Agile transformation requires the support of managers, yet many efforts focus on everyone but them. As a result, resistance to agile from middle managers is not uncommon. Here are ways that resistance “from the middle” manifests itself. Organizations ignore it at their peril.
Agile approaches allow us to offer ways to manage investment, deliver value and deliver for the organization in various ways. Before you estimate, consider three questions and what they might buy you...
Many companies are outsourcing to India, and the process of creating an agile, distributed team could have many potential pitfalls. Here, lessons learned are shared based on two years of continuous improvement to get a strong, contributing agile scrum team.
By giving focus to the personal value that individuals bring to the business, organizations show that the people are as important as their work. This value-based culture improves productivity, morale and commitment, but it doesn't get built on slogans.
This article shares a real-time learning experience in agile software development methodology during project execution. The author offers insights into project challenges, lessons learned and success realized, referencing the Manifesto for Agile Software Development and agile principles.
Though there is lot of bias toward increasing velocity every iteration to release more features faster, if there is no attention to quality, the system will soon become fragile—and will not be able to house scope changes in the future. How do we balance these forces?
One common failure pattern in creating agile development teams is taking a regular software tester, assigning them to the new team and expecting them to perform in new ways that elevate the team to high performance. What does a good agile tester look like? What should we expect of them? And how do we find them?
Agile isn't commonly touted as a risk mitigation or recovery approach in project management, but its principles can clearly benefit initiatives disrupted by unexpected events by making it easier to reprioritize, adjust plans and get back on track.
Standards change often, paving the way for new thinking in developing software systems. It’s also largely driven by constantly changing customer tastes and expectations, industry trends and consumer behavior. Let’s look at some of the key aspects of measuring productivity in the new age of knowledge work projects…
Project management skills will play a decisive role in the evolution of government. Part of the equation lies in political will to provide the funds necessary to replace decaying infrastructure and improve access to services. As project managers, what can we do to deliver better projects for the public? Using agile is part of the answer.
Perhaps—like 500,000-plus other people—you have some form of Certified ScrumMaster® (CSM) credential and are looking to distinguish yourself and continue your learning journey. For credential seekers, this article explores some common paths.
Is finding an agile implementation expert like chasing a unicorn? If you are looking for someone who understands the mechanics of agile, you can easily find them. However, if you are looking for someone who understands the true essence of agile, the pool gets smaller.
Leaders need to build strong relationships in five key domains. These five relationship domains are not just important to working smarter, they are vital to your success and that of your project, product or initiative. Let's walk through each of these relationships and explore how they relate to leadership effectiveness…
By encouraging agile thinking within portfolio management, organizations can improve benefits delivery and collaboration among teams and functions. Here are some examples of where and how agile principles and techniques can be applied to portfolio management efforts.
Organizations are creating Centers of Excellence to facilitate agile adoption without hiring armies of consultants and risking teams losing touch with each other. The goal is to speed transformation and scaling efforts, while keeping agile principles in mind. Here’s a look at how they do it, from coaching and supporting to learning and observing.
by Kevin Aguanno, CSPM (IPMA-B), Cert.APM, PMP, PMI-ACP, CSM, CSP, FPMAC, FAPM
People know that agile works on software development projects but struggle to understand how it can be used in other environments. Agile can be used on infrastructure projects...one just needs to understand how.
Question: It’s so frustrating when we just get a close, well-functioning agile team going and then someone gets moved out and someone new comes in! It feels like we’re starting from scratch and losing a lot of the value of having dedicated agile teams in the first place. Any tips for how we can make this transition without so much disruption to the team and to the project?
You’ve probably been involved in projects that had big problems despite good people, careful planning and close supervision. How can you do better? The agile approach helps us notice and address small problems before they become big.
Did you know that successful organizations advance their business and achieve maximum value through a shift in thinking...that they manage unexpected roadblocks, risks and market changes more easily when "being agile" becomes part of their philosophy? These concepts are explored in PMI's 2017 thought leadership, starting with the release of two Pulse in-depth reports.
One of the keys to successful agile teams is to emphasize handshakes over handoffs. As a leader in a distributed organization, you want to find ways for people to connect with each other on a personal level, not just discuss work.
"A narcissist is someone better looking than you are. "