about terms that are used interchangeabl ...
As GTIM Nation knows well, I maintain that Project Management Information Systems (PMISs) in general, and Earned Value Management Systems (EVMSs) in particular, serve two primary purposes: They ...
“Research conducted by the Project Management Institute (PMI) found that ineffective communication was the main contributor to project failure one-third of the time, and had a negative impact on proje ...
I'm always happy to learn something new when it relates to the topics which interest me and even more so when it is something which I should have run across long ago. During an event this week, a ...
I am a lead planner in charge of a rather large project, i.e. a petrochemical plant with all utility plants. We are working with more than 12 main EPC contractors and 200+ suppliers/vendors and we hav ...
I am working with a utility sector company in India and planning to re-locate to Virginia, United States within next 06-08 months. I hold a 4 year mechanical engineering degree from a reputed Institut ...
Adoption and Where to Use Scrum Scrum was designed for a cross-functional team to building new product incrementally. Using it everywhere follows the mantra “when all you have is a hammer, ev ...
As more organizations recognize (and research confirms) the high-performance benefits of empowering project teams, how do we balance the general value of standardized agile approaches with the greater need for teams to choose their ways of working?
Scope creep can plague projects where timelines are established at the start, or budgets and resources are fixed. However, it should not be a problem for projects operating with agile principles. Rather than resisting change, an agile team welcomes it, and figures out how to adapt to it. Here's how.
We received so many questions during our Ask the Experts: Agile for the Rest of Us webinar that we didn’t have time to answer them all, so the presenters continue the conversation here!
Through various interactions with business professionals, this practitioner has learned some valuable lessons during his career as a project manager. These tips can help new PMs—and provide a good reminder to seasoned pros.
If we stubbornly insist on running projects “by the book,” we are going to miss opportunities. In that spirit, here are six ways to develop your hybrid approach to project management.
A project manager's team wants to use an agile approach, which is in conflict with how the organization works. What can you do? Does this project need an agile approach?
When it comes to smart work versus hard work, which would you pick? Sometimes, we work so hard that we get worn out and exhausted. It doesn't have to be this way. These five tips can help.
Sponsors can be tremendously frustrating for PMs, but it doesn’t have to be that way. Start your career (or your project) off on the right foot and own your sponsor relationship by following a few guidelines.
As an Agile practitioner do you want to know if your investments in Agile have been worth or not? Do you have visibility how customer perceive the value that your agile teams are delivering? Do you know the realized & unrealized value of your product? If you are also wondering / been asked such questions by your management, then you might get some guidance from this talk.
Our "Getting Under the Hood" series continues with a webinar that will go deeper into tailoring section of the PMBOK® Guide - Seventh Edition. Join us to explore considerations for tailoring to better suit the deliverables, organization and project needs. While the tailoring of an approach to a project was covered in various parts of the previous edition of the PMBOK® Guide, it is now more fully developed in the guide portion of the seventh edition. In this session, you will be introduced to a tailoring framework that you can adapt to evaluate what and when to tailor.
The project management field out there is pretty crowded out there. Its no longer enough to be just really good at what you do. You have to be more. It’s no longer build it on time, on scope and budget. You have to add value over and above the normal requirements of project managers. So how do we add value? How do we stand out in the crowd? How do we get recognized in this very crowded field? Our speaker will get us thinking about what we can do to innovate our careers and get to the next level.
The COVID-19 crisis has severely disrupted our work lives. While this too shall pass, the world is certainly not going to reset to pre-pandemic times. Our lives and the way we manage projects will settle into a new normal. Delivering success in the new normal will require proactive, ethical, and inspirational leadership. How do you lead team members who are largely working from home? How will you ensure cohesion and collaboration? How do you appreciate and inspire your team? This extremely engaging session presents seven practical, proven strategies for leadership success. You'll also get the chance to share your own winning moves with other attendees. Join us to learn, share, network and succeed!
The Ask the Expert Webinar Series is an extension of the Ask the Expert Program offered at PMI® Global Conference. Each year, experts from the ProjectManagement.com community offer one-on-one sessions to conference attendees, acting as mentors, coaches, and sounding boards for Project Managers at varying stages of their careers and across industries. Gain access to these leading project management and industry experts through the Ask the Expert Webinar Series – ask your most pressing Project Management questions, seek career advice, and gain insights into industry trends. Please join the webinar prepared to pose questions to the experts!
This presentation takes a deep dive into thinking about how to adapt approaches to our projects. In particular, it considers where and when we might need to adapt approaches that are already billed as being "adaptive."
"Whatever a manager does, he (she) does through decision-making" wrote Peter Drucker, and actually the skill to make decision-making should be one of our top ability. It is even more important when tackling ethical dilemmas. So, join us for this interactive, fun, and informative session in which you will learn leadership skill, how to perform decision-making, analyze the barriers to it, and PMI's Ethics Decision-Making Framework (EDMF).
In this webinar Mirko and Scott will discuss LAP and agile approaches to vendor management and its potentials, challenges & pitfalls based on their experience in the field.
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"Ambition is like a frog sitting on a Venus Flytrap. The flytrap can bite and bite, but it won't bother the frog because it only has little tiny plant teeth. But some other stuff could happen and it could be like ambition." - Jack Handey |
