Are work breakdown structures and product backlogs really so different? They both help with forming agreement on scope. Yet, due to how they are often used, they are viewed as quite different by many people…a viewpoint this expert would like to change.
The general expectation from conducting an agile transformation is strengthening your ability to quickly adapt and respond on an enterprise-wide level. This article shares practical experience in three critical benefits.
Meet the agile PMO. (No, that’s not an oxymoron.) PMI highlights the project management strengths of our three PMO finalists, who all offer insights into how they benefit from emerging trends.
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The PMI® Organizational Agility Conference returns bigger and better than ever as we examine evolving approaches to resilient value delivery! To remain relevant in the VUCA world, organizations and delivery professionals need to build change resilience—the ability to remain in a state of change while delivering value. This virtual conference will explore the concept of change resilience with professionals who are driving it within their organizations—and those who are living it as part of their own development.
All organizations, whether small or large, need individuals who understand how important and impactful adaptability and agility are to overall success. By attending this virtual event you will learn how you can help your organization embrace the opportunities in change, disruption, and transformation.
The PMI Talent & Technology Symposium 2018 is the fusion of two prior events, the Internet Systems & Technologies Symposium, and the Talent Management Conference. The new event focuses on the impact of rapidly changing technologies on the project management discipline and careers. Participants will better understand how emerging technologies affect their career and skills progression, as well as the evolving needs of hiring managers as they seek out top project management talent.
Although many practitioners believe that Agile started in software development, Agility started long before the publication of the Manifesto for Agile Software Development (aka Agile Manifesto) at the Enterprise level. Started as an alternative to planned frameworks, in particular as an alternative to the process standardization imposed by Lean Six Sigma, Agile is seen by the Project Management community as 'the future.’ However, none of the Agile frameworks was developed as a generic Project Management approach. Most, if not all, of them originated as software delivery framework with the 'developer' role as the core of an Agile Team.
One of the most interesting aspects of Agile adoption at an Enterprise level is Governance. Perceived by many teams as useless red tape and one of the major impediments for Agile adoption, correct governance can have a very positive impact on in the Agile Enterprise. Rather than being a micromanagement tool, governance can provide visibility on the benefits of Agile adoption as well as creating an environment of trust and collaboration. This webinar is an introduction to SMART governance, the type of governance that will support Agile adoption at the enterprise level rather than preserving the command and control culture.
Agile is sometimes introduced as a cheaper way of delivering projects, products, and services. Unlike the traditional approach of measuring the value delivered based on the planned deliverables, the budget spent, and meeting the critical milestones, Agile doesn't and shouldn't track the delivery in the same way. Agile is a new approach, and traditional project finance management may not be relevant or can become an impediment to agility. Agile is or should be based on trust, and in an Agile organization, most of the financial planning and reporting should not be necessary. However, very few organizations have the necessary conditions to abolish tight financial management. This webinar will propose a few financial management approaches for Agile projects, highlighting the necessity as well as the challenges of each of the proposed models.
Although the project failure rate has seen improvement over the last decade or so, roughly half continue to fail. As such, project risk management [which is designed to address risks that contribute to project failure] has gained significant interest over the same period.
We all know that life is not in black and white, nor is Project Management. Experienced Project Managers know when and how to adapt the project management tools and techniques so that they can help the most, are relevant, and add value to their projects and organizations. This presentation advocates for using Agile practices, even in waterfall projects, and gives examples from real life situations where specific practices were successfully used. The advantages and possible setbacks will be illustrated and discussed with the audience.
Podcasts and blog posts to help you manage the challenge of transitioning from traditional project management to Agile. Dave Prior celebrates success, embraces the learning that comes from failure, and digs deep on topics you need to be up to speed on.
This blog explores pragmatic agile and lean strategies for enterprise-class contexts.
This blog concerns itself with organizations moving to business agility—the quick realization of value predictably and sustainably, and with high quality. It includes all aspects of this—from the business stakeholders through ops and support. Topics will be far-reaching but will mostly discuss FLEX, Flow, Lean-Thinking, Lean-Management, Theory of Constraints, Systems Thinking, Test-First and Agile.
