Ask many people what a business analyst does and they’ll tell you it’s about documenting requirements. Is it?
In this interactive and engaging talk you will learn about some of the principles that have led the Technology Innovation and Consumer Experience team at Thomas Jefferson University and Jefferson Health System to analyze, design, develop, release, evaluate, and support innovative enterprise applications with small teams in less than 30-days.
Extreme projects feature high speed, high change, high complexity and high stress. As more projects continue to fall into the extreme zone, successful project and program managers will shift from inhibiting change to proactively creating change and responding to change.
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This presentation looks at a brief history and a definition of agile project management; looks at factors that affect selection of collaboration tool-sets; and looks at key features of project portfolio management tool-sets and at making PPM a business process.
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If we are limited by the triple constraint, how do we as project managers lead with agility and embrace change? If projects are all about needs and values, then project management should be the tools and techniques to achieve this value. Is it time to redefine project management? Should we move away from the iron triangle to the value triangle?
|A.||There is a reason for the “chalk and cheese” expression. When you mix them you either forfeit a beautiful drawing or you miss a delightful appetizer. While multiple teams can work successfully on a common deliverable, it is vital that all teams are using exactly the same approach.|
|B.||By now, 15 years after the meeting to create the Agile Manifesto, all teams should be aware that in today’s marketplace the only way to keep your organization competitive and protect your own job is to work in an exclusively agile environment. Most of the newsworthy business closings or serious curtailing of products are in industries that refuse to go agile.|
|C.||It is not only possible for an agile team and a traditional team to work together successfully, it’s probably going to become the norm for more and more projects in the future. The secret it to understand where you can sync your work and where you need to use the parts of your preferred approach freely in order to have the best end outcomes.|
|D.||While agile works situationally in software, the traditional methodology espoused by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) has the advantage of a 55-year history. The knowledge amassed within that length of trial and error makes waterfall the preferred approach for all industries that want to make projects successful.|
This series provides valuable information for the product owner community to use additional good practices in their projects. In each installment, we take one of the most commonly used visual models in agile and explain how to create one—and how to use one to help build, groom or elaborate your agile backlog. This is the last paper in this series and covers decision models, which include both decision trees and decision tables.
In this article, we will review the contentious topic of how the BA role varies and overlaps with the product owner role. We cover the similarities and differences, including danger signs (such as the “BA as PO Go-Between”) and positive patterns (such as the “BA as PO Supporter”).
Testing at the end of a development cycle is a common practice in traditional approaches. Unfortunately, it becomes an obstacle on your path to agility, slowing down your ability to deploy to production faster. Let’s take a look at what goes on in this testing phase, some potential causes and ideas for getting unstuck.
Organizations who are now embarking on agile adoption are feeling pressure to “catch up” with their competitors. But when “late adopters” of agile try to make up for lost time, it can cause problems.
Is your organization undermining the benefits of Scrum without even knowing it? Scrum is a simple agile framework that can be difficult to implement. Here the author looks at the seven most commonly missed or abused rules of Scrum.
This series provides valuable information for the product owner community to use additional good practices in their projects. In each edition of this series, we take one of the most commonly used visual models in agile and explain how to create one—and how to use one to help build, groom or elaborate your agile backlog. This installment covers state models, which include both state diagrams and state tables.
Iterative and incremental methods can be used outside software development. Here’s a challenge that arose in one small-town Shakespeare festival--and the “agile” approach used to meet it.
Have you been thinking about getting your PMI Agile Certified Practitioner (PMI-ACP)® credential but are put off by the agile experience requirement? Fear not, you might have the experience you need even if you have not been working on a pure agile project. This article explores the prerequisites elements and explains what you need to qualify.
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