When should we be using an agile approach for our project? The agile convert might claim “Always,” just as the predictive enthusiast could scream “Never!” For the rest of us, more objective tests and selection criteria are useful.
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 ...
I am looking to move away from google sheets/excel and into a project management tool. Client facing projects are done in excel and ticket tracking is done in Asana. I'm looking at smartsheets as ...
By: Esra Tepeli, Ph.D., PMP Risk management is a growing concern in project management. Nowadays, we understand more the importance of having a robust risk management strategy. Due to uncertainties ...
8th “Art of Projects” English-speaking, International Project Management Online Conference The Project Economy: The Transformative Project Manager from idea to reality ...
Hi Project Managers! Looking for a good software to build WBS graphics, or really any project management-based graphics software! I've experimented with building them in PowerPoint, but I just t ...
The iron triangle illustrates the relationship between scope, cost and time. The assumption is that these three interrelate in an adverse way with each other – that is, increasing one will in ...
by Marat Oyvetsky, PMP When professional service organizations work with customers to implement technical solutions, teams often rely on in-house technical staff for support and system/network acce ...
As per PMI standards which document contains details about "transfer of ownership" to be done while closing the project/phase? Is it the Charter or Project management Plan or any other? ...
Could you share what type of a visual project management board using sticky notes that you have been successful using? ...
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.
When should we be using an agile approach for our project? The agile convert might claim “Always,” just as the predictive enthusiast could scream “Never!” For the rest of us, more objective tests and selection criteria are useful.
There is no such thing as a pure waterfall implementation unless you are peering through nature’s lens—and there is no such thing as a pure agile implementation unless you are gazing through a lens of your own making.
Modern software development can always be in the moment, developing the best possible software for today. But is that good enough to succeed? Continuous delivery is going to gain traction and become an important part of how projects get delivered—but it only helps if it delivers business value.
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.
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!
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.
This webinar will showcase some key lessons learned to manage schedule compression effectively
There are many problem solving methodologies-from TRIZ to OODA, from RPR to GROW, but this session won't discuss any of them. Instead we're going to focus on simple, standalone strategies to improve our problem solving effectiveness regardless of our existing PS skills or experience.
An essential part of good communication is story. And good story has structure, rules and guidelines. Understanding how story works, and how to tell good stories, is a critical tool in communicating well. In this presentation, you will learn how to understand and apply story telling principles to your communication efforts.
Statistics show that globally about 33% of the food produced in the world is lost or wasted. On the other hand, we have about 11 % of world suffering from malnutrition and hunger. According to UN based WHO, even if 25 % of the food wasted is saved then it can alleviate the hunger problem. The problem is acute and is obvious but yet organizations and people have not come to grips with it. Thankfully, during the last few years the situation is changing.
Our “Getting Under the Hood” series continues with a webinar that will go deeper into the Models, Methods and Artifacts section of the PMBOK® Guide – Seventh Edition, as well as introduce the PMIstandards+TM digital content platform.
Agile, for many a silver bullet, worked pretty well for software development teams with most of them being the first attempt to have a structured approach. Bringing some order to chaos was beneficial, and the results were in some cases spectacular. Most, if not all Agile frameworks were developed by software engineers and for software engineers. Apart from a couple of frameworks, like Disciplined Agile and SAFe that combine Agile with traditional Lean practices used in manufacturing, most Agile frameworks were developed for small teams (less than 10) and a start-up culture.