This blog is a conversation between the Agile Practice Guide Team and our PMI and Agile Alliance Communities to gain insight, support and collaboration around the creation of a usable and relevant body of work that supports transition to hybrid and agile in project work.
Scrum is the most popular framework used within an agile environment to convert complex problems into valuable products and services. In this blog, we will examine all things Scrum to shed light on this wonderful organizational tool that is sweeping the globe. There will be engaging articles, interviews with experts and Q&A's. Are you ready to take the red pill? Then please join me on a fascinating journey down the rabbit hole, and into the world of Scrum.
This blog will explore agility at the enterprise level, examining how agile principles can be implemented throughout the organization—and in departments other than IT.
Agile project leaders and teams can use this one-page worksheet to help plan and create sprint goals, including description, demonstration items, Definition of Done, and key metrics. Use in conjunction with the article Sprint Planning: Are You Doing It Backwards?
This spreadsheet is an example of how to determine WSJF prioritization, as described in the article Prioritize Weighted Shortest Job First.
애자일 변환은 어디에서 조직의 가치를 극대화 할 것입니까? 비즈니스 환경이 급속히 변하는 지역이나 고객 또는 이해 관계자가 서비스 또는 제품의 지속적인 개선을 기대하는 지역 일 것입니다. 민첩한 접근 방식으로 가장 이익을 얻을 수있는 영역을보다 효과적으로 파악할 수있는 유용한 방법을 제시합니다.
This template provides a work breakdown structure for business intelligence projects and for requirement effort estimation for a waterfall methodology-based project or user story estimation for an agile-based project.
あなたの組織において、アジャイル・トランスフォーメーションが最も価値を生み出すのはどこだろう。おそらく、ビジネス状況が急速に変化している分野や、顧客やステークホルダーがサービスや製品の継続的な改善を期待している分野であろう。ここでは、アジャイル・アプローチから最も利益を得ることができる分野を、より明確にするために役立つ演習を紹介する。
When companies move to an agile Software Development Lifecycle (SDLC), they often remove the processes and analysis of their waterfall SDLC because, as the Agile Manifesto puts it, “They value individual and interactions over processes and tools.” Some of the rigor should be removed – waterfall processes can get bogged down with gates and sign-offs. However, caution must be exercised to not go too far against processes and analysis and rely just upon backlogs and user stories. Requirements and the analysis that leads to those requirements are just as essential in an agile project as they are in a waterfall project. The difference lies in how much requirements analysis is completed and the timing of it.
With more businesses having both predictive and iterative projects on the go, PMOs need to flex their core functions to support agile ways of working. Here are three areas for PMOs to focus on when supporting multiple delivery methods.
How do we incorporate the business world’s increasing reliance on specialists into organizations with stable, cross-functional agile teams? The concept of components teams is a good solution, but in some cases a consultant model will be a more effective approach.
There can be significant value in planning, but it is possible to plan too much. Determining the right level should be based on a collection of factors such as the complexity and risk of the situation, the skills and experience of the people involved, and the uncertainty that you face.
There are a number of reasons why agile is under attack. In this article, the author looks at the role of management, the confusion over the meaning of “agile,” and the fact that agile is not always the best fit. Learn what you can do to resist the “attack”!
Was the Woodstock music festival in 1969 an exercise in poor waterfall planning or an agile success? This author assesses the project basics as they relate to PMBOK Guide® knowledge areas to help find the answer.
With organizational agility becoming ever more important, the ability to apply agile principles to higher levels of the organization is becoming more critical than ever.
Agile and fast-track projects may require more effective communication tools with live team collaboration and task assignments to cope with instant changes. Such tools can help the project manager assign and track ad hoc tasks; plan changes and instant requirements that need to be followed up on; and update the status of milestones.
Because there are no fixed ways of structuring a company (or operating one), we can learn from all the forms that have been tried and been successful—along with those that failed, too.
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